Lean leadership agile 2013

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For enterprise change to be successful management's role needs to change from being an expert to being a coach, from one who heroically solves problems to one who develops this capability in their teams. The changing role of management is not new. Yet typically little assistance has been provided for managers transitioning to agile beyond listing a few do's and do not's.
While 67% of the initial champions for enterprise agile adoption are at the top, the most cited obstacle to further adoption is lack of management support. [1] And yet, most change efforts tend to focus on the teams, rather than management. When support is offered, it is typically not more than listing a few do's and don'ts in an agile training class.

This, combined with the tendency for managers to be promoted because they are excellent at technical work, rather than people skills, make paying attention to managers all the more important.

In a company wide Lean Transformation, Dan Bos, operations manager for Herman Miller who has been applying lean thinking since 2001 said "Lean tools can be taught to anybody. We know now that the soft skills are the critical part of this whole process."[2] Lean Manufacturing, while different from agile software development, is very similar from the perspective of the magnitude of behavior and thinking changes required.

In this session, we will use Mike Rother's Toyota Kata model to explain how Toyota develops managers from experts to coaches. I will then provide some specific Yahoo! examples of how we have taught coaching skills and the results. Then you will apply a Joseph Grenny's proven change framework to develop your own customized change plan to move yourself from an expert to a coach, and mentor others in your organization to do the same.


[1] State of Agile Development Survey. Rep. VersionOne, 8 Jan. 2012. Web. <http: />.
[2]"The Hardest Part of a Lean Transformation." Message to the author. 10 Jan. 2013. E-mail.

