Contact
\n

In one of our Customer engagements, the organization is transitioning to Spotify kind of Agile approach. In this context the role of Delivery\/People Managers is changing to Chapter Leads. They form a matrix structure with Squad Leads. Their role is changing from Delivery ownership to Capability\/Competence enablement role. How to help them to transition to the new role smoothly?<\/p>\n\n\n\n

Suggested Solution<\/strong>
In their new role as Chapter Leads, they will have to unlearn some of the past approaches and learn a few new things:
\u2013 They need to let go of the past control-oriented ownership. And need to let go of the hierarchical mindset, as the new structure brings a matrix-oriented way of engaging.
\u2013 They need to embrace more facilitative and collaborative approaches as they need to engage with different components of the flat network-oriented organization.
\u2013 They need to learn to work with shared accountability and responsibilities that come in the matrix structure, which require more of networking, relationship-building and influencing skills. They need to be more self-organizing, taking ownership and reaching out to different parts of the matrix organization as needed.
\u2013 Trying to define the roles very clearly in a matrix structure will lead to creating silos as people will tend to go by the role specification; but this is an antipattern of matrix structure which is designed for breaking down silos. Hence the roles will have certain fuzziness and overlap which the Chapter Leads need to learn to work with\/leverage.
\u2013 They need to develop more servant leadership qualities to develop people capabilities & competencies.
In summary, Chapter Leads need to focus on adopting to new mindset more than the new processes.
As Sivaguru puts it, Tribes are about Purpose, Squads are about Autonomy and Chapters are about Mastery. <\/p>\n","post_title":"Chow #153 - Chapter Leads' Challenges","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"chow-153-chapter-leads-challenges","to_ping":"","pinged":"","post_modified":"2024-01-29 15:20:22","post_modified_gmt":"2024-01-29 15:20:22","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/?p=13054","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"}],"next":false,"prev":true,"total_page":2},"paged":1,"column_class":"jeg_col_3o3","class":"epic_block_11"};

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\n

Vishu<\/a><\/p>\n","post_title":"Agile Leadership Canvas - Cultivating Agile Mindset and Culture","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"agile-leadership-canvas-cultivating-agile-mindset-and-culture","to_ping":"","pinged":"","post_modified":"2024-01-29 15:19:53","post_modified_gmt":"2024-01-29 15:19:53","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/?p=13556","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":13054,"post_author":"33","post_date":"2019-06-16 17:37:07","post_date_gmt":"2019-06-16 12:07:07","post_content":"\n

In one of our Customer engagements, the organization is transitioning to Spotify kind of Agile approach. In this context the role of Delivery\/People Managers is changing to Chapter Leads. They form a matrix structure with Squad Leads. Their role is changing from Delivery ownership to Capability\/Competence enablement role. How to help them to transition to the new role smoothly?<\/p>\n\n\n\n

Suggested Solution<\/strong>
In their new role as Chapter Leads, they will have to unlearn some of the past approaches and learn a few new things:
\u2013 They need to let go of the past control-oriented ownership. And need to let go of the hierarchical mindset, as the new structure brings a matrix-oriented way of engaging.
\u2013 They need to embrace more facilitative and collaborative approaches as they need to engage with different components of the flat network-oriented organization.
\u2013 They need to learn to work with shared accountability and responsibilities that come in the matrix structure, which require more of networking, relationship-building and influencing skills. They need to be more self-organizing, taking ownership and reaching out to different parts of the matrix organization as needed.
\u2013 Trying to define the roles very clearly in a matrix structure will lead to creating silos as people will tend to go by the role specification; but this is an antipattern of matrix structure which is designed for breaking down silos. Hence the roles will have certain fuzziness and overlap which the Chapter Leads need to learn to work with\/leverage.
\u2013 They need to develop more servant leadership qualities to develop people capabilities & competencies.
In summary, Chapter Leads need to focus on adopting to new mindset more than the new processes.
As Sivaguru puts it, Tribes are about Purpose, Squads are about Autonomy and Chapters are about Mastery. <\/p>\n","post_title":"Chow #153 - Chapter Leads' Challenges","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"chow-153-chapter-leads-challenges","to_ping":"","pinged":"","post_modified":"2024-01-29 15:20:22","post_modified_gmt":"2024-01-29 15:20:22","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/?p=13054","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"}],"next":false,"prev":true,"total_page":2},"paged":1,"column_class":"jeg_col_3o3","class":"epic_block_11"};

Page 2 of 5 1 2 3 … 5
\n

Glad it\u2019s working. <\/p>\n\n\n\n

Vishu<\/a><\/p>\n","post_title":"Agile Leadership Canvas - Cultivating Agile Mindset and Culture","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"agile-leadership-canvas-cultivating-agile-mindset-and-culture","to_ping":"","pinged":"","post_modified":"2024-01-29 15:19:53","post_modified_gmt":"2024-01-29 15:19:53","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/?p=13556","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":13054,"post_author":"33","post_date":"2019-06-16 17:37:07","post_date_gmt":"2019-06-16 12:07:07","post_content":"\n

