Dear 31 Year Old Me - What I Wish I Knew

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Presentation at Agilepalooza Irvine 2011

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  • Practices and techniques aside, what really makes the biggest difference for agile success?\n
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  • About BigVisible - 6 CST’s, 3 CSC’s as part of a national team of two dozen technical, agile and leadership coaches transforming large organizations. \n
  • I summarize agile with VIA.\n
  • Agile is empirical. Whatever your approach, it should have visibility, inspection and adaptation. Lately, reading The Lean Startup, I would add Validated Learning. \n
  • But the top barriers to agile adoption are not lack of knowledge about agile methodologies, but about people.\n
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  • Let’s talk about driving for a moment. We don’t see ourselves very well. How many of you are at least better than the bottom half of drivers? More than half the room will raise their hand. Executives routinely credit themselves with the majority of reason for the success. When we do struggle or fail, we assign causes for ourselves to be the environment. Worse, we assign character flaws to others for the same behavior.\n
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  • Increased exposure loss to but additional opportunity for benefits.\n
  • From Patrick Lencioni’s new book Getting Naked.\n
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  • Why do people serve others with no expectation or possibility of the favor returned. \n
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  • Who you are is not your job. Why do you come to work? It’s more important than just collecting a paycheck, or even the team you serve. What difference will you make? What legacy will you leave? Keep asking yourself “What’s bigger than that,” until you find a purpose or meaning that’s lasting.\n
  • Drive - more money doesn’t motivate knowledge workers. They want autonomy, mastery and purpose. Watch an animated clip from a talk by the author at http://www.youtube.com/watch?v=u6XAPnuFjJc\n
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  • Quote from The Character Matrix by Erwin McManus\n
  • Most teams struggle with Absence of Trust and Fear of Conflict. Biggest bang for the buck is to focus on the first half of the five dysfunctions of a team.\n
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  • Change is like the rider and the elephant. Logically, the rider has a path to guide our emotional elephant, but the emotions can easily win out. Make a plan that addresses logic and emotion, while providing a clear path.\n
  • Answer the following questions. \n
  • Answer the following questions. \n
  • Answer the following questions. \n
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  • Our mindset, and the mindsets of those around us, have a tremendous impact on how we see and respond to challenges, obstacles, effort, criticism and the success of others. And agile projects and adoption are full of these 5 areas, much more so than traditional projects and workplaces. Are we ready for this?\n
  • Anthony Robles was a wrestler faced and obstacle and overcame it to become an undefeated NCAA champion.\n
  • From http://www.stanfordalumni.org/news/magazine/2007/marapr/images/features/dweck/dweck_mindset.pdf\n
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  • For most team members, use StrengthsFinder 2.0. If you want to learn how to truly maximize and grow in this area, read Go Put Your Strengths to Work. Strengths Based Leadership is great for managers and leaders, while Now Discover Your Strengths dives into the background and science of strengths.\n
  • We all want to be strong. What does it mean to feel strong at work?\n
  • Most of us feel more like this guy - not so strong. Work is not fulfilling, the day drags on, we are not engaged.\n
  • Questions to find out where you are: What is your best day at work? Worst day? Why? What about best and worst managers you’ve had - how did they interact with you about the work and projects you were doing?\n
  • We are all wired to excel in certain areas - where we learn the most, grow the most, perform the best. We have a hunger for and draw towards these specific areas. \n
  • Without knowing our strengths, we are blind in how we try to hit the goals and targets for ourselves, our team and our company. \n
  • Growth. We can all grow. We’re going to each invest 2000 calories per day, 260 days per year in something. Perhaps you will invest the US average 1450 hours of watching TV. Or perhaps it will be in the areas of learning about and leveraging your mindset, strengths and personal mastery. \n
  • Schedule time for yourself, for these areas, to begin making a change now.\n
  • And that change will ripple out and affect your team members and eventually your company, and perhaps the world.\n
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  • Dear 31 Year Old Me - What I Wish I Knew

