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Michael Hannan's DCSUG presentation from 9/6/17, "The Art and Practice of the Agile Leader"
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DCSUG - The Art and Practice of the Agile Leader
1.
9/7/17 1 ©2017 Agile Leadership Institute Evolvagility: Growing Yourself as a Transformational Agile Leader Michael Hamman (@dochamman) Agile Leadership Institute DC SUG Washington DC September 2017 ©2017 Agile Leadership Institute Topics • Today’s Market/Technology Environment • From Predict-&-Plan to Sense-&-Respond •
From Delivery Agility to Organizational Agility • The Job of the Agile Leader • The Inner OS of the Agile Leader • What Does This Have To Do With Your Organization? • Discussion and Q&A
2.
9/7/17 2 ©2017 Agile Leadership Institute Volatility Today’s Market/Technology Environment Uncertainty http://www.levelupliving.com/how-unpredictability-creates-stress/ Accelerating Change Ambiguity V U C A ©2017 Agile Leadership Institute How do business leaders and managers typically approach VUCA?
3.
9/7/17 3 ©2017 Agile Leadership Institute Predict-&-Plan • Everything is knowable ahead of time • Change is exceptional •
Future is predictable • There is a linear, repeatable relationship between cause and effect Therefore…. • We plan up-front • We decide ahead of time • Big problems decompose into smaller, more manageable ones • Anything important can be objectively measured ©2017 Agile Leadership Institute • Relationship between cause and effect is there, but not everyone can see it • Requires high degrees of expertise and analysis • Multiple right answers • “Known unknowns” Adapted from "Cynefin - Wikipedia, the free encyclopedia." Wikipedia, the free encyclopedia. http://en.wikipedia.org/wiki/Cynefin (accessed October 4, 2011). Assumption: Work-world situations are inherently Complicated Machine Model of Organizations
4.
9/7/17 4 ©2017 Agile Leadership Institute New Processes and Structure Not All Conditions Handled New Things Fall Through the Cracks Perceived Lack of Control Start Here The Compounding of Complicated Solutions and Predict-&-Plan Methodologies…. ©2017 Agile Leadership Institute Compounded Complication https://www.pinterest.com/pin/181692166193473189/?lp=true
5.
9/7/17 5 ©2017 Agile Leadership Institute The problