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The Agile Manager Mindshift - Paul Ellarby

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The Agile Manager Mindshift - Paul Ellarby

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The Agile Manager Mindshift - Paul Ellarby

  1. 1. Solu%onsIQ  Inc.  All  rights  reserved.   6801  185th  Ave  NE,  Suite  200   Redmond,  WA  98052   solu%onsiq.com   1.800.235.4091   The  Agile  Manager  MindshiI   Or,  we  are  not  all  made  the  same,  so  stop  trea1ng  us  the  same!   <Footer  Content:  Presenta%on  Title,   1
  2. 2. Paul  Ellarby   pellarby@solu1onsiq.com     Blog  –  paulellarby.com     Twi@er  -­‐  pellarby   Produc1on  Engineer     First  line  of  code  in  1978     VP  of  EDS  with  teams  across  Pacific  Rim     Used  agile  since  1998     Dakota  Curling  (www.dakotacurling.org)  
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  4. 4. The  Making  of  an  Agile  Manager   Good at what you did, so they made you a manager Trained you in command and control Rewarded you for telling your resources what to do, when to do it, how to do it You are the one who knew every detail, every aspect of your resources work Your role – indeed, the organizations’ goal – was to exploit your resources Then the organization “went agile” Your boss - “Hey Nancy, we were just kidding about the management style we asked you to use. You need to change” Your agile coach – “Just become a servant leader – I have a book here somewhere…”   WTF?   4  
  5. 5. Goals  of  Adap%ve  Leaders   5   Envision  a  Responsive   Enterprise   Deliver  a  Con%nuous  Stream   of  Value   Create  an  Innova%ve  Culture   Why   Agile?   Be   Agile   Do   Agile  
  6. 6. VUCA   6   Complexity Volatility UncertaintyAmbiguity »  The  situa%on  has  many   interconnected  parts  and  variables.     »  The  challenge  is  unexpected  or   unstable  and  may  be  of  unknown   dura%on,  but  it  is  not  necessarily  hard   to  understand.   »  Causal  rela%onship  are  completely   unclear.  No  precedents  exist  ;  you   face  “unknown  unknowns”.   »  Despite  a  lack  of  other  informa%on,  the   event’s  basic  cause  and  effect  are  known.   Change  is  possible,  but  not  a  given.  
  7. 7. The  Golden  Mean   7   VICE   VICE   Eat  
  8. 8. Key  Virtues   8   Invite   Respond   Enable   Improve   Learn   Share   Listen   Clarify  
  9. 9. Belbin  Team  Roles   9  
  10. 10. Belbin  Team  Roles   10  
  11. 11. Belbin  Team  Roles   11  
  12. 12. Belbin  Team  Roles   12  
  13. 13. 13   INVITE   Ignore   Laissez-­‐  faire   Demand   Bully  
  14. 14. 14   RESPOND   Avoid   Postpone   Cancel  
  15. 15. 15   ENABLE   Sabotage   Control    
  16. 16. 16   IMPROVE   Stagnate     Perfect  
  17. 17. 17   LEARN   Ignorance   Know  
  18. 18. 18   SHARE   Take   Protect  
  19. 19. 19   LISTEN   Silence   Speak   Talk  
  20. 20. 20   CLARIFY   Confuse   Correct  
  21. 21. Examples  of  the  ShiI  in  Leadership  Focus   Old  behavior   Agile  behavior   Coordina%ng  project  implementa%on  details     Building  trus%ng  rela%onships  with  the  business,   characterized  by  transparency  and  collabora%on   Managing  and  direc%ng  “resources”  (people)   Designing  organiza%onal  environments  (autonomy,   mastery,  purpose)   Making  project  decisions   Push  decision-­‐making  to  the  project  teams   Managing  to  the  project  porlolio   Collabora%vely  establish  and  manage  to  broad  business   goals  and  objec%ves   Solving  problems   Understanding  what  those  problems  reveal  about  the   underlying  organiza%onal  dynamics  and  structures.   Enable  people  close  to  the  problem  to  solve  them.   Defining  and  enforcing  policies  and  rules  of  engagement     Establish  objec%ves  ;  keep  anen%on  close  to  where   things  are  happening  ;  keep  necessary  details   transparent   Managing  systems  and  processes   Designing  organiza%onal  environments  
  22. 22. Agility  Spectrum   Leaders  pushing  decision  making  down  &  mentoring  next   genera%on   Organiza%onal  feedback  loop  in  place  for  self  correc%ng   prac%ces   Accelerated  %me  to  market  on  new  products  &   features   Core  business  logic  insulated  by  tests  &  code  quality   improving   Teams  maturing  &  delivering  consistent  value  

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