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Catalytic Leadership for AgileDC


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

Published in: Leadership & Management
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Catalytic Leadership for AgileDC

  1. 1. Define Catalytic Leadership Some Basics of Leadership, Change, and Culture Leadership Concepts to Support Change: 1. Anyone 2. In the Small Q&A
  2. 2. 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?
  3. 3. What is Catalytic Leadership?
  4. 4. Catalyst :: an additional substance that through its participation increases the rateof a (chemical) reaction and with less energy Wikipedia Definition (paraphrased)
  5. 5. inferring…
  6. 6. Catalytic Leadership increases the rate of ____ with less effort
  7. 7. Fill in the _________Adoption Transition Transformation Metamorphosis Transmorgrification …
  8. 8. … being able to lead change is important because…
  9. 9. Agile Transformation is strategic in nature. (Transition, Adoption, etc.)
  10. 10. 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
  11. 11. • 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
  12. 12. “Culture eats Strategy for breakfast.” - Peter Drucker
  13. 13. • 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?
  14. 14. "The only definition of a leader is someone who has followers.” - Peter Drucker
  15. 15. 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
  16. 16. “It’s often easier to ask for forgiveness than to ask permission.” - RADM Grace Hopper
  17. 17. Start with decisions where permission is unnecessary.
  18. 18. 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?
  19. 19. 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
  20. 20. 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)
  21. 21. • 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.
  22. 22. 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
  23. 23. For the next two slides, record each concept you can do where permission is unnecessary.
  24. 24. 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
  25. 25. 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
  26. 26. 16How many of the sixteen did you record?
  27. 27. approaches as these low effort Think of
  28. 28. = lower riskand
  29. 29. • Cultural Anthropology’s diffusion mechanisms • Technological innovation’s adoption mechanism Rely on… not
  30. 30. What questions do you have?
  31. 31. Paul M. Boos @paul_boos 703-307-4322 (mobile) Games for Agility, Learning, and Engagement (GALE) Agile Dialogues