TRANSFORMATIONAL LEADERSHIP & Lead Like A Gardener, Not A Commander

by Steve Denning, Forbes Magazine, 6/17/18. 

In Team of Teams, by General Stanley McChrystal and his colleagues (2015, Penguin Publishing Group), McChrystal explains had to unlearn what it means to be a leader. A great deal of what he thought he knew about how the world worked and his role as a commander had to be discarded.

I began to view effective leadership in the new environment as more akin to gardening than chess,” he writes. “The move-by-move control that seemed natural to military operations proved less effective than nurturing the organization— its structure, processes, and culture— to enable the subordinate components to function with ‘smart autonomy.’ It wasn’t total autonomy, because the efforts of every part of the team were tightly linked to a common concept for the fight, but it allowed those forces to be enabled with a constant flow of ‘shared consciousness’ from across the force, and it freed them to execute actions in pursuit of the overall strategy as best they saw fit. Within our Task Force, as in a garden, the outcome was less dependent on the initial planting than on consistent maintenance. Watering, weeding, and protecting plants from rabbits and disease are essential for success. The gardener cannot actually ‘grow’ tomatoes, squash, or beans— she can only foster an environment in which the plants do so.”

Read more at … https://www.forbes.com/sites/stevedenning/2018/06/17/ten-agile-axioms-that-make-managers-anxious/#51ae8abc4619

#DMin

AGILE AT SCALE & Its 3 Laws Explained + 10 Agile Axioms That Make Leaders Anxious (and they should!)

by Steve Denning, Forbes Magazine, 6/17/18. 

If at first an idea is not absurd, there is no hope for it. —Albert Einstein

In June 2018,  a time when “Agile at Scale” is emblazoned on the front cover of Harvard Business Review (read the original “Agile at Scale” HBR article here), the management journal with quasi-papal status, the era when managers could confidently ridicule agile management practices is fading fast. Instead, most managers have themselves grasped the need to be agile: a recent Deloitte survey of more than 10,000 business and HR leaders across 140 countries revealed that nearly all surveyed respondents (94%) report that “agility and collaboration” are critical to their organization’s success. Yet only 6% say that they are “highly agile today.” So, what’s the problem? Why the 88% gap between aspiration and actuality.

…The three Laws of Agile are simple—first, an obsession with continuously adding more value for customers; second, small teams working on small tasks in short iterative work cycles delivering value to customers; and third, coordinating work in a fluid, interactive network.

…The Laws of Agile are simple but their implementation is often difficult. That’s in part because they are at odds with some of the basic assumptions and attitudes that have prevailed in managing large organizations for at least a century. For example, Agile makes more money by not focusing on making money. In Agile, control is enhanced by letting go of control. Agile leaders act more like gardeners than commanders. And that’s just the beginning.

For the traditional manager, counter-intuitive ideas like these abound. This is not the way people say big firms are run. This is not by and large what business schools teach…

First Law Of Agile: The Law Of The Customer

  1. Firms Make More Money By Not Focusing On Making Money

For several millennia, the notion that businesses exist to make money was seen as one of the immutable truths of the universe. Milton Friedman, the Nobel Prize winning economist, wrote in his article in the New York Times on September 13, 1970 that any business executives who pursued a goal other than making money for their firm were “unwitting pup­pets of the intellectual forces that have been undermining the basis of a free society these past decades.” Today, many public companies embrace maximizing shareholder value as their main goal, even though Jack Welch and many others have called it “the dumbest idea in the world.”

A growing number of companies have chosen a different goal. They have accepted Peter Drucker’s 1954 dictum that “there is only one valid purpose of a firm: to create a customer.” When delighting their customers through continuous innovation becomes the bottom line, making money is the result, not the goal, of the firm’s activities.

The interesting thing is that when firms operate this way, they make a lot more money than companies that focus directly on making money, including the five largest and fastest growing firms on the planet (by market cap): Amazon, Apple, Facebook, Google and Microsoft, now worth over $2 trillion. It involves a shift from a focus on inanimate things (money, products outputs) to a focus on people (human outcomes, experiences, impact)

Yet let’s face it: setting aside what many still see as an immutable truths of the universe doesn’t come easily.

