Becoming-an-agile-leader

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Agile is about the ability to inspect and adapt to change. Can we become adaptable agile leaders? You don’t need to change your title. You might not need to change where you sit in the organization. You will need to change your mindset to have the courage to lead. Johanna will discuss how you can develop an agile mindset, seeing and living the “art of the possible.” We’ll discuss how your mindset influences your change artistry tools, and maybe even what you call yourself. We’ll see how to learn from small successes and continue to make progress, as you change yourself and your organization. You can start your change by changing your mindset to be one of change artistry and leadership. (BTW, when I say "Change is good. You first," I mean that you model the change you want other people to consider.)

Business

Becoming an Agile Leader
Regardless of Your Role
Johanna Rothman
www.jrothman.com
@johannarothman
jr@jrothman.com
+1-781-641-4046
1

© 2015 Johanna Rothman
TraditionalView of Leadership
• Guide, champion,“lead”
• Champion a cause
• People follow you
2

© 2015 Johanna Rothman
DoTraditional Leadership
Views Fit Agile?
• Agile is about team
collaboration
• Servant leadership
• We need leaders at all
“levels” in agile
3

© 2015 Johanna Rothman
Some Stories of
Inadvertent Leadership
4

© 2015 Johanna Rothman
Common Themes
• See a problem
• Brainstorm ideas to solve
it
• Involve others
• Experiment
• Create a new reality
6

© 2015 Johanna Rothman
What is Leadership?
• Change something about
the status quo
• Collaborate with others
• Create effective change
when the situation
changes
• Adaptability
7

© 2015 Johanna Rothman
Adaptable leaders create
effective change when the
situation changes.
8

© 2015 Johanna Rothman
Change Invites Reinvention
• Take advantage of
opportunities
• Make more opportunities
• Experiment
9

© 2015 Johanna Rothman
Why DoYou MakeYour
Choices?
• We each have a personal
mission
• You can discover this with
a career timeline
• Your timeline explains
your values
10

© 2015 Johanna Rothman
Start With Why
• What do you desire for
fulﬁlling work?
• Purpose (why)
• Autonomy (how)
• Mastery (how and what)
11

© 2015 Johanna Rothman
Everyone Lives Up or Down
to Expectations
• Expectations shape us
• Everyone on your team
has potential—of some
sort
• It’s all about mindset
12

© 2015 Johanna Rothman
Start WithYour Mindset
13
Carol Dweck,
Mindset

© 2015 Johanna Rothman
Focus on the Possible
• When you focus, you
change how your brain
works
• When you consider the
possible, your
expectations shape reality
• Source: http://
www.strategy-
business.com/article/
06207?pg=all
14

© 2015 Johanna Rothman
Changing Mindset is
Challenging
• We often confuse our
roles or titles with our
identities
15

© 2015 Johanna Rothman
Change is good.
You ﬁrst.
16

© 2015 Johanna Rothman
Have the Courage to
Become…
• A T-shaped person
• Someone who questions
the way things are
• Collaborative
• Change artist
17

© 2015 Johanna Rothman
Inspect and Adapt to Change
• Ability to solve problems
• Focus on what could be
• Adaptability
• Perseverance
• Leadership
18
Inspect
Adapt

© 2015 Johanna Rothman
How DoYou Solve Problems?
19
From http://en.wikipedia.org/wiki/OODA_loop

© 2015 Johanna Rothman
Satir Change Model
20

© 2015 Johanna Rothman
People don’t resist change;
They resist being changed.
— Peter Senge
21

© 2015 Johanna Rothman
WaysYou Persevere
• Tell yourself the value of
the change
• Know what keeps you
going
• Celebrate incremental
progress
22

© 2015 Johanna Rothman
Agile is Change
• Cultural change
• Project change
• Process change
• Teams might change
• Each person can become
a leader in a self-
organizing team
23

© 2015 Johanna Rothman
Become a Change Artist
• Invite people to change
• Experiment
• Listen to everyone
• Don’t label people
• Start with the smallest
possible change
24

© 2015 Johanna Rothman
Artistry is Difﬁcult
• Requires a particular
mindset:
• Let’s experiment
• Let’s learn early (instead
of fail fast)
• Let’s learn as we go
• Think Growth Mindset
25

© 2015 Johanna Rothman
Lead from Anywhere
• Your title is irrelevant
• Your actions count
• Adapt
• You can change to ﬁt your
reality
26

© 2015 Johanna Rothman
Agile Leadership
• Start with yourself…
• See the environment/
system:
• What needs to change?
• Work with others to
effect change
• Learn from results
• Do it again
27

© 2015 Johanna Rothman
References and Resources
• My questions on
createadaptablelife.com
• Pragmatic Manager and
other articles on
jrothman.com
• Explore more at the
InﬂuentialAgileLeader.com
28

© 2015 Johanna Rothman
Let’s Stay in Touch
• Pragmatic Manager:
• www.jrothman.com/
pragmaticmanager
• Please link with me on
LinkedIn
29

Agile changes how we develop products. We no longer have the big design up front, or even know enough about what the product might do at the beginning. How can you continue to create great products that people will want, and that will be coherent? You can change your perspective from serving the product to serving the people. When you include servant leadership for the people on the teams, you continue your work as a traditional architect: shepherd the business value of the architecture, explore possibilities so the teams can implement, and create new ideas for how the product(s) will fit together. In addition, you coach and serve the people on the teams. You no longer have to be the only one with the vision. You can share the vision. This challenges everyone: you and your sense of worth; the teams and how they work with you; and the organization for who does what, how, and how to compensate everyone. In this talk, Johanna Rothman will discuss how agile creates opportunities for architects, and what servant leadership can look like for architects.

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https://www.productmanagementtoday.com/frs/26903918/understanding-user-needs-and-satisfying-them We know we want to create products which our customers find to be valuable. Whether we label it as customer-centric or product-led depends on how long we've been doing product management. There are three challenges we face when doing this. The obvious challenge is figuring out what our users need; the non-obvious challenges are in creating a shared understanding of those needs and in sensing if what we're doing is meeting those needs. In this webinar, we won't focus on the research methods for discovering user-needs. We will focus on synthesis of the needs we discover, communication and alignment tools, and how we operationalize addressing those needs. Industry expert Scott Sehlhorst will: • Introduce a taxonomy for user goals with real world examples • Present the Onion Diagram, a tool for contextualizing task-level goals • Illustrate how customer journey maps capture activity-level and task-level goals • Demonstrate the best approach to selection and prioritization of user-goals to address • Highlight the crucial benchmarks, observable changes, in ensuring fulfillment of customer needs

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