AgileCamp 2014 Track 2: 5 Key Leadership Ideas You Cannot Miss

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AgileCamp 2014 Track 2: 5 Key Leadership Ideas You Cannot Miss, Pollyanna Pixton, Principal of Accelnova

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AgileCamp 2014 Track 2: 5 Key Leadership Ideas You Cannot Miss

  1. 1. five free leadership tools that improve agile results
  2. 2. Co-Founder, Accelinnova 801. 209. 0195 accelinnova.com blog: pollyannapixton.com t: @pollyannapixton Pollyanna PIXTON
  3. 3. Agile connection…
  4. 4. Agile Manifesto We are uncovering better ways of developing software by doing it and helping others do it. Through this work we have come to value: Individuals and interactions over processes and tools Working software over comprehensive docs Customer collaboration over contract negotiation Responding to change over following a plan That is, while there is value in the items on the right, we value the items on the left more. www.agilemanifesto.org© 2001
  5. 5. Agile Manifesto We are uncovering better ways of developing software by doing it and helping others do it. Through this work we have come to value: Individuals and interactions over processes and tools Working software over comprehensive docs Customer collaboration over contract negotiation Responding to change over following a plan That is, while there is value in the items on the right, we value the items on the left more. www.agilemanifesto.org© 2001
  6. 6. Agile Principles  Customer Satisfaction  Embrace and welcome change  Deliver working software frequently  Business people and developers work together daily  Build projects around motivated individuals. Support and trust them.  Face-to-face communication is best
  7. 7. Agile Principles (cont.)  Working software is measure of progress  Sustainable development with a consistent pace  Attention to technical excellence  Simplicity is essential  Best designs and requirements emerge from self-organized teams  Team reflects regularly on how to improve
  8. 8. Overview 1. Trust 2. Ownership 3. Fix Processes 4. Right People 5. Integrity Matters
  9. 9. Trust trust
  10. 10. Unleashing Innovation Collaboration Process why is trust important?
  11. 11. the data …
  12. 12. 2004-2008: high trust companies out perform low trust companies by 43% - Great Place to Work add 2009: high trust companies out perform low trust companies by 126%
  13. 13. trust companies double performance over S&P for 10 years - Great Place to Work - Watson Wyatt study high trust companies out perform low trust companies by 300%
  14. 14. Transaction Costs transaction costs
  15. 15. self protection
  16. 16. repair broken trust?
  17. 17. other price tags?
  18. 18. Project Management  Change Management how can leaders help teams build Trust?
  19. 19. Project Management  Dependency Management remove debilitating Fear
  20. 20. in collaboration, people fear … - Warren Bennis Beyond Bureaucracy
  21. 21. losing identity
  22. 22. losing intellectual mastery
  23. 23. losing individualism
  24. 24. what do people fear ?
  25. 25. Unleashing Innovation Collaboration Process group and prioritize
  26. 26. Leadership Role What can leaders do?
  27. 27. fostering trust
  28. 28. advance each other’s intentions and interests don’t impede them
  29. 29. be proactive in moving work forward
  30. 30. create transparency
  31. 31. Project Management  Focus, Communication, and Expectation Management honest and open communication
  32. 32.  Build the right product share experiences
  33. 33. team to team trust…
  34. 34. “a mega team”
  35. 35. validate others
  36. 36. accept risks collectively
  37. 37. leadership role ?
  38. 38. Leading Agile  Collaboration Model  Collaboration Process team based measurements
  39. 39. people do what they are measured by measure results
  40. 40. let teams evaluate themselves
  41. 41. build confidence
  42. 42. Collaboration Model short iterations … early wins
  43. 43. celebrate success !
  44. 44. Project Management  Risk Management trust First !
  45. 45. Leadership Role Suspicion is a permanent condition. - Marcus Buckingham
  46. 46. Leadership Role other leadership roles?
  47. 47. Trust  remove fear  validate others  accept risks together  team-based measurements  authenticity trust summary
  48. 48. ownership
  49. 49. use authentic motivation - Alfie Kohn Punished By Rewards
  50. 50. Unleashing Innovation Collaboration Process foster collaboration
  51. 51. teams collaborate to make their decisions
  52. 52. let people choose
  53. 53. let people choose how, what, and when
  54. 54. content
  55. 55. provide meaningful work
  56. 56. don’t take back their ownership
  57. 57. don’t give the answers
  58. 58. or…… givethem the solutions
  59. 59. ask questions
  60. 60. questions that help teams discover solutions
  61. 61. How can we avoid the temptation to rescue our teams?  Ask Questions.  What would you like me to do?  How would you like to solve that problem?  What would you like to do? how would you like to solve it?
  62. 62. what would you like me to do?
  63. 63. exercise: leader and worker conversation
  64. 64. Stay Positive what questions worked?