  1. There Are No Internal Customers

It’s common in many big bureaucracies to talk of internal customers. One unit services another unit and regards the other unit as its internal customer, who in due course becomes a producer for the ultimate customer or end-user. …

In Agile management, there is no such thing as an “internal customer.” The only purpose of work is the ultimate customer or end-user. Under the Law of the Customer, the original producers not only meet the needs the internal customers: they are given a clear line of sight as to what value is being provided for the ultimate customer. Satisfying so-called internal customers is merely feeding the bureaucratic beast. It is a pretend-version of Agile.

  1. There Are No B2B Organizations

The situation is the same when a firm is providing products or services to another firm which acts as an intermediary for ultimate end user. The customers are the end-users who ultimately experience the products and services. Merely satisfying the needs of the intermediary is not enough for sustainability…

Similarly, Microsoft for many years saw the customers of its Windows program as the big retailers like Dell and HP. More recently, they have come to realize that their customer is really the end-user, not these intermediaries: there is now an immense effort to reach out to, undestand and interact with these millions of end-users.

  1. Making Better Products May Not Make More Money

Making products better, faster cheaper, more convenient or more personalized is a good thing. But in a marketplace where competitors are often quick to match improvements to existing products and services and where power in the marketplace has decisively shifted to customers, it can be difficult for firms to monetize those improvements. Amid intense competition, customers with choices and access to reliable information are frequently able to demand that quality improvements be forthcoming at no cost, or even lower cost.

Making better products through operational Agility is an increasingly-necessary foundation for the survival of a firm. But it’s not enough for the firm to thrive. To make a lot of money, the company has to go further. It has to delight non-customers—those who are not already customers. That’s because there are usually vastly more non-customers than customers. They are non-customers for a reason: their needs are not being met. If the company can find a way to meet their needs, then a whole vast new ocean of potential customers opens up, in which there is usually very little competition. If the firm can appeal to both customers and non-customers, it can make a great deal of money. “Instead of being slightly better than everybody else in a crowded and established field, it’s often more valuable to create a new market and totally dominate it,” writes David Brooks in the New York Times. “The profit margins are much bigger, and the value to society is often bigger, too.”

The Second Law Of Agile: The Law Of The Small Teams

   5.  Forget Economies of Scale: Your Market Is One Person

The 20th Century firm tended to be focused on generic products to achieve economies of scale. By contrast, Agile is about generating instant, intimate, frictionless incremental value at scale. That’s the new performance requirement. When firms do this, as shown by the experience of Amazon, Apple, Facebook and Google they make a great deal of money.

Thus Agile organizations focus on providing intimate value, with an effective “market of one”, i.e. a level of customization and customer service at which a customer feels that he or she is an exclusive or preferred customer of the firm. For example, search engines are used by billions of people every day across the globe. However, each user gets customized search results based on their locations and refer to places nearby, weather forecast, or traffic condition…

  1. Don’t Scale Up: Descale Complexity Down

A key Agile theme concerns descaling work, i.e. a presumption that in a volatile, complex, uncertain and ambiguous world, big difficult problems need to be disaggregated into small batches and performed by small cross-functional autonomous teams, working iteratively in short cycles in a state of flow, with fast feedback from customers and end-users…

Instead of constructing a big complex organization to handle complexity, the organization disaggregates the problem into tiny pieces so that it can be put together in minuscule increments and adjusted in the light of new, and rapidly changing, information about both the technology and the customer…

  1. Control Is Enhanced By Letting Go Of Control.

In Agile management, there’s a presumption that in a volatile, rapidly changing world, big difficult problems should—to the extent possible—be disaggregated into small batches and performed by small self-organizing teams. The thought of self-organizing teams tends to make managers worry about losing control. What they need to understand is that they are giving up the illusion of control, rather than actual control. In a complex, rapidly changing environment, explicit efforts to impose control and predictability are doomed. Detailed reports may create the semblance of control, but the reality is often very different from what is in those reports.

The solution to reconciling disciplined execution and innovation lies in giving greater freedom to those people doing the work to exercise their talents and creativity, but doing so within short cycles so that those doing the work can themselves see whether they are making progress or not.

  1. Agile Is A Mindset, Not A Process

Traditional managers typically approach Agile saying, “Show me the process so that I can implement it.” The problem is that Agile is a mindset, not a process. If it is approached as a process with the old mindset, nothing good happens.

But surely, people ask, there must be some model that we can follow. There is much allure for instance in the Spotify model as presented in the charming videos prepared by Henrik Nyberg. So there is a cry: “Let’s implement the Spotify model!”  There’s just one problem: as former Spotify coach, Joakim Sundén, often explains, not even Spotify implements the Spotify model. For one thing, the videos are several years old. Second, Spotify continues to rapidly evolve and improve its model. In a pair of visits in 2016, we noticed significant differences even within a period of several months.

  1. Talent Drives Strategy, Not Vice Versa

“The central premise of a talent-driven company is that talent drives strategy, as opposed to strategy being dictated to talent.,” says the book, Talent Wins: The New Playbook for Putting People First (HBRP, 2018) by Dominic Barton, the global managing partner of McKinsey & Company, and his colleagues Dennis Carey and Ram Charan, “The wrong talent inevitably produces the wrong strategy, and fails to deliver. Numbers like sales and earnings are the result of placing the right people in the right jobs where their talents flourish and they can create value that ultimately shows up in the numbers.”

The Third Law Of Agile: The Law Of The Network

    9. The Top-Down Organizational Pyramid Is Finished

Success in today’s marketplace requires nimbleness, flexibility, adaptability and agility—everything that the 20th Century corporation was not. These firms were built for strength, with high walls and moats for the defense of the status quo. Their very raison d’être was to prevent change.

Turning a top-down pyramid into a flexible network is tricky. At the heart of 20th Century management thinking is the notion of a corporation as an efficient steady-state machine aimed at exploiting its existing business model. “Traditional, MBA-style thinking,” as Google executives, Eric Schmidt and Jonathan Rosenberg, write in their book, How Google Works, “dictates that you build up a sustainable competitive advantage over rivals and then close the fortress and defend it with boiling oil and flaming arrows.”

By contrast, when the whole organization truly embraces Agile, the organization is an organic living network of high-performance teams. In these organizations, managers recognize that competence resides throughout the organization and that innovation can come from anywhere. The whole organization, including the top, is obsessed with delivering more value to customers. Agile teams take initiative on their own and interact with other Agile teams to solve common problems. In effect, the whole organization shares a common mindset in which organization is viewed and operated as a network of high-performance teams.

  1. Lead Like A Gardener, Not A Commander

In Team of Teams, by General Stanley McChrystal and his colleagues (2015, Penguin Publishing Group), McChrystal explains had to unlearn what it means to be a leader. A great deal of what he thought he knew about how the world worked and his role as a commander had to be discarded.

I began to view effective leadership in the new environment as more akin to gardening than chess,” he writes. “The move-by-move control that seemed natural to military operations proved less effective than nurturing the organization— its structure, processes, and culture— to enable the subordinate components to function with ‘smart autonomy.’ It wasn’t total autonomy, because the efforts of every part of the team were tightly linked to a common concept for the fight, but it allowed those forces to be enabled with a constant flow of ‘shared consciousness’ from across the force, and it freed them to execute actions in pursuit of the overall strategy as best they saw fit. Within our Task Force, as in a garden, the outcome was less dependent on the initial planting than on consistent maintenance. Watering, weeding, and protecting plants from rabbits and disease are essential for success. The gardener cannot actually ‘grow’ tomatoes, squash, or beans— she can only foster an environment in which the plants do so.”

Read more at … https://www.forbes.com/sites/stevedenning/2018/06/17/ten-agile-axioms-that-make-managers-anxious/#51ae8abc4619

And read also:

HBR Embraces Agile At Scale

Explaining Agile

Why Agile Is Eating The World

#Dmin

CAREER TRANSITIONS & Why Would People Consider Quitting Their Jobs, Exactly? Gallup Research Sums Up the Entire Reason in 1 Sentence.