    1. 1. Dear 31 Year Old Me - 10 Things I Wish I Had Known Before I Dove Into Agile Scott Dunn, CST, PMP Agile Coach, BigVisible scottdunn.blogspot.com Twitter: @sdunnrocket9
    2. 2. #AgilePalooza
    3. 3. VIA• Visibility• Inspection• Adaptation• ...and Learning
    4. 4. 10. Beliefs I’d Change
    5. 5. 10. Beliefs I’d Change• Process won’t save you.
    6. 6. 10. Beliefs I’d Change• Process won’t save you.• Start now.
    7. 7. 10. Beliefs I’d Change• Process won’t save you.• Start now.• Invest in yourself.
    8. 8. 10. Beliefs I’d Change• Process won’t save you.• Start now.• Invest in yourself.• Information won’t save you.
    9. 9. 9. Fundamental Attribution Error
    10. 10. 8. Know That You Don’t Know Know that Know that you don’t you know know Don’t Don’t know that know that you don’t you know know
    11. 11. 7. VulnerabilityWhat does it look like?
    12. 12. Crater Lake by Andy Spearinghttp://www.flickr.com/photos/41040538@N05/3782483177/Attribution-NonCommercial License
    13. 13. 7. Vulnerability Enter the danger. Tell the kind truth.
    14. 14. 6. It’s Not About You
    15. 15. All-Army runners take top trophy from Brazilians at 26th Army Ten-Miler by U.S. Armyhttp://www.flickr.com/photos/familymwr/5114703162/Attribution-NonCommercial License
    16. 16. 6. It’s Not About YouFear of embarrassment, what others will think Fear of losing your job or the client Loss of comfort - adequacy, a plan, belonging
    17. 17. 6. It’s Not About You What’s bigger than that?
    18. 18. 5. Drive
    19. 19. 4. Two & a Half Dysfunctions
    20. 20. 4. Two & a Half Dysfunctions Courage is not the absence of fear. It is the absence of self for the sake of others.
    21. 21. 4. Two & a Half Dysfunctions
    22. 22. 4. Two & a Half Dysfunctions
    23. 23. 3. Switch
    24. 24. 2. Mindset
    25. 25. 2. Mindset1. People are born with a certain intelligence that stays fairly fixed throughout life.
    26. 26. 2. Mindset1. People are born with a certain intelligence that stays fairly fixed throughout life.2.Choose One: Do you demonstrate your ability or increase your ability?
    27. 27. 2. Mindset1. People are born with a certain intelligence that stays fairly fixed throughout life.2.Choose One: Do you demonstrate your ability or increase your ability?3. When you fail, what does that tell you?
    28. 28. Mindset
    29. 29. Mindset1. People are born with a certain intelligence that stays fairly fixed throughout life.
    30. 30. Mindset1. People are born with a certain intelligence that stays fairly fixed throughout life. • True = Fixed
    31. 31. Mindset1. People are born with a certain intelligence that stays fairly fixed throughout life. • True = Fixed • False = Growth/Agile
    32. 32. Mindset
    33. 33. Mindset2.Do you demonstrate your ability or increase your ability?
    34. 34. Mindset2.Do you demonstrate your ability or increase your ability? • Demonstrate = Fixed
    35. 35. Mindset2.Do you demonstrate your ability or increase your ability? • Demonstrate = Fixed • Increase = Growth/Agile
    36. 36. Mindset
    37. 37. Mindset3. What does failure tell you?
    38. 38. Mindset3. What does failure tell you? • I am not good at this. = Fixed
    39. 39. Mindset3. What does failure tell you? • I am not good at this. = Fixed • I should learn and practice more. = Growth
    40. 40. Mindset3. What does failure tell you? • I am not good at this. = Fixed • I should learn and practice more. = Growth • I don’t fail, I blame others. = Oh, boy.
    41. 41. Mindset Determines How We Respond to...• Challenge• Obstacles• Effort• Criticism• Success of Others
    42. 42. 1. Strengths
    43. 43. 1. Strengths4. I and my teammates have the opportunity to play to our strengths most of the time at work.
    44. 44. Strengths
    45. 45. Strengths• I and my teammates have the opportunity to play to do what we do best most of the time at work.
    46. 46. Strengths• I and my teammates have the opportunity to play to do what we do best most of the time at work. • Yes. = Great!
    47. 47. Strengths• I and my teammates have the opportunity to play to do what we do best most of the time at work. • Yes. = Great! • No. = Keep trying.
    48. 48. Strengths• I and my teammates have the opportunity to play to do what we do best most of the time at work. • Yes. = Great! • No. = Keep trying. • What? = Let’s talk...
    49. 49. Strengths
    50. 50. Strengths
    51. 51. Strengths
    52. 52. Strengths
    53. 53. Thank You scottdunn.blogspot.com Twitter: @sdunnrocket9 References: Drive - Dan Pink The Five Dysfunctions of a Team - Patrick LencioniSwitch, How to Change When Change is Hard - Chip & Dan Heath Mindset - Carol Dweck StrengthsFinder 2.0 Orange County ALN Coaching Circles group on LinkedIn

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