Caralytic Leadership is about increasing the rate of change an organization can undertake through leadership. By anyone. Using proven techniques.

2. Define Catalytic Leadership
Some Basics of Leadership, Change, and Culture
Leadership Concepts to Support Change:
1. Anyone
2. In the Small
Q&A

3. A show of hands…
Who has had trouble with…
• Having people follow you as you tried to introduce ‘Agile’?
• Keeping good people as you went through change?
• Getting people to initiate change?

4. What is
Catalytic Leadership?

5. Catalyst :: an additional substance
that through its participation
increases the rateof a
(chemical) reaction and with
less energy
Wikipedia Definition (paraphrased)

6. inferring…

7. Catalytic Leadership
increases the rate of ____
with less effort

8. Fill in the _________Adoption
Transition
Transformation
Metamorphosis
Transmorgrification
…

9. … being able to
lead change
is important
because…

10. Agile Transformation
is
strategic in
nature.
(Transition, Adoption, etc.)

11. Top 5 Reasons Agile Projects Failed
Company philosophy/culture at odds w/core agile values
Lack of experience w/agile methods
Lack of Management Support
Lack of Support for Cultural Transition
External pressure to follow traditional waterfall processes
Ability to Change Org Culture 55%
General Resistance to Change 42%
Pre-existing non Agile Framework 40%
Personnel w/Agile Experience 39%
Management Support 38%
Sources: VersionOne State of Agile Survey 2016
Culture

12. • These same reasons have shown up!
• Just some mild shuffling around in percentages and
order.
• Consistently at the top is inability to change
organizational culture
Sources: VersionOne State of Agile Surveys 2010-15

13. “Culture eats Strategy for breakfast.”
- Peter Drucker

14. • How do we lead this change?
• How do I begin to take action?
• How do I do this when I am not the CIO or other
executive?

15. "The only definition of a leader is
someone who has followers.”
- Peter Drucker

16. This means anyone can be a leader.
Corollary: you only have the authority
granted to you by others;
meaning you have constraints imposed
by their willingness

17. “It’s often easier to ask for forgiveness
than to ask permission.”
- RADM Grace Hopper

18. Start with decisions where
permission is unnecessary.

19. For meetings you conduct, could you do ANY of these?
• Post purpose and agendas in room
• Send these out in the invite
• Make these agenda items questions to answer vs bullet point lists
(“In what way will we measure the impact of this solution?”)
• Send out read-aheads before meetings
• Create a parking lot for off-topic items
• Use time-boxes on particular discussion points
• Use exercises vs free-form discussion
• Provide a visual means for seeing progress during the meeting
(Checklist, Meeting Kanban, pile of index cards with the topics on
them)
• Solicit input ahead of time for the agenda and find out concerns
• Use the invite lines: Required, Optional, FYI (that it is occurring)
What of these are synergistic? Which ones require another
one to be in place?

20. When learning information from another, could you
do ANY of these?
• Ask open-ended questions (Turn yes/no questions into --
what options do you think we have?)
• Ask about what things are most important
• Repeat/paraphrase what you heard and ask if you have
it right?
• Listen for changes in HOW the person tells you the
answer, not only what they say
• Be mindful of your own facial expressions or body
language

21. Something to remember…
Leadership in a traditional sense
tends to view it in terms of linear
transactions and roles, not organic
relationships between people
exerting influence.
-Gerald Weinberg
(paraphrased)

22. • In 1 min, by yourself, write down in WHAT WAYS the
choices I held up for learning info from another or
conducting organized meetings may exert influence.
• Then pair up and for the next 2 min share and refine
your answers.
• After that, get into groups of 4, share your answers and
select & prioritize what you feel are the most important
reasons.
• Also determine one thing that could derail it and
• how you might try and mitigate that.
• You have 4 min. Elect a spokesperson
• Lastly, your spokesperson will share the team’s top
answer that has not been previously shared by another
team – AND – if any the other answers that were
previously selected.

23. A show of hands…
Could you…
• Introduce this in a meeting you attend?
• Suggest this as a way of ‘brainstorming’ ideas?
You just experienced a
Liberating Structure
called 1,2,4,ALL

24. For the next two slides,
record each concept you can
do where permission is
unnecessary.

25. Some other
Liberating
Structures
TRIZ /
List what you can do to get worst possible result
Doing any of that? (be brutally honest)
Create actions to eliminate these behaviors
Appreciative Interviews /
Have another tell a story of something most proud of…
What made that possible?
Five Whys /
Ask why at least 5 times
Gets to root-cause
Lean Coffee /
Generate topics of interest
Prioritize
Openly Discuss in a timebox
Decide on actions to take
Vote to continue or dismiss
WINFY /
You generate what you need
ID who you need it from
Get unambiguous responses
from providers
The Surprising Power of Liberating Structures – Lipmanowicz & McCandless
Open Space /
Get a space
Create an invitation
Right people
Right time
Over when over
Only thing that could happen
Law of Two Feet

26. Some Fearless Change Patterns
Fearless Change and More Fearless Change – Manns & Rising
discuss the ideas at Brown Bags as everyone enjoys food
find an interested Guru, convert them, so they are on Your Side
get a Champion Skeptic,
someone that is a critic on the inside
create a Big Jolt by giving a well-known person
an invitation to present on the topic
periodically reflect to have an Evolving Vision
Piggyback on other ideas, work, or meetings to get the idea heard
show Sincere Appreciation to those that help you
show your passion as an Evangelist
find the Go-To Person for different critical issues
where you need help
Advertise Your Successes

27. 16How many of the sixteen did
you record?

28. approaches as
these low effort
Think of

29. = lower riskand

30. • Cultural Anthropology’s diffusion mechanisms
• Technological innovation’s adoption mechanism
Rely on…
not

31. What questions do you have?

32. Paul M. Boos
http://paulmboos.com
paul.boos@excella.com
@paul_boos
703-307-4322 (mobile)
Games for Agility, Learning,
and Engagement (GALE)
Agile Dialogues