Commentary by Dr  Whitesel: While preparing a new Doctor of Ministry course for Fuller Theological Seminary on interim/transitional pastoral ministry, I am researching why pastors leave churches. The article below throws light on this from the Gallup organization and suggests ways to retain talented leaders. Read the article and then find more insights at this accompanying article: CAREER TRANSITIONS & Why Do Employees Quit Their Managers? Here’s the No. 1 Reason in a Short Sentence.

“Why Would People Consider Quitting Their Jobs, Exactly? Gallup Research Sums Up the Entire Reason in 1 Sentence“ by Michael Schwantes, Inc. Magazine, 5/14/18.

In 2017, Gallup released the third iteration of their infamous workplace report, the State of the American Workplace.

Using data collected from more than 195,600 U.S. employees in 2015 and 2016, Gallup asked employees to indicate how important certain job attributes are when considering whether to jump ship and take another gig with a different organization.

The top factor in the minds of most employees across the country? Gallup summarizes it in one sentence: The ability to do what they do best.

When they don’t get to experience this regularly, they exit early. It seems like common sense. Shouldn’t every employer or manager allow for valued workers to feel this way about their work every day? Common sense, yes; common practice, no…

The “why” behind the need to ‘do what they do best.’

Sixty percent of employees — male and female of all generations — say the ability to do what they do best in a role is “very important” to them. How do you bring that into fruition?

Employees do their best in roles that enable them to showcase and integrate their biggest strengths: talent (the natural capacity for excellence); skills (what they can do); and knowledge (what they know).

And companies are leaving money on the table by not recognizing these strengths beyond a job description, and how it all translates to high performance.

People love to use their unique talents, skills, and knowledge. But most conventional managers don’t know what those things truly are.

The best leaders will leverage close relationships with employees by finding out what their strengths are, and bringing out the best in their employees.

In fact, when managers help employees develop through their strengths and natural talents, they are more than twice as likely to engage their team members.

Read more at … https://www.inc.com/marcel-schwantes/why-would-people-consider-quitting-their-jobs-exactly-gallup-research-sums-up-entire-reason-in-1-sentence.html

Soeaking hashtags: FullerDMin

REFUGEES & Reaching the nations from a small Georgia town.

Commentary by Dr. Whitesel: I took my first-year DMin students to “the most diverse square mile in America” (Clarkston, GA) to learn first-hand from my colleague Brian Bollinger and Friends of Refugees. Here is an article about what another church is doing in the area.

“Reaching the nations from a small Georgia town” by NAMB staff, Facts & Trends, LifeWay, 3/8/18

More than 1,000 refugees come to Clarkston, Ga., each year.

Send Relief missionaries Trent and Elizabeth DeLoach and the believers at Clarkston International Bible Church (CIBC) have made it their mission to help these men, women and children feel not only welcome but at home in their new country.

A U.S. refugee resettlement program in the 1990s opened the door of opportunity for people from around the world to start a new life in Clarkston.

This suburb of Atlanta eventually became known as “the most diverse square mile in America.” More than 60 countries and 100-plus languages are represented, and the population continues to grow.

A place so rich in culture is exactly the kind of city the DeLoach family dreamed of finding—however it was hard to believe such a place existed in North America, especially in Trent’s home state of Georgia…

After they married, the DeLoaches moved to Kentucky to work with a church in Louisville. They were astonished that more than 5,000 Bosnian refugees lived in the area.

They started “restaurant hopping” and praying for connections. “The different cultures, religions, languages—it was all very intimidating,” DeLoach said.

Over the course of two years, Elizabeth’s influence and passion for those forcibly displaced from their homelands slowly affected her husband’s heart…

We have people [in the city] from different religious backgrounds that include Muslim, Hindu and Buddhist. Most refugees have significant physical and emotional needs. They need Christian friends who can share the love of Jesus while helping them transition to life in America..,”

By living next door to families with diverse cultural backgrounds, Elizabeth says they have opportunities to influence the nations.

“We share with our people a three-step process — learn a name, make a friend, share Jesus. It’s simple. That’s our dream. And we see God bringing the nations to us.”