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Lean leadership agile 2013

  1. 1. Lean Leadership How to change as a manager from an expert to a coach By Ed Kraay @ekraay Agile CoachYahoo! Tuesday, August 6, 13
  2. 2. My Role Model • 2003: new development manager, team of 5 • Phil (my boss): • Expert in craft of development (3 Software Patents), degree in organizational psychology • In MS fashion, strong belief in not telling people how they should work - mentor, facilitator, coach. • 2004: Encouraged me to explore agile methods Philip Ljubicich Tuesday, August 6, 13
  3. 3. About Me Tuesday, August 6, 13
  4. 4. enthusiasm.com #ofreports Influence2000 2002 2007 2009 2011 Career Map Tuesday, August 6, 13
  5. 5. AboutYou Tuesday, August 6, 13
  6. 6. Lean leaders develop their team members thinking. Tuesday, August 6, 13
  7. 7. Ask questions. Tuesday, August 6, 13
  8. 8. You will leave a legacy for the next generation of leaders. Tuesday, August 6, 13
  9. 9. 1. Open 2. What is a Lean Leader? 3. How do I teach scientific thinking? 4. How do I become a mentor? 5. How do I sustain the change? 5. Close Tuesday, August 6, 13
  10. 10. What is the role of the manager in Scrum? Tuesday, August 6, 13
  11. 11. Tuesday, August 6, 13
  12. 12. WILL REMOVE IMPEDIMENTS FOR FOOD! Tuesday, August 6, 13
  13. 13. Tuesday, August 6, 13
  14. 14. Yahoo! Recommendation Remove roadblocks Coaching and Mentoring Input/advice on features and technical difficulties Training and skills development Stay abreast of industry and technology developments Performance evaluations and career development Recruit, hire, build teams Decide and Assign Tasks Track tasks and what people are doing Make commitments to mgmt on what team can do Weekly status reports Do Don’t Do Weekly staff meetings? Work across teams Tuesday, August 6, 13
  15. 15. Yahoo! Recommendation Remove roadblocks Coaching and Mentoring Input/advice on features and technical difficulties Training and skills development Stay abreast of industry and technology developments Performance evaluations and career development Recruit, hire, build teams Decide and Assign Tasks Track tasks and what people are doing Make commitments to mgmt on what team can do Weekly status reports Do Don’t Do Weekly staff meetings? Work across teams Don’t tell people what to do Tuesday, August 6, 13
  16. 16. Yahoo! Recommendation Remove roadblocks Coaching and Mentoring Input/advice on features and technical difficulties Training and skills development Stay abreast of industry and technology developments Performance evaluations and career development Recruit, hire, build teams Decide and Assign Tasks Track tasks and what people are doing Make commitments to mgmt on what team can do Weekly status reports Do Don’t Do Weekly staff meetings? Work across teams Develop people Don’t tell people what to do Tuesday, August 6, 13
  17. 17. There is nothing new here. Tuesday, August 6, 13
  18. 18. Taylor “...the workman who is best suited to actually doing the work is incapable of fully understanding this science." Tuesday, August 6, 13
  19. 19. Developer = Glorified Typist Tuesday, August 6, 13
  20. 20. Tuesday, August 6, 13
  21. 21. “Out of the Crisis” 1982 – Ch.2 -Principles for Transformation-, page 53 Deming “The greatest waste … is failure to use the abilities of people.” Tuesday, August 6, 13
  22. 22. “We do not just build cars, we build people.” Toyota Saying: Liker, J.. N.p.. Web. 4, Toyota Talent, Aug 2013. <http:// thetoyotaway.org/excerpts.html>. Tuesday, August 6, 13
  23. 23. As my research makes clear, GenY workers see no value in reporting to someone who simply keeps track of what they do, when much of that can be done by themselves, their peers, or a machine.What they do value is mentoring and coaching from someone they respect. Someone, in other words, who is a master—not a general manager. Lynda Gratton, HBR 2011 Who cares? Tuesday, August 6, 13
  24. 24. Managers at Toyota Facilitator Coach Bureaucrat Autocrat Autonomy HighLow Mastery High Purpose Yes, but how? Adapted from Jeffrey Liker:Toyota Way Tuesday, August 6, 13
  25. 25. 1. Open 2.What is a Lean Leader? 3. How do I teach scientific thinking? 4. How do I become a mentor? 5. How do I sustain the change? 5. Close Tuesday, August 6, 13
  26. 26. Plan Do Check Adjust Tuesday, August 6, 13
  27. 27. Fog of Uncertainty Improvement Kata currrent condition target condition challenge P D C A P D C A P D C A P D C A P D C A Tuesday, August 6, 13
  28. 28. Fog of Uncertainty Improvement Kata currrent condition target condition challenge 1. In consideration of a challenge... (e.g. 1x1 flow) P D C A P D C A P D C A P D C A P D C A Tuesday, August 6, 13
  29. 29. Fog of Uncertainty Improvement Kata currrent condition target condition challenge 1. In consideration of a challenge... (e.g. 1x1 flow) 2. Grasp the current condition. (go see) P D C A P D C A P D C A P D C A P D C A Tuesday, August 6, 13
  30. 30. Fog of Uncertainty Improvement Kata currrent condition target condition 3. Define the next target condition. (about 2 weeks - 3 months away) challenge 1. In consideration of a challenge... (e.g. 1x1 flow) 2. Grasp the current condition. (go see) P D C A P D C A P D C A P D C A P D C A Tuesday, August 6, 13
  31. 31. Fog of Uncertainty Improvement Kata currrent condition target condition 3. Define the next target condition. (about 2 weeks - 3 months away) challenge 1. In consideration of a challenge... (e.g. 1x1 flow) 2. Grasp the current condition. (go see) 4. Iterate daily with the scientific method to uncover and eliminate obstacles toward the target. P D C A P D C A P D C A P D C A P D C A Tuesday, August 6, 13
