Servant Leadership

SLIDE21™ Servant Leadership
We know it’s a prickly topic!

Servant Leaders in the making: The Strength Deployment Inventory.

It’s no big secrete that any Agile Transformation is only as successful as your employees. Tools templates and methods DO NOT Solve interpersonal relationships nor do they increase collaboration or servant leadership. During an Agile Transformation, your employees are your stakeholders. How well do you know them?

SLIDE21™ Servant Leadership

Agile Values

Sadly we focus on that which is on the right and often loose site of that which is on the left. 

INDIVIDUALS & INTERACTIONS over process and tools

WORKING SOFTWARE over comprehensive documentation

CUSTOMER COLLABORATION over contract negotiation

ADAPTING TO CHANGE over following a plan

Agile Principles

75% of the Agile Principles are focused on people….Why aren’t we?

1. Our highest priority is to satisfy the customer through early and continuous delivery of valuable software.

2. Welcome changing requirements, even late in development. Agile processes harness change for the customer’s competitive advantage.

3. Deliver working software frequently, from a couple of weeks to a couple of months, with a preference to the shorter timescale.

4. Business people and developers must work together daily throughout the project.

5. Build projects around motivated individuals. Give them the environment and support they need, and trust them to get the job done.

6. The most efficient and effective method of conveying information to and within a development team is face-to-face conversation.

7. Working software is the primary measure of progress.

8. Agile processes promote sustainable development. The sponsors, developers and users should be able to maintain a constant pace indefinitely.

9. Continuous attention to technical excellence and good design enhances agility.

10. Simplicity‑the art of maximizing the amount of work not being done‑is essential.

11.The best architectures, requirements and designs emerge from self-organizing teams.

12. At regular intervals, the team reflects on how to become more effective, then tunes and adjusts its behaviour accordingly.

SLIDE21™ Servant Leadership

Your employees are dealing with these same issues and looking to you for help.

To tackle these concerns and spark change, you need to ask engaging, thought-provoking questions.

You Need to Consider the Strength Deployment Inventory

LEADERSHIP: Where are tomorrow’s leaders coming from?

ENGAGEMENT: What drives your most engaged people?

CULTURE: How do your people interact to achieve the organisations goals?

PERFORMANCE: How do you connect workplace behaviour to personal motivations?

SLIDE21™ Servant Leadership

The Most Important Question to Ask Is

What are You Doing to Answer These Questions?

The conversation that results is an opportunity to introduce powerful learning, address your teams concerns and also establish yourself as an indispensable resource to the leadership team. This translates into a full calendar, packed with consulting, coaching and training work that allows you to do what you love — inspire the best in people and help teams accomplish great things.