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Build Adaptable Teams: The Marine Corps Way
- 1. BW10 Projects & Teams 11/16/2016 4:15:00 PM Build Adaptable Teams: The Marine Corps Way Presented by: Anne Steiner DevJam Brought to you by: 350 Corporate Way, Suite 400, Orange Park, FL 32073 888--‐268--‐8770 ·∙ 904--‐278--‐0524 - info@techwell.com - http://www.stareast.techwell.com/
- 2. Anne Steiner DevJam A product coach at DevJam, Anne Steiner helps teams incorporate agile practices that improve product quality and customer satisfaction—without adding superfluous process. Anne has nearly twenty years in the software industry working as a front-end developer, product definition engineer, product manager, and coach. She served as a logistics specialist in the U.S. Marine Corps in the early 2000s. As the embarkation NCOIC for Marine Wing Support Squadron 471, Anne led a team of Marines who planned and orchestrated mobilizations in support of Operation Enduring Freedom and the Hurricane Katrina relief effort.
- 3. 11/1/2016 Anne Steiner: Building Adaptable Teams the Marine Corp Way 1 Building Adaptable Teams The Marine Corps Way 111/1/2016 About me • In the Marine Corpsp • In the software industry About this talk • Not an officer’s perspective 211/1/2016 Not an officer s perspective • Not an infantry or combat perspective • Team-level perspective
- 4. 11/1/2016 Anne Steiner: Building Adaptable Teams the Marine Corp Way 2 “For all NCO’s, I looked for two qualities. I knew I could trust Marines … , so what I was looking for was initiative andlooking for was initiative and aggressiveness. I wanted them to have the initiative to take charge and the aggressiveness to carry out whatever the order was.” 311/1/2016 ~ General James Mattis, USMC (Ret.) Initiative noun - i-ˈni-shә-tiv 1. the action of taking the first step or moveg p 2. ability in originating new ideas or methods Aggressive adjective - ә-ˈgre-siv 1 boldly hostile; quarrelsome 411/1/2016 1. boldly hostile; quarrelsome 2. bold and active; enterprising 3. using forceful methods to succeed or to do something
- 5. 11/1/2016 Anne Steiner: Building Adaptable Teams the Marine Corp Way 3 Adapt, improvise, and overcome Maneuverability 511/1/2016 y “Th bilit t t i th“The ability to steer is the new efficiency.” 611/1/2016 ~ Jeff Sussna, Founder of Ingineering.IT
- 6. 11/1/2016 Anne Steiner: Building Adaptable Teams the Marine Corp Way 4 Maneuverability Starts With People CultureCulture Training Planning for Change 711/1/2016 Planning for Change Decision Making Culture 811/1/2016
- 7. 11/1/2016 Anne Steiner: Building Adaptable Teams the Marine Corp Way 5 Starts With Common Understanding What are we doing? Make Marines and win battles Why are we doing it? To protect and defend the Constitution of the United States 911/1/2016 Who are we doing it for? The American people Taught in Context of Shared Values HonorHonor Courage 1011/1/2016 Commitment
- 8. 11/1/2016 Anne Steiner: Building Adaptable Teams the Marine Corp Way 6 Cemented by History & Tradition ““They understand that they cannot allow those who came before to be let down. They know they can never let that legacy die.” 1111/1/2016 ~ LtGen Ron Christmas, USMC (Ret.) Training 1211/1/2016
- 9. 11/1/2016 Anne Steiner: Building Adaptable Teams the Marine Corp Way 7 Introductory Training DisorientationDisorientation Indoctrination Team Before Self 1311/1/2016 Team Before Self Reacting (to Change) Ongoing Training • Tactical and technical • Often unit/team-based • Progressive as Marines move up in rank/responsibility • Grounded in leadership, culture, and shared hardship Outcomes: 1411/1/2016 • Leadership in all ranks • Adaptability • Experience
- 10. 11/1/2016 Anne Steiner: Building Adaptable Teams the Marine Corp Way 8 Planning 1511/1/2016 “Being ready is not what mattersnot what matters. What matters is winning when you get there.” 1611/1/2016 ~ Gen Charles Krulak, USMC (Ret.)
- 11. 11/1/2016 Anne Steiner: Building Adaptable Teams the Marine Corp Way 9 Officers Provide a Frame Strategic PlanningStrategic Planning • BAMCIS Operations Orders • 5 parts – SMEAC • Frame expectations and intent • Everyone has a common understanding 1711/1/2016 How often do we get orders that include only the ‘E’? Do we have enough information to decipher ‘intent’? Planning for Any Change The “Perfect” Plan or “Planning to be Perfect” versusversus Planning to Change A Guide for Adapting 1811/1/2016 Planning is incremental, continuous, and fueled by learning.
- 12. 11/1/2016 Anne Steiner: Building Adaptable Teams the Marine Corp Way 10 Decision Making 1911/1/2016 It’s go time… Can you maneuver? Built a team of aggressive people who take initiativegg p p Common understanding of • The organization’s shared values and culture • How to adapt, improvise, and overcome • The frame for what we are doing and commander’s intent E t thi t h 2011/1/2016 Expect things to change Planned enough to start learning
- 13. 11/1/2016 Anne Steiner: Building Adaptable Teams the Marine Corp Way 11 Time for Trust Promote understanding of intent • Can you question an order in the Marine Corps?Can you question an order in the Marine Corps? Let the doers figure out the “how?” • “I don’t care how you do it just get it done.” • Leading up, leading across, and hook-ups Initiative trumps perfection • Action is better than inaction; a wrong decision is better than no decision “If ’t tti h d f thi i th M i C th ’t 2111/1/2016 • “If you aren’t getting your ass chewed for something in the Marine Corps, then you aren’t doing anything.” • Good initiative; bad judgment Supervise (and support) • This doesn’t mean you get to go to sleep. You are still responsible. “The most important six inches onThe most important six inches on the battlefield is between your ears.” G 2211/1/2016 ~ Gen James Mattis, USMC (Ret.)