Read more at … https://factsandtrends.net/2018/03/09/reaching-the-nations-in-a-small-georgia-town/

SERVANT LEADERSHIP & The full text of MLK JR.’s Drum Major Instinct Speech

“Dodge gets pushback for Super Bowl commercial using Martin Luther King Jr.’s voice” The Washington Post

Dodge aired a commercial for its Ram truck series during Sunday’s Super Bowl featuring a portion of a sermon from the Rev. Martin Luther King Jr. that has drawn a backlash on social media. The decision to allow King’s sermon to be used was made by his estate.

The ad begins by noting that King delivered the sermon – known as “The Drum Major Instinct” – on Feb. 4, 1968, 50 years ago today. In the same sermon, delivered the same year he was assassinated, King also advised people not to spend too much on cars.

According to Stanford University’s reprinting of his sermon, this particular sermon was an adaptation of the 1952 homily ”Drum-Major Instincts” by J. Wallace Hamilton, who was a well-known, white liberal Methodist preacher at the time.

Here is the text from the sermon that was used as a voice-over in the commercial:

“If you want to be important – wonderful. If you want to be recognized – wonderful. If you want to be great – wonderful. But recognize that he who is greatest among you shall be your servant. That’s a new definition of greatness. . . . By giving that definition of greatness, it means that everybody can be great . . . by giving that definition of greatness, it means that everybody can be great. . . . You don’t have to know about Plato and Aristotle to serve. You don’t have to know [Einstein’s] theory of relativity to serve. You don’t have to know the second theory of thermodynamics in physics to serve. You only need a heart full of grace, a soul generated by love. And you can be that servant.”

His sermon, delivered at Ebenezer Baptist Church in Atlanta where he was a pastor, referenced the biblical passage Matthew 23:11-12, “The greatest among you will be your servant.”

… What the Super Bowl ad doesn’t include is the part from King’s sermon where he warns against the dangers of spending too much when buying a car and not trying to keep up with the Joneses.

“Do you ever see people buy cars that they can’t even begin to buy in terms of their income? You’ve seen people riding around in Cadillacs and Chryslers who don’t earn enough to have a good T-Model Ford,” King said in his sermon. “But it feeds a repressed ego. You know, economists tell us that your automobile should not cost more than half of your annual income. So if you make an income of $5,000, your car shouldn’t cost more than about $2,500. That’s just good economics.”

King concluded that sermon by imagining his own funeral, saying he wanted to be remembered for doing good deeds, including serving others. This year will mark the 50th anniversary of the death of King, who was assassinated in Memphis on April 4, 1968…

Read more at … http://www.nola.com/tv/index.ssf/2018/02/dodge_martin_luther_king_comme.html

DMIN & Wesley Seminary cohort in Transformational Leadership began their educational journey visiting #MLK birthplace, Ebenezer Baptist Church & Greater Traveler’s Rest Church where #MLK pastored.

Commentary by Prof. B: Below are two pictures from the first course I taught to our DMin in Transformational Leadership students. The course (LEAD 711: Foundations of Urban, Rural and Suburban Leadership) included visits to important #MLK historical sites as well as hearing from a diverse group of pastors.

DMin 2016 ATL Speakers from Poster copy

The first is a picture of our #WesleySem #DMIN #Leadership cohort visiting #MLK birthplace and hearing from @Ebenezer_ATL Church pastor #RaphaelWarnock.

While pictured below are our students @WesleySeminary #DMin in Transformational Leadership students when we began our program in 2016 by attending Greater Traveler’s Rest Church formerly pastored by #MartinLutherKingJr. Current pastor Rev. Dr. Dewey Smith (pictured) hosted a day of learning. @HOHATL #WesleySem

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#DMin DMin cohort Wesley Seminary LEAD 711 712 713 714 715 716

AUTHORSHIP & How I wrote 4 books while earning a doctorate (and you can too)

I was asked by Fuller Theological Seminary, my alma mater from which I earned three degrees (M.Div., D.Min., Ph.D.), to explain to doctoral students how I was able to write four books and contribute a chapter to another during my Ph.D. work. Here is the video explanation that might be helpful to any current D.Min or Ph.D. students wishing to share the insights they are learning.

©️Bob Whitesel used by permission only.

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