In one of our Customer engagements, the organization is transitioning to Spotify kind of Agile approach. In this context the role of Delivery\/People Managers is changing to Chapter Leads. They form a matrix structure with Squad Leads. Their role is changing from Delivery ownership to Capability\/Competence enablement role. How to help them to transition to the new role smoothly?<\/p>\n\n\n\n

Suggested Solution<\/strong>
In their new role as Chapter Leads, they will have to unlearn some of the past approaches and learn a few new things:
\u2013 They need to let go of the past control-oriented ownership. And need to let go of the hierarchical mindset, as the new structure brings a matrix-oriented way of engaging.
\u2013 They need to embrace more facilitative and collaborative approaches as they need to engage with different components of the flat network-oriented organization.
\u2013 They need to learn to work with shared accountability and responsibilities that come in the matrix structure, which require more of networking, relationship-building and influencing skills. They need to be more self-organizing, taking ownership and reaching out to different parts of the matrix organization as needed.
\u2013 Trying to define the roles very clearly in a matrix structure will lead to creating silos as people will tend to go by the role specification; but this is an antipattern of matrix structure which is designed for breaking down silos. Hence the roles will have certain fuzziness and overlap which the Chapter Leads need to learn to work with\/leverage.
\u2013 They need to develop more servant leadership qualities to develop people capabilities & competencies.
In summary, Chapter Leads need to focus on adopting to new mindset more than the new processes.
As Sivaguru puts it, Tribes are about Purpose, Squads are about Autonomy and Chapters are about Mastery. <\/p>\n","post_title":"Chow #153 - Chapter Leads' Challenges","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"chow-153-chapter-leads-challenges","to_ping":"","pinged":"","post_modified":"2024-01-29 15:20:22","post_modified_gmt":"2024-01-29 15:20:22","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/?p=13054","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"}],"next":false,"prev":true,"total_page":2},"paged":1,"column_class":"jeg_col_3o3","class":"epic_block_11"};

Page 2 of 5 1 2 3 … 5
\n

As we take Leadership teams\nthrough experiential workshops on Agile Leadership Canvas and follow up with\ncoaching, we are witnessing significant engagement of Leaders in active Agile\nTransformation. It\u2019s gratifying to see how this in turn is influencing the\nbehaviour changes at the Team level. <\/p>\n\n\n\n

Glad it\u2019s working. <\/p>\n\n\n\n

Vishu<\/a><\/p>\n","post_title":"Agile Leadership Canvas - Cultivating Agile Mindset and Culture","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"agile-leadership-canvas-cultivating-agile-mindset-and-culture","to_ping":"","pinged":"","post_modified":"2024-01-29 15:19:53","post_modified_gmt":"2024-01-29 15:19:53","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/?p=13556","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":13054,"post_author":"33","post_date":"2019-06-16 17:37:07","post_date_gmt":"2019-06-16 12:07:07","post_content":"\n

In one of our Customer engagements, the organization is transitioning to Spotify kind of Agile approach. In this context the role of Delivery\/People Managers is changing to Chapter Leads. They form a matrix structure with Squad Leads. Their role is changing from Delivery ownership to Capability\/Competence enablement role. How to help them to transition to the new role smoothly?<\/p>\n\n\n\n

Suggested Solution<\/strong>
In their new role as Chapter Leads, they will have to unlearn some of the past approaches and learn a few new things:
\u2013 They need to let go of the past control-oriented ownership. And need to let go of the hierarchical mindset, as the new structure brings a matrix-oriented way of engaging.
\u2013 They need to embrace more facilitative and collaborative approaches as they need to engage with different components of the flat network-oriented organization.
\u2013 They need to learn to work with shared accountability and responsibilities that come in the matrix structure, which require more of networking, relationship-building and influencing skills. They need to be more self-organizing, taking ownership and reaching out to different parts of the matrix organization as needed.
\u2013 Trying to define the roles very clearly in a matrix structure will lead to creating silos as people will tend to go by the role specification; but this is an antipattern of matrix structure which is designed for breaking down silos. Hence the roles will have certain fuzziness and overlap which the Chapter Leads need to learn to work with\/leverage.
\u2013 They need to develop more servant leadership qualities to develop people capabilities & competencies.
In summary, Chapter Leads need to focus on adopting to new mindset more than the new processes.
As Sivaguru puts it, Tribes are about Purpose, Squads are about Autonomy and Chapters are about Mastery. <\/p>\n","post_title":"Chow #153 - Chapter Leads' Challenges","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"chow-153-chapter-leads-challenges","to_ping":"","pinged":"","post_modified":"2024-01-29 15:20:22","post_modified_gmt":"2024-01-29 15:20:22","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/?p=13054","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"}],"next":false,"prev":true,"total_page":2},"paged":1,"column_class":"jeg_col_3o3","class":"epic_block_11"};

Page 2 of 5 1 2 3 … 5
\n

 EQ can not be developed just by training\npeople, as it\u2019s not an intellectual exercise \u2013 it involves behaviour changes.\nIt has been found through research (Google-Stanford research through \u2018Search\nInside Yourself\u2019 program is an example), that Mindfulness practices are the\npractical way to develop\/enhance EQ, as they bring about transformation in\nbrain, nervous system & endocrine system, which impact the thinking,\nemotions, moods & behaviours. <\/p>\n\n\n\n

As we take Leadership teams\nthrough experiential workshops on Agile Leadership Canvas and follow up with\ncoaching, we are witnessing significant engagement of Leaders in active Agile\nTransformation. It\u2019s gratifying to see how this in turn is influencing the\nbehaviour changes at the Team level. <\/p>\n\n\n\n

Glad it\u2019s working. <\/p>\n\n\n\n

Vishu<\/a><\/p>\n","post_title":"Agile Leadership Canvas - Cultivating Agile Mindset and Culture","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"agile-leadership-canvas-cultivating-agile-mindset-and-culture","to_ping":"","pinged":"","post_modified":"2024-01-29 15:19:53","post_modified_gmt":"2024-01-29 15:19:53","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/?p=13556","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":13054,"post_author":"33","post_date":"2019-06-16 17:37:07","post_date_gmt":"2019-06-16 12:07:07","post_content":"\n

In one of our Customer engagements, the organization is transitioning to Spotify kind of Agile approach. In this context the role of Delivery\/People Managers is changing to Chapter Leads. They form a matrix structure with Squad Leads. Their role is changing from Delivery ownership to Capability\/Competence enablement role. How to help them to transition to the new role smoothly?<\/p>\n\n\n\n

Suggested Solution<\/strong>
In their new role as Chapter Leads, they will have to unlearn some of the past approaches and learn a few new things:
\u2013 They need to let go of the past control-oriented ownership. And need to let go of the hierarchical mindset, as the new structure brings a matrix-oriented way of engaging.
\u2013 They need to embrace more facilitative and collaborative approaches as they need to engage with different components of the flat network-oriented organization.
\u2013 They need to learn to work with shared accountability and responsibilities that come in the matrix structure, which require more of networking, relationship-building and influencing skills. They need to be more self-organizing, taking ownership and reaching out to different parts of the matrix organization as needed.
\u2013 Trying to define the roles very clearly in a matrix structure will lead to creating silos as people will tend to go by the role specification; but this is an antipattern of matrix structure which is designed for breaking down silos. Hence the roles will have certain fuzziness and overlap which the Chapter Leads need to learn to work with\/leverage.
\u2013 They need to develop more servant leadership qualities to develop people capabilities & competencies.
In summary, Chapter Leads need to focus on adopting to new mindset more than the new processes.
As Sivaguru puts it, Tribes are about Purpose, Squads are about Autonomy and Chapters are about Mastery. <\/p>\n","post_title":"Chow #153 - Chapter Leads' Challenges","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"chow-153-chapter-leads-challenges","to_ping":"","pinged":"","post_modified":"2024-01-29 15:20:22","post_modified_gmt":"2024-01-29 15:20:22","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/?p=13054","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"}],"next":false,"prev":true,"total_page":2},"paged":1,"column_class":"jeg_col_3o3","class":"epic_block_11"};

Page 2 of 5 1 2 3 … 5
\n

Mindful Leadership<\/strong><\/p>\n\n\n\n

 EQ can not be developed just by training\npeople, as it\u2019s not an intellectual exercise \u2013 it involves behaviour changes.\nIt has been found through research (Google-Stanford research through \u2018Search\nInside Yourself\u2019 program is an example), that Mindfulness practices are the\npractical way to develop\/enhance EQ, as they bring about transformation in\nbrain, nervous system & endocrine system, which impact the thinking,\nemotions, moods & behaviours. <\/p>\n\n\n\n

As we take Leadership teams\nthrough experiential workshops on Agile Leadership Canvas and follow up with\ncoaching, we are witnessing significant engagement of Leaders in active Agile\nTransformation. It\u2019s gratifying to see how this in turn is influencing the\nbehaviour changes at the Team level. <\/p>\n\n\n\n

Glad it\u2019s working. <\/p>\n\n\n\n

Vishu<\/a><\/p>\n","post_title":"Agile Leadership Canvas - Cultivating Agile Mindset and Culture","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"agile-leadership-canvas-cultivating-agile-mindset-and-culture","to_ping":"","pinged":"","post_modified":"2024-01-29 15:19:53","post_modified_gmt":"2024-01-29 15:19:53","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/?p=13556","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":13054,"post_author":"33","post_date":"2019-06-16 17:37:07","post_date_gmt":"2019-06-16 12:07:07","post_content":"\n

