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Self-organization needs Leadership (Edition 1)

The Straightforward Secrets of Agile Management

Boris Gloger

-You will learn why agile company cultures need managing more than ever before.

-Systemic background knowledge will help you understand the principles of self-organization.

-Learn from the experiences, successes and failures of the author as manager.

-Use the tips and exercises to help form your personal understanding of management.

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About

About

About the Book

Managing Self-Organization: This book clears up the misconception that Scrum and other agile management methods function if you simply allow teams to do their own thing. Agility does not excuse anyone from their responsibilities, especially middle management. Quite the opposite, in fact. Agile self-organization needs management in its best form, i.e. it needs managers who are human and remember their humanity.

Boris Gloger and Dieter Rösner show how closely related agility, team development and management are with each other. The theory stays in the background, however. This is not a "learning agile" book that is being developed. You will read about personal crises, personal failures and the understanding how self-organization can be successful.

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Author

About the Author

Boris Gloger

Boris Gloger is a German Scrum pioneer and opinion leader for new forms of working. With his management corporate consultancy borisglogerconsulting, he not only supports DAX® and ATX companies with agile organization management, but also drives new ways of working in his own company’s daily business. In 2002 he successfully led his first Scrum team at the Austrian ONE (later called Orange Austria Telecommunication). From that point on, he has been playing a leading role in establishing Scrum as the standard in agile software development in Europe, South Africa and in Brazil.

He is the author of several specialist books on the topics of agility and Scrum and has educated more than 5000 managers and teams in Scrum until today. As the first certified Scrum Trainer in Germany, he has been passionate for that framework for almost two decades.

Contents

Table of Contents

Foreword

Thank you from Boris

Thank you from Dieter

The Authors

1. Leading – Why is it so difficult?

  1. 1.1 The Dimensions of this Dilemma
  2. 1.2 What Makes Managing So Difficult Today
  3. 1.3 Self-Organization – A Game with Rules

2. Leadership – The Invitation to Participate

  1. 2.1 Leadership is Self-Leadership
  2. 2.2 Leadership as Behavior
  3. 2.3 Determine the Setting
  4. 2.4 How Does Leadership Work?
  5. 2.5 Integrating Self-Organization and Leadership

3. The Cultur of Success

  1. 3.1 Principle Number 1: Work has to be Exciting
  2. 3.2 Principle Number 2: Allow Change
  3. 3.3 Principle Number 3: Everyone Always Does their Best
  4. 3.4 Principle Number 4: Everybody Manages Themselves Autonomously
  5. 3.5 Principle Number 5: Questions are my Potential – the Unknown is my Resource**
  6. 3.6 Principle Number 6: Telling Success Stories
  7. 3.7 Principle Number 7: Be optimistic!
  8. 3.8 The Role and Implementation of Purpose – Strategy
  9. 3.9 Leading by Example
  10. 3.10 Leading with Principles and Values – Easier said than Done

4 Creating Structures

  1. 4.1 Meeting and Discussion Formats
  2. 4.2 Meeting Formats for Distributed Teams
  3. 4.3 Organizational Structures
  4. 4.4 An Excursus: The Fractal-Scaled Organization

5 Incentive Systems

  1. 5.1 Systematic Recognition
  2. 5.2 Toxic Incentive Systems
  3. 5.3 Systematic Recognition from the Group

6 Permission to Fail

Instead of a Closing Word: Practice What You Preach

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