  32. 32. Traditional Management Focus on solutions • Establish Targets • Describe Solutions • Provide Incentives • Get out of the way and periodically check results Toyota Kata Management Focus on how solutions are developed • Establish Targets • Develop, via practice with coaching, the capability in people to develop new solutions... ...by having people practice a common way of improving, like the improvement kata. Lean Management is not MBO! From Mike Rother: http://www.slideshare.net/mike734/toyota-kata-3101182 Tuesday, August 6, 13
  33. 33. Improvement Kata Questions 1. What challenge are we striving to meet? 2. What is the happening now? 3. What pattern of operating do we want to have next? ...then PDCA toward the target condition using the coaching kata. Rother, Mike (2009-08-11).Toyota Kata : Managing People for Improvement,Adaptiveness and Superior Results (Kindle Locations 2260-2265). McGraw-Hill. Kindle Edition. Tuesday, August 6, 13
  34. 34. My Story 1. The challenge -> 70% of goals achieved by end of quarter. 2. Current Condition -> Ad hoc, last minute requests coming from all directions. 3. Pattern of operating -> Daily progress toward my goals. 4. PDCA toward target. -> Ran many experiments (plan next 4 tasks, wip limits, two teams per quarter, limit # of active goals). Tuesday, August 6, 13
  35. 35. PDCA Cycles Record Obstacles (off board) Weekly Standup with Coaching Kata Tuesday, August 6, 13
  36. 36. 1. Open 2.What is a Lean Leader? 3. How do I teach scientific thinking? 4. How do I become a mentor? 5. How do I sustain the change? 5. Close Tuesday, August 6, 13
  37. 37. Mentor using Coaching Kata 1. What are you trying to achieve? 2. Where are you now? 3. What’s currently in your way? 4. What is your next step and what do you expect? 5. When can we see what you’ve learned from that step? Rother, Mike (2009-08-11).Toyota Kata : Managing People for Improvement,Adaptiveness and Superior Results (Kindle Locations 2260-2265). McGraw-Hill. Kindle Edition. Tuesday, August 6, 13
  38. 38. For the learner Step Result What We LearnedWhat do you expect? Observe closely PDCA CYCLES RECORD Date: Process: Process Metric (Each row = one experiment) Rother, Mike. Resources to Download: http://www-personal.umich.edu/~mrother/Materials_to_Download.html Tuesday, August 6, 13
  39. 39. For the learner Rother, Mike. Resources to Download: http://www-personal.umich.edu/~mrother/Materials_to_Download.html Tuesday, August 6, 13
  40. 40. Start by forming an advance group Coach Learner Coach Manager, Agile Coach, or Team 1* Manager, Agile Coach or Team 2* Team 1 Team 2 http://www.slideshare.net/mike734/improvement-kata-quick-start Learner *Learner should ideally pair with or be a manager. Don’t work around management! Tuesday, August 6, 13
  41. 41. Why mentor? Tuesday, August 6, 13
  42. 42. You’ll have less urgent, unplanned tasks as people start solving their own problems. Tuesday, August 6, 13
  43. 43. Everyone at Toyota has a mentor Tuesday, August 6, 13
  44. 44. Even Fujio Cho, Chairman of Toyota, had a mentor Tuesday, August 6, 13
  45. 45. Mentor-Apprentice Program created by aYahoo! architect. Tuesday, August 6, 13
  46. 46. 28 experts in 2012, started as 8 in 2011 Tuesday, August 6, 13
  47. 47. Benefits for learner: Self esteem Increased influence Career growth Tuesday, August 6, 13
  48. 48. Benefits for mentor: Teach problem solving Increase influence Identify new leaders Tuesday, August 6, 13
  49. 49. Offer a coaching class to managers • We offer these to our managers • Coaching scenarios with deliberate practice • Groups formed for deliberate practice afterwards Tuesday, August 6, 13
  50. 50. 1. Open 2.What is a Lean Leader? 3. How do I teach scientific thinking? 4. How do I become a mentor? 5. How do I sustain the change? 5. Close Tuesday, August 6, 13
  51. 51. Identify key behaviors. Get results you want. Sustain the change. Tuesday, August 6, 13
  52. 52. What to change? Pick a change you want in yourself or others. If it’s an annoying habit, tie it to your purpose (why are you here on earth?) or your organization’s purpose (what is your true north?). Examples: • “I want to stop impulse spending so I can be a supportive husband and father.“ • “I want to stop micromanaging and be a coach so I can make this the best place to work.” Tuesday, August 6, 13
  53. 53. IdentifyVital Behavior Think of a behavior for the change that, more than anything else, will help you succeed. They are usually challenging or outside your comfort zone. Tuesday, August 6, 13
  54. 54. Identify aVital Behavior Example: • “When I think of something I want, I’ll put it on a list and wait 30 days instead of buying it right away.” • “When someone comes to me with a problem, instead of offering a solution, I will ask them a coaching question.” Tuesday, August 6, 13
  55. 55. Tip:Think Positive Deviance A scenario where you or someone else exhibited the positive behavior, usually in an environment where typically exhibited a negative behavior. Benefit - since you or your team did it before, it doesn’t seem out of reach. Example: • “I once paid down my credit card debt and kept myself on a budget. I did this by paying cash for everything, and keeping a list of things I wanted to buy.” Tuesday, August 6, 13
  56. 56. Step 1 Visit your Default Future Surpass your limits Harness peer pressure Find strength in numbers Invert the Economy Change the environment Will Skill Individual Team Structural Tuesday, August 6, 13
  57. 57. What will make the behavior motivating? Visit your default future.What happens if you don’t change? Example: • “If I don’t stop impulse spending, I won’t afford to send my son to college and he will live at home with me until he is 30.” • “If I don’t stop telling my team what to do, I will always be a stressed out middle manager and won’t grow in my career.” Really visit it. • Can you visit someone who is living this future? Tuesday, August 6, 13