In one of our Customer engagements, the organization is transitioning to Spotify kind of Agile approach. In this context the role of Delivery\/People Managers is changing to Chapter Leads. They form a matrix structure with Squad Leads. Their role is changing from Delivery ownership to Capability\/Competence enablement role. How to help them to transition to the new role smoothly?<\/p>\n\n\n\n

Suggested Solution<\/strong>
In their new role as Chapter Leads, they will have to unlearn some of the past approaches and learn a few new things:
\u2013 They need to let go of the past control-oriented ownership. And need to let go of the hierarchical mindset, as the new structure brings a matrix-oriented way of engaging.
\u2013 They need to embrace more facilitative and collaborative approaches as they need to engage with different components of the flat network-oriented organization.
\u2013 They need to learn to work with shared accountability and responsibilities that come in the matrix structure, which require more of networking, relationship-building and influencing skills. They need to be more self-organizing, taking ownership and reaching out to different parts of the matrix organization as needed.
\u2013 Trying to define the roles very clearly in a matrix structure will lead to creating silos as people will tend to go by the role specification; but this is an antipattern of matrix structure which is designed for breaking down silos. Hence the roles will have certain fuzziness and overlap which the Chapter Leads need to learn to work with\/leverage.
\u2013 They need to develop more servant leadership qualities to develop people capabilities & competencies.
In summary, Chapter Leads need to focus on adopting to new mindset more than the new processes.
As Sivaguru puts it, Tribes are about Purpose, Squads are about Autonomy and Chapters are about Mastery. <\/p>\n","post_title":"Chow #153 - Chapter Leads' Challenges","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"chow-153-chapter-leads-challenges","to_ping":"","pinged":"","post_modified":"2024-01-29 15:20:22","post_modified_gmt":"2024-01-29 15:20:22","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/?p=13054","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"}],"next":false,"prev":true,"total_page":2},"paged":1,"column_class":"jeg_col_3o3","class":"epic_block_11"};

Page 2 of 5 1 2 3 … 5
\n

Foundation for all such behaviour\nis Emotional Intelligence (EQ), which is the bedrock of Leadership.\nSelf-Awareness, Self-Regulation, Self-Motivation, Empathy & Social Skills\nare the five dimensions\/tenets of Emotional Intelligence. Self-Awareness is\ncentral to higher EQ, followed by Self-Regulation, Motivation, Empathy and\nSocial Skills. Typically, our Education Systems and Corporate Performance\nManagement Systems being more IQ oriented, higher EQ people tend to get filtered\nout of the system. Additional effort & focus is needed to enhance\/develop\nEQ, in Leaders as well as in Teams. <\/p>\n\n\n\n

Mindful Leadership<\/strong><\/p>\n\n\n\n

 EQ can not be developed just by training\npeople, as it\u2019s not an intellectual exercise \u2013 it involves behaviour changes.\nIt has been found through research (Google-Stanford research through \u2018Search\nInside Yourself\u2019 program is an example), that Mindfulness practices are the\npractical way to develop\/enhance EQ, as they bring about transformation in\nbrain, nervous system & endocrine system, which impact the thinking,\nemotions, moods & behaviours. <\/p>\n\n\n\n

As we take Leadership teams\nthrough experiential workshops on Agile Leadership Canvas and follow up with\ncoaching, we are witnessing significant engagement of Leaders in active Agile\nTransformation. It\u2019s gratifying to see how this in turn is influencing the\nbehaviour changes at the Team level. <\/p>\n\n\n\n

Glad it\u2019s working. <\/p>\n\n\n\n

Vishu<\/a><\/p>\n","post_title":"Agile Leadership Canvas - Cultivating Agile Mindset and Culture","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"agile-leadership-canvas-cultivating-agile-mindset-and-culture","to_ping":"","pinged":"","post_modified":"2024-01-29 15:19:53","post_modified_gmt":"2024-01-29 15:19:53","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/?p=13556","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":13054,"post_author":"33","post_date":"2019-06-16 17:37:07","post_date_gmt":"2019-06-16 12:07:07","post_content":"\n

In one of our Customer engagements, the organization is transitioning to Spotify kind of Agile approach. In this context the role of Delivery\/People Managers is changing to Chapter Leads. They form a matrix structure with Squad Leads. Their role is changing from Delivery ownership to Capability\/Competence enablement role. How to help them to transition to the new role smoothly?<\/p>\n\n\n\n

