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Define Catalytic Leadership
Relationships of Leadership, Change, and Culture
Leadership Concepts to Support Change:
1. Any...
What is
Catalytic Leadership?
Catalyst :: an additional substance
that through its participation
increases the rateof a
(chemical) reaction and with
les...
inferring…
Catalytic Leadership
increases the rate of ____
with less effort
Fill in the _________Adoption
Transition
Transformation
Metamorphosis
Transmorgrification
…
… being able to
lead change
is important
because…
Agile Transformation
is
strategic in
nature.
(Transition, Adoption, etc.)
Top 5 Reasons Agile Projects Failed
Company philosophy/culture at odds w/core agile values
Lack of experience w/agile meth...
• These same reasons have shown up!
• Just some mild shuffling around in percentages and
order.
• Consistently at the top ...
“Culture eats Strategy for breakfast.”
- Peter Drucker
Decisions  Habits  Culture
Evolutionary Theory of Economic Change,
Richard Nelson & Sidney Winder, 1982
Most organizations don’t make fully rationale decisions
those decisions are unknowingly steeped in their habits.
Evil is c...
Decisions  Δ Habits  Δ Culture
• 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?
"The only definition of a leader is
someone who has followers.”
- Peter Drucker
This means anyone can be a leader.
Corollary: you only have the authority
granted to you by others;
meaning you have const...
“It’s often easier to ask for forgiveness
than to ask permission.”
- RADM Grace Hopper
Start with decisions where
permission is unnecessary.
For meetings you conduct, could you do ANY of these?
• Post purpose and agendas in room
• Send these out in the invite
• M...
When learning information from another, could you
do ANY of these?
• Ask open-ended questions (Turn yes/no questions into ...
Something to remember…
Leadership in a traditional sense
tends to view it in terms of linear
transactions and roles, not o...
• In 5 min, by yourself, write down in WHAT WAYS
my examples (for learning info from another or
conducting organized meeti...
For the next two slides,
record each concept you can
do where permission is
unnecessary.
Some other
Liberating
Structures
TRIZ /
List what you can do to get the worst possible result
Doing any of that? (be bruta...
Some Fearless Change Patterns
Fearless Change and More Fearless Change – Manns & Rising
discuss the ideas at Brown Bags as...
16How many of the sixteen did
you record?
approaches as
these low effort
Think of
= lower riskand
occur in
that you will lead
The changes
Environment
Support
Trust
Where did that come from..?
Build projects around motivated individuals.
Give them the environment and support they need,
and trust them to get the jo...
Environment ∆s
climate and structures,
Examples: the set of
communication paths, authority for
decisions, safety for open
...
“Leadership is the process of creating
an environment in which people
become empowered.”
-Gerald Weinberg
Example Environment Questions:
What stands in the way of change in terms of -
• team size?
• how management conveys direct...
Support ∆s
beyond infrastructure needs…
how communications are conducted
and the resulting decisions
• Cognitive Empathy
• Curiosity
• Commitment
• Congruence
• Work towards shared
mental models
• Ask questions; look for
ro...
Trust ∆s
how risk taking, and thus opening
vulnerability, between co-workers, and
between co-workers and supervisors
(gran...
“Leadership is a two-way street,
loyalty up and loyalty down. Respect
for one's superiors; care for one's
crew.”
- RADM Gr...
Trustor’s
Propensity
Trust
Perceived
Risk
Risk Taking in
the Relationship
Authority
Benevolence
Integrity
Factors of
Perce...
Trust-Building Examples:
Small (low risk) assignments
Promises made & kept (integrity)
Congruence with stated intention (b...
Environment
Support
Trust
Trustor’s
Propensity
Trust
Perceived
Risk
Risk Taking in
the Relationship
Authority
Benevolence
Integrity
Factors of
Perce...
Environment
Support
Trust
Open
Space
Five
Whys
Appreciative
Inquiry
More How Fearless Change & Liberating Structures Fit
• Opens up more engagement
• Uses our normal networks to spread ideas
• Improves culture, trust, and ultimately change at ...
These can be found at –
https://www.excella.com/insights/author/paul-
boos
• Becoming a Catalyst, Part One
• Becoming a Ca...
What questions do you have?
Paul M. Boos
http://paulmboos.com
paul.boos@excella.com
@paul_boos
703-307-4322 (mobile)
Games for Agility, Learning,
and ...
Catalytic leadership   no va agile webinar
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Catalytic leadership no va agile webinar

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This was the session given at Agile NoVA and is proposed for AgileDC.