  58. 58. Step 2 Visit your Default Future Surpass your limits Harness peer pressure Find strength in numbers Invert the Economy Change the environment Will Skill Individual Team Structural Tuesday, August 6, 13
  59. 59. What do you need to learn? Do a skill scan. Brainstorm at least 3 skills with your neighbor that would help you achieve your vital behavior. Example: • “ Keeping a budget. -> Reading the dummies book on personal finance.Taking a Dave Ramsey class on financial independence.” • “Asking good coaching questions. -> Take a class on coaching.” Tuesday, August 6, 13
  60. 60. Step 3 Visit your Default Future Surpass your limits Harness peer pressure Find a coach, social network Invert the Economy Change the environment Will Skill Individual Team Structural Tuesday, August 6, 13
  61. 61. Who is encouraging bad behavior? Identify accomplices who keep you from exhibiting the behavior How can you turn them into allies? Example: • “My friends always have the latest Apple devices. Instead of encouraging me, I can ask them to hold me accountable for not spending. How about a bet on how long I can go between upgrades?” • “My team often comes to me for answers. I can prepare them for this change by letting them know I’m trying to coach with questions instead of giving answers.” Tuesday, August 6, 13
  62. 62. Step 4 Visit your Default Future Surpass your limits Harness peer pressure Find a coach, social network Invert the Economy Change the environment Will Skill Individual Team Structural Tuesday, August 6, 13
  63. 63. Who can you turn to to? Identify a peer, mentor or a coach who is good at that behavior Make the commitment to talk with them about coaching you, holding you accountable Example: • “My wife is good at being frugal. I can ask her to hold me accountable.” • “Joe is a great mentor and is interested in agile methods. I can set up daily standup where he asks the coaching kata questions of me and we switch..” Tuesday, August 6, 13
  64. 64. Step 5 Visit your Default Future Surpass your limits Harness peer pressure Find a coach, social network Invert the Economy Change the environment Will Skill Individual Team Structural Tuesday, August 6, 13
  65. 65. What incentives can you offer? • Think of non-monetary rewards, because extrinsic rewards are fraught with peril. • Example: • “I track my spending every day. At the end of the month, I ask my coach to validate I spent less than $30. If I go over, she will donate $30 to a political charity I oppose. • “On an index card, mark each time you give a solution to a problem and each time you ask a question. At the end of the sprint, if coaching is more than the solution-giving, then have your team give you a bowling trophy.” Tuesday, August 6, 13
  66. 66. Step 6 Visit your Default Future Surpass your limits Harness peer pressure Find a coach, social network Invert the Economy Change the environment Will Skill Individual Team Structural Tuesday, August 6, 13
  67. 67. How can you make you environment conducive to your vital behavior? • Identify 3 things with your neighbor that you can do to make the physical environment more conducive to your change. • Example: • “I uninstalled Amazon 1-Click on my phone. ” • “I bring the 5 coaching questions card in my pocket. If someone comes with a problem, I pull it out to remind me.” Tuesday, August 6, 13
  68. 68. Pick 4 • Choose at least 4 of your strategies for change and make a commitment to trying them for 30 days. • If you falter, that’s OK.That’s good data for how to adapt your change plan to your unique circumstances. Tuesday, August 6, 13
  69. 69. Present your change plan to a partner Tuesday, August 6, 13
  70. 70. 1. Open 2.What is a Lean Leader? 3. How do I teach scientific thinking? 4. How do I become a mentor? 5. How do I sustain the change? 6. Close Tuesday, August 6, 13
  71. 71. Under the creative commons license • Chicken: http://www.flickr.com/photos/locomotion/ 3556879530/ • Expert: http://www.flickr.com/photos/raster/ 3380860520/ • Upside down in a mosh Pit: @waterj2 http://bit.ly/ 191yaY4 Tuesday, August 6, 13
  72. 72. References • Deming,W. Edwards. Out of the Crisis. Cambridge, MA: Massachusetts Institute of Technology, Center for Advanced Engineering Study, 1986. Print. • Rother, Mike. Toyota Kata: Managing People for Improvement,Adaptiveness, and Superior Results. NewYork: McGraw Hill, 2010. Print. • Rother, Mike. Resources to Download: http://www-personal.umich.edu/~mrother/ Materials_to_Download.html • Rother, Mike.Toyota Kata: Mobilizing our Ingenuity Through Good Management. http:// www.slideshare.net/mike734/toyota-kata-3101182 • Patterson, Kerry. Influencer:The Power to Change Anything. NewYork: McGraw-Hill, 2008. Print. Tuesday, August 6, 13
  73. 73. 1 2 3 4 5 6 Will Skill IndividualTeamStructuralKey Behavior __________________ How can you make the undesirable desirable? What incentives can you offer that support the change? (Think non-monetary). What can you change about the environment that will support doing the key behavior? Who is an accomplice? Who is a friend? How do you get more friends? How do you turn accomplices into friends? Who can teach you the skills you need? What skills do you need? Where can you learn them?What will the world look like when you’re done? What will your future be like by default if you don’t practice it? How can you make that future more visible? What specific behavior, more than anything else, will lead you to the change you want? Tuesday, August 6, 13

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