Suggested Solution<\/strong>
In their new role as Chapter Leads, they will have to unlearn some of the past approaches and learn a few new things:
\u2013 They need to let go of the past control-oriented ownership. And need to let go of the hierarchical mindset, as the new structure brings a matrix-oriented way of engaging.
\u2013 They need to embrace more facilitative and collaborative approaches as they need to engage with different components of the flat network-oriented organization.
\u2013 They need to learn to work with shared accountability and responsibilities that come in the matrix structure, which require more of networking, relationship-building and influencing skills. They need to be more self-organizing, taking ownership and reaching out to different parts of the matrix organization as needed.
\u2013 Trying to define the roles very clearly in a matrix structure will lead to creating silos as people will tend to go by the role specification; but this is an antipattern of matrix structure which is designed for breaking down silos. Hence the roles will have certain fuzziness and overlap which the Chapter Leads need to learn to work with\/leverage.
\u2013 They need to develop more servant leadership qualities to develop people capabilities & competencies.
In summary, Chapter Leads need to focus on adopting to new mindset more than the new processes.
As Sivaguru puts it, Tribes are about Purpose, Squads are about Autonomy and Chapters are about Mastery. <\/p>\n","post_title":"Chow #153 - Chapter Leads' Challenges","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"chow-153-chapter-leads-challenges","to_ping":"","pinged":"","post_modified":"2024-01-29 15:20:22","post_modified_gmt":"2024-01-29 15:20:22","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/?p=13054","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"}],"next":false,"prev":true,"total_page":2},"paged":1,"column_class":"jeg_col_3o3","class":"epic_block_11"};

Page 2 of 5 1 2 3 … 5
\n

Cornerstones of Agile Culture are\nFacilitative Leadership, Self-Organization and Collaboration<\/strong> across\ndifferent Functions & Units. <\/p>\n\n\n\n

Foundation for all such behaviour\nis Emotional Intelligence (EQ), which is the bedrock of Leadership.\nSelf-Awareness, Self-Regulation, Self-Motivation, Empathy & Social Skills\nare the five dimensions\/tenets of Emotional Intelligence. Self-Awareness is\ncentral to higher EQ, followed by Self-Regulation, Motivation, Empathy and\nSocial Skills. Typically, our Education Systems and Corporate Performance\nManagement Systems being more IQ oriented, higher EQ people tend to get filtered\nout of the system. Additional effort & focus is needed to enhance\/develop\nEQ, in Leaders as well as in Teams. <\/p>\n\n\n\n

Mindful Leadership<\/strong><\/p>\n\n\n\n

 EQ can not be developed just by training\npeople, as it\u2019s not an intellectual exercise \u2013 it involves behaviour changes.\nIt has been found through research (Google-Stanford research through \u2018Search\nInside Yourself\u2019 program is an example), that Mindfulness practices are the\npractical way to develop\/enhance EQ, as they bring about transformation in\nbrain, nervous system & endocrine system, which impact the thinking,\nemotions, moods & behaviours. <\/p>\n\n\n\n

As we take Leadership teams\nthrough experiential workshops on Agile Leadership Canvas and follow up with\ncoaching, we are witnessing significant engagement of Leaders in active Agile\nTransformation. It\u2019s gratifying to see how this in turn is influencing the\nbehaviour changes at the Team level. <\/p>\n\n\n\n

Glad it\u2019s working. <\/p>\n\n\n\n

Vishu<\/a><\/p>\n","post_title":"Agile Leadership Canvas - Cultivating Agile Mindset and Culture","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"agile-leadership-canvas-cultivating-agile-mindset-and-culture","to_ping":"","pinged":"","post_modified":"2024-01-29 15:19:53","post_modified_gmt":"2024-01-29 15:19:53","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/?p=13556","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":13054,"post_author":"33","post_date":"2019-06-16 17:37:07","post_date_gmt":"2019-06-16 12:07:07","post_content":"\n

In one of our Customer engagements, the organization is transitioning to Spotify kind of Agile approach. In this context the role of Delivery\/People Managers is changing to Chapter Leads. They form a matrix structure with Squad Leads. Their role is changing from Delivery ownership to Capability\/Competence enablement role. How to help them to transition to the new role smoothly?<\/p>\n\n\n\n

Suggested Solution<\/strong>
In their new role as Chapter Leads, they will have to unlearn some of the past approaches and learn a few new things:
\u2013 They need to let go of the past control-oriented ownership. And need to let go of the hierarchical mindset, as the new structure brings a matrix-oriented way of engaging.
\u2013 They need to embrace more facilitative and collaborative approaches as they need to engage with different components of the flat network-oriented organization.
\u2013 They need to learn to work with shared accountability and responsibilities that come in the matrix structure, which require more of networking, relationship-building and influencing skills. They need to be more self-organizing, taking ownership and reaching out to different parts of the matrix organization as needed.
\u2013 Trying to define the roles very clearly in a matrix structure will lead to creating silos as people will tend to go by the role specification; but this is an antipattern of matrix structure which is designed for breaking down silos. Hence the roles will have certain fuzziness and overlap which the Chapter Leads need to learn to work with\/leverage.
\u2013 They need to develop more servant leadership qualities to develop people capabilities & competencies.
In summary, Chapter Leads need to focus on adopting to new mindset more than the new processes.
As Sivaguru puts it, Tribes are about Purpose, Squads are about Autonomy and Chapters are about Mastery. <\/p>\n","post_title":"Chow #153 - Chapter Leads' Challenges","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"chow-153-chapter-leads-challenges","to_ping":"","pinged":"","post_modified":"2024-01-29 15:20:22","post_modified_gmt":"2024-01-29 15:20:22","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/?p=13054","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"}],"next":false,"prev":true,"total_page":2},"paged":1,"column_class":"jeg_col_3o3","class":"epic_block_11"};