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Catalytic leadership no va agile webinar

  1. 1. Define Catalytic Leadership Relationships of Leadership, Change, and Culture Leadership Concepts to Support Change: 1. Anyone 2. In the Small 3. Environment, Support, and Trust Some Byproducts
  2. 2. What is Catalytic Leadership?
  3. 3. Catalyst :: an additional substance that through its participation increases the rateof a (chemical) reaction and with less energy Wikipedia Definition (paraphrased)
  4. 4. inferring…
  5. 5. Catalytic Leadership increases the rate of ____ with less effort
  6. 6. Fill in the _________Adoption Transition Transformation Metamorphosis Transmorgrification …
  7. 7. … being able to lead change is important because…
  8. 8. Agile Transformation is strategic in nature. (Transition, Adoption, etc.)
  9. 9. 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
  10. 10. • 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
  11. 11. “Culture eats Strategy for breakfast.” - Peter Drucker
  12. 12. Decisions  Habits  Culture Evolutionary Theory of Economic Change, Richard Nelson & Sidney Winder, 1982
  13. 13. Most organizations don’t make fully rationale decisions those decisions are unknowingly steeped in their habits. Evil is committed by the well-meaning The Power of Habit, Charles Duhigg
  14. 14. Decisions  Δ Habits  Δ Culture
  15. 15. • 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?
  16. 16. "The only definition of a leader is someone who has followers.” - Peter Drucker
  17. 17. 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
  18. 18. “It’s often easier to ask for forgiveness than to ask permission.” - RADM Grace Hopper
  19. 19. Start with decisions where permission is unnecessary.
  20. 20. 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?
  21. 21. 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
  22. 22. 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)
  23. 23. • In 5 min, by yourself, write down in WHAT WAYS my examples (for learning info from another or conducting organized meetings) may exert influence. • What are some examples you can share?
  24. 24. For the next two slides, record each concept you can do where permission is unnecessary.
  25. 25. Some other Liberating Structures TRIZ / List what you can do to get the 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. 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. 27. 16How many of the sixteen did you record?
  28. 28. approaches as these low effort Think of
  29. 29. = lower riskand
  30. 30. occur in that you will lead The changes Environment Support Trust Where did that come from..?
  31. 31. Build projects around motivated individuals. Give them the environment and support they need, and trust them to get the job done.
  32. 32. Environment ∆s climate and structures, Examples: the set of communication paths, authority for decisions, safety for open discussions
  33. 33. “Leadership is the process of creating an environment in which people become empowered.” -Gerald Weinberg
  34. 34. Example Environment Questions: What stands in the way of change in terms of - • team size? • how management conveys direction? • what happens when mistakes are made? • rewards to people?
  35. 35. Support ∆s beyond infrastructure needs… how communications are conducted and the resulting decisions
  36. 36. • Cognitive Empathy • Curiosity • Commitment • Congruence • Work towards shared mental models • Ask questions; look for root-cause (not blame) • Follow-through on decisions • Conversations and dialogue about change and alignment
  37. 37. Trust ∆s how risk taking, and thus opening vulnerability, between co-workers, and between co-workers and supervisors (granting authority) improves the climate
  38. 38. “Leadership is a two-way street, loyalty up and loyalty down. Respect for one's superiors; care for one's crew.” - RADM Grace Hopper
  39. 39. Trustor’s Propensity Trust Perceived Risk Risk Taking in the Relationship Authority Benevolence Integrity Factors of Perceived Trustworthiness Outcomes Model of Organizational Trust “An Integrative Model of Organizational Trust”; Mayer, Davis, & Schoorman; Academy of Management Review; 1995; page 715 (available at JSTOR) Vulnerabilty
  40. 40. Trust-Building Examples: Small (low risk) assignments Promises made & kept (integrity) Congruence with stated intention (benevolence) Decisions made and not over-turned (authority)
  41. 41. Environment Support Trust
  42. 42. Trustor’s Propensity Trust Perceived Risk Risk Taking in the Relationship Authority Benevolence Integrity Factors of Perceived Trustworthiness Outcomes How Fearless Change & Liberating Structures Fit “An Integrative Model of Organizational Trust”; Mayer, Davis, & Schoorman; Academy of Management Review; 1995; page 715 (available at JSTOR) Vulnerabilty TRIZ Small Changes Lower Advertise Successes Just Do It Ask for Help WINFY Sincere Appreciation Use a Champion Skeptic
  43. 43. Environment Support Trust Open Space Five Whys Appreciative Inquiry More How Fearless Change & Liberating Structures Fit
  44. 44. • Opens up more engagement • Uses our normal networks to spread ideas • Improves culture, trust, and ultimately change at a natural pace • Helps people align with purpose
  45. 45. These can be found at – https://www.excella.com/insights/author/paul- boos • Becoming a Catalyst, Part One • Becoming a Catalyst, Part Two
  46. 46. What questions do you have?
  47. 47. 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

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