  65. 65. Trust/Ownership Model Command & Control Team Does as Instructed No Ownership Leader / Process is Bottleneck Conflict Team Demotivated Mired in Bureaucracy & Wasted Effort Energy & Innovation Team Trusted Team Accountable Leader Freed Failure No One Cares HighTeam/Individual Ownership Control Trust Low Leadership &BusinessProcess
  66. 66. Stay Positive how can you help teams/people take ownership?
  67. 67. macro- leadership tool
  68. 68. Macro Leadership Cube
  69. 69. Stand BackStand Back
  70. 70. Step UpStep Up
  71. 71. Example…Example
  72. 72. Your cube?Your cube?
  73. 73. ownership summary  ask questions  macro leadership cube  don’t take back ownership
  74. 74. process
  75. 75. fix processes not people
  76. 76. what processes aren’t working?
  77. 77. Leadership Role how can we fix them? ask the team!
  78. 78. Project Management  Dependency Management collaboration process
  79. 79. what can we do to fix the process?
  80. 80. brainstorm
  81. 81. group in silence
  82. 82. prioritize based on business value
  83. 83. Purpose Considerations Costs and Benefits Business Value Model
  84. 84. individuals volunteer for what and by when
  85. 85. value stream mapping
  86. 86. Where do we waste time? Cycle Time: Average end-to-end process time  From problem detection  To problem solution Begins and ends with customer. Problem Solution Cycle Time Customer Request Customer Satisfied
  87. 87. Example: Customer Requests Fix Where can we remove the waste? Customer requests fix Support triages request Dev team triages request Dev fixes, releases in fix pack Customer deploys fix pack Work: 5 min 2 hrs 1 hr 2 wks 1 hr Efficiency = Value added time Total cycle time 10.5 days 38.5 days = = 27% Wait: 5 min 3 days 1 wk 2 wks Value Added Time = 10.5 days Cycle time = Work + Wait = 38.5 days
  88. 88. Select Delivery Content (no travel allowed!) Need for Scope Def. 2 Hours Call & Email With Cust 1 Hour Call & Email With Cust 1 Hour 7 Days 2 Days Agreement Achieved 1 Day X 6 Customer Request to Agreement Working Time = 16 hours Elapsed Time = 32 days Wasted Time = 30 days Efficiency = 6% Note: Comparison assumes • 1 day travel to customer site • 1 day face to face work • 1 day travel home is excluded since customer is satisfied Face to Face Meeting Working Time = 8 hours Elapsed Time = 2 days Waiting Time = 1 days Efficiency = 50%
  89. 89. As-Is Example As a new customer, I want to enter my Information only once in the Small Business Portal SOW Tech Central (1 Day) System Test (5 Days) GOL (1 Day) Digital Cement (2 Days) Tech Central (5 Days) 1 Day 2 Wks2 Days 2 Wks2-4 Wks Process Efficiency = Work / Time = 14 / 56 = 25%
  90. 90. To-Be Example Requirements Planning (2 Days) System Test (5 Days) GOL (1 Day) Digital Cement (1 Day) Tech Central (5 Days) 1 Day Work = 14 days Time = 8 days Efficiency = 175%
  91. 91. 9292 Create a Value Stream Map  Select a Process that is relevant to you  Create a Value Stream Map  Calculate Process Cycle Efficiency  Process Efficiency = How can you change the process to reduce the waste? (the To Be state) Value Added Time Total Cycle Time
  92. 92. Value Stream Maps  Customer value not changed  Reduces the delivery time to customer
  93. 93. Process summary  Fix processes not people  Use sticky notes for improving processes  Map value streams
  94. 94. right people
  95. 95. get the right people on the bus in the right seats. - Jim Collins
  96. 96. get the wrong people off the bus.
  97. 97. Passion Best Organizational Fit values
  98. 98. what are you passionate about?
  99. 99. what do you do best ?
  100. 100. how do you define success?
  101. 101. Passion Best Organizational Fit values do your circles intersect?
  102. 102. what’s holding you back?
  103. 103. Passion Best Organizational Fit values what about your team?
  104. 104. right people summary Intersection of:  Your passion?  What you do best?  Organizational fit?
  105. 105. integrity matters
  106. 106. Trust how do you define integrity?
  107. 107. Enron The Smartest Guys in the Room (book and documentary)
  108. 108. The Insider Movie and book
  109. 109. other examples of integrity?
  110. 110. Attract and retain: first on the basis of integrity second, motivation third, capacity fourth, understanding fifth, knowledge last and least, experience. - Dee Hock, CEO Emeritus VISA International
  111. 111. …knowledge without integrity is dangerous and dreadful. - Samuel Johnson, British author
  112. 112. how do you know if someone has integrity?
  113. 113. Summary summary
  114. 114. Trust  remove fear  validate others  accept risks together  team-based measurements  authenticity trust summary
  115. 115. ownership summary  ask questions  macro leadership cube  don’t take back ownership
  116. 116. team decides summary base decisions on business value collaboratively decide!
  117. 117. process summary  Fix processes not people  Use sticky notes for improving processes  Map value streams
  118. 118. right people summary Intersection of:  Your passion?  What you do best?  Organizational fit?
  119. 119. integrity matters summary hire and retain:  Integrity first  Motivation  Capacity  Understanding  Knowledge  Experience last
  120. 120. learn more

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