Page 2 of 5 1 2 3 … 5
\n

Emotional Intelligence<\/strong><\/p>\n\n\n\n

Cornerstones of Agile Culture are\nFacilitative Leadership, Self-Organization and Collaboration<\/strong> across\ndifferent Functions & Units. <\/p>\n\n\n\n

Foundation for all such behaviour\nis Emotional Intelligence (EQ), which is the bedrock of Leadership.\nSelf-Awareness, Self-Regulation, Self-Motivation, Empathy & Social Skills\nare the five dimensions\/tenets of Emotional Intelligence. Self-Awareness is\ncentral to higher EQ, followed by Self-Regulation, Motivation, Empathy and\nSocial Skills. Typically, our Education Systems and Corporate Performance\nManagement Systems being more IQ oriented, higher EQ people tend to get filtered\nout of the system. Additional effort & focus is needed to enhance\/develop\nEQ, in Leaders as well as in Teams. <\/p>\n\n\n\n

Mindful Leadership<\/strong><\/p>\n\n\n\n

 EQ can not be developed just by training\npeople, as it\u2019s not an intellectual exercise \u2013 it involves behaviour changes.\nIt has been found through research (Google-Stanford research through \u2018Search\nInside Yourself\u2019 program is an example), that Mindfulness practices are the\npractical way to develop\/enhance EQ, as they bring about transformation in\nbrain, nervous system & endocrine system, which impact the thinking,\nemotions, moods & behaviours. <\/p>\n\n\n\n

As we take Leadership teams\nthrough experiential workshops on Agile Leadership Canvas and follow up with\ncoaching, we are witnessing significant engagement of Leaders in active Agile\nTransformation. It\u2019s gratifying to see how this in turn is influencing the\nbehaviour changes at the Team level. <\/p>\n\n\n\n

Glad it\u2019s working. <\/p>\n\n\n\n

Vishu<\/a><\/p>\n","post_title":"Agile Leadership Canvas - Cultivating Agile Mindset and Culture","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"agile-leadership-canvas-cultivating-agile-mindset-and-culture","to_ping":"","pinged":"","post_modified":"2024-01-29 15:19:53","post_modified_gmt":"2024-01-29 15:19:53","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/?p=13556","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":13054,"post_author":"33","post_date":"2019-06-16 17:37:07","post_date_gmt":"2019-06-16 12:07:07","post_content":"\n

In one of our Customer engagements, the organization is transitioning to Spotify kind of Agile approach. In this context the role of Delivery\/People Managers is changing to Chapter Leads. They form a matrix structure with Squad Leads. Their role is changing from Delivery ownership to Capability\/Competence enablement role. How to help them to transition to the new role smoothly?<\/p>\n\n\n\n

Suggested Solution<\/strong>
In their new role as Chapter Leads, they will have to unlearn some of the past approaches and learn a few new things:
\u2013 They need to let go of the past control-oriented ownership. And need to let go of the hierarchical mindset, as the new structure brings a matrix-oriented way of engaging.
\u2013 They need to embrace more facilitative and collaborative approaches as they need to engage with different components of the flat network-oriented organization.
\u2013 They need to learn to work with shared accountability and responsibilities that come in the matrix structure, which require more of networking, relationship-building and influencing skills. They need to be more self-organizing, taking ownership and reaching out to different parts of the matrix organization as needed.
\u2013 Trying to define the roles very clearly in a matrix structure will lead to creating silos as people will tend to go by the role specification; but this is an antipattern of matrix structure which is designed for breaking down silos. Hence the roles will have certain fuzziness and overlap which the Chapter Leads need to learn to work with\/leverage.
\u2013 They need to develop more servant leadership qualities to develop people capabilities & competencies.
In summary, Chapter Leads need to focus on adopting to new mindset more than the new processes.
As Sivaguru puts it, Tribes are about Purpose, Squads are about Autonomy and Chapters are about Mastery. <\/p>\n","post_title":"Chow #153 - Chapter Leads' Challenges","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"chow-153-chapter-leads-challenges","to_ping":"","pinged":"","post_modified":"2024-01-29 15:20:22","post_modified_gmt":"2024-01-29 15:20:22","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/?p=13054","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"}],"next":false,"prev":true,"total_page":2},"paged":1,"column_class":"jeg_col_3o3","class":"epic_block_11"};

Page 2 of 5 1 2 3 … 5
\n

They also need to understand the\nWhys of Agile \u2013 the rationale behind Agile practices & principles. For\nexample, why Scrum Master role is very important, why they should not compare\nVelocity across Teams etc. Without such understanding, they might make\nanti-agile choices\/decisions based on past traditional thinking and drive the\nsame old behaviours in the Teams.  <\/p>\n\n\n\n

Emotional Intelligence<\/strong><\/p>\n\n\n\n

Cornerstones of Agile Culture are\nFacilitative Leadership, Self-Organization and Collaboration<\/strong> across\ndifferent Functions & Units. <\/p>\n\n\n\n

Foundation for all such behaviour\nis Emotional Intelligence (EQ), which is the bedrock of Leadership.\nSelf-Awareness, Self-Regulation, Self-Motivation, Empathy & Social Skills\nare the five dimensions\/tenets of Emotional Intelligence. Self-Awareness is\ncentral to higher EQ, followed by Self-Regulation, Motivation, Empathy and\nSocial Skills. Typically, our Education Systems and Corporate Performance\nManagement Systems being more IQ oriented, higher EQ people tend to get filtered\nout of the system. Additional effort & focus is needed to enhance\/develop\nEQ, in Leaders as well as in Teams. <\/p>\n\n\n\n

Mindful Leadership<\/strong><\/p>\n\n\n\n

 EQ can not be developed just by training\npeople, as it\u2019s not an intellectual exercise \u2013 it involves behaviour changes.\nIt has been found through research (Google-Stanford research through \u2018Search\nInside Yourself\u2019 program is an example), that Mindfulness practices are the\npractical way to develop\/enhance EQ, as they bring about transformation in\nbrain, nervous system & endocrine system, which impact the thinking,\nemotions, moods & behaviours. <\/p>\n\n\n\n

As we take Leadership teams\nthrough experiential workshops on Agile Leadership Canvas and follow up with\ncoaching, we are witnessing significant engagement of Leaders in active Agile\nTransformation. It\u2019s gratifying to see how this in turn is influencing the\nbehaviour changes at the Team level. <\/p>\n\n\n\n

Glad it\u2019s working. <\/p>\n\n\n\n

Vishu<\/a><\/p>\n","post_title":"Agile Leadership Canvas - Cultivating Agile Mindset and Culture","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"agile-leadership-canvas-cultivating-agile-mindset-and-culture","to_ping":"","pinged":"","post_modified":"2024-01-29 15:19:53","post_modified_gmt":"2024-01-29 15:19:53","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/?p=13556","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":13054,"post_author":"33","post_date":"2019-06-16 17:37:07","post_date_gmt":"2019-06-16 12:07:07","post_content":"\n

In one of our Customer engagements, the organization is transitioning to Spotify kind of Agile approach. In this context the role of Delivery\/People Managers is changing to Chapter Leads. They form a matrix structure with Squad Leads. Their role is changing from Delivery ownership to Capability\/Competence enablement role. How to help them to transition to the new role smoothly?<\/p>\n\n\n\n

Suggested Solution<\/strong>
In their new role as Chapter Leads, they will have to unlearn some of the past approaches and learn a few new things:
\u2013 They need to let go of the past control-oriented ownership. And need to let go of the hierarchical mindset, as the new structure brings a matrix-oriented way of engaging.
\u2013 They need to embrace more facilitative and collaborative approaches as they need to engage with different components of the flat network-oriented organization.
\u2013 They need to learn to work with shared accountability and responsibilities that come in the matrix structure, which require more of networking, relationship-building and influencing skills. They need to be more self-organizing, taking ownership and reaching out to different parts of the matrix organization as needed.
\u2013 Trying to define the roles very clearly in a matrix structure will lead to creating silos as people will tend to go by the role specification; but this is an antipattern of matrix structure which is designed for breaking down silos. Hence the roles will have certain fuzziness and overlap which the Chapter Leads need to learn to work with\/leverage.
\u2013 They need to develop more servant leadership qualities to develop people capabilities & competencies.
In summary, Chapter Leads need to focus on adopting to new mindset more than the new processes.
As Sivaguru puts it, Tribes are about Purpose, Squads are about Autonomy and Chapters are about Mastery. <\/p>\n","post_title":"Chow #153 - Chapter Leads' Challenges","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"chow-153-chapter-leads-challenges","to_ping":"","pinged":"","post_modified":"2024-01-29 15:20:22","post_modified_gmt":"2024-01-29 15:20:22","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/?p=13054","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"}],"next":false,"prev":true,"total_page":2},"paged":1,"column_class":"jeg_col_3o3","class":"epic_block_11"};

Page 2 of 5 1 2 3 … 5
\n

Whys of Agile<\/strong><\/p>\n\n\n\n

They also need to understand the\nWhys of Agile \u2013 the rationale behind Agile practices & principles. For\nexample, why Scrum Master role is very important, why they should not compare\nVelocity across Teams etc. Without such understanding, they might make\nanti-agile choices\/decisions based on past traditional thinking and drive the\nsame old behaviours in the Teams.  <\/p>\n\n\n\n

Emotional Intelligence<\/strong><\/p>\n\n\n\n

Cornerstones of Agile Culture are\nFacilitative Leadership, Self-Organization and Collaboration<\/strong> across\ndifferent Functions & Units. <\/p>\n\n\n\n

Foundation for all such behaviour\nis Emotional Intelligence (EQ), which is the bedrock of Leadership.\nSelf-Awareness, Self-Regulation, Self-Motivation, Empathy & Social Skills\nare the five dimensions\/tenets of Emotional Intelligence. Self-Awareness is\ncentral to higher EQ, followed by Self-Regulation, Motivation, Empathy and\nSocial Skills. Typically, our Education Systems and Corporate Performance\nManagement Systems being more IQ oriented, higher EQ people tend to get filtered\nout of the system. Additional effort & focus is needed to enhance\/develop\nEQ, in Leaders as well as in Teams. <\/p>\n\n\n\n

Mindful Leadership<\/strong><\/p>\n\n\n\n

 EQ can not be developed just by training\npeople, as it\u2019s not an intellectual exercise \u2013 it involves behaviour changes.\nIt has been found through research (Google-Stanford research through \u2018Search\nInside Yourself\u2019 program is an example), that Mindfulness practices are the\npractical way to develop\/enhance EQ, as they bring about transformation in\nbrain, nervous system & endocrine system, which impact the thinking,\nemotions, moods & behaviours. <\/p>\n\n\n\n

As we take Leadership teams\nthrough experiential workshops on Agile Leadership Canvas and follow up with\ncoaching, we are witnessing significant engagement of Leaders in active Agile\nTransformation. It\u2019s gratifying to see how this in turn is influencing the\nbehaviour changes at the Team level. <\/p>\n\n\n\n

Glad it\u2019s working. <\/p>\n\n\n\n

Vishu<\/a><\/p>\n","post_title":"Agile Leadership Canvas - Cultivating Agile Mindset and Culture","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"agile-leadership-canvas-cultivating-agile-mindset-and-culture","to_ping":"","pinged":"","post_modified":"2024-01-29 15:19:53","post_modified_gmt":"2024-01-29 15:19:53","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/?p=13556","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":13054,"post_author":"33","post_date":"2019-06-16 17:37:07","post_date_gmt":"2019-06-16 12:07:07","post_content":"\n

In one of our Customer engagements, the organization is transitioning to Spotify kind of Agile approach. In this context the role of Delivery\/People Managers is changing to Chapter Leads. They form a matrix structure with Squad Leads. Their role is changing from Delivery ownership to Capability\/Competence enablement role. How to help them to transition to the new role smoothly?<\/p>\n\n\n\n

Suggested Solution<\/strong>
In their new role as Chapter Leads, they will have to unlearn some of the past approaches and learn a few new things:
\u2013 They need to let go of the past control-oriented ownership. And need to let go of the hierarchical mindset, as the new structure brings a matrix-oriented way of engaging.
\u2013 They need to embrace more facilitative and collaborative approaches as they need to engage with different components of the flat network-oriented organization.
\u2013 They need to learn to work with shared accountability and responsibilities that come in the matrix structure, which require more of networking, relationship-building and influencing skills. They need to be more self-organizing, taking ownership and reaching out to different parts of the matrix organization as needed.
\u2013 Trying to define the roles very clearly in a matrix structure will lead to creating silos as people will tend to go by the role specification; but this is an antipattern of matrix structure which is designed for breaking down silos. Hence the roles will have certain fuzziness and overlap which the Chapter Leads need to learn to work with\/leverage.
\u2013 They need to develop more servant leadership qualities to develop people capabilities & competencies.
In summary, Chapter Leads need to focus on adopting to new mindset more than the new processes.
As Sivaguru puts it, Tribes are about Purpose, Squads are about Autonomy and Chapters are about Mastery. <\/p>\n","post_title":"Chow #153 - Chapter Leads' Challenges","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"chow-153-chapter-leads-challenges","to_ping":"","pinged":"","post_modified":"2024-01-29 15:20:22","post_modified_gmt":"2024-01-29 15:20:22","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/?p=13054","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"}],"next":false,"prev":true,"total_page":2},"paged":1,"column_class":"jeg_col_3o3","class":"epic_block_11"};

Page 2 of 5 1 2 3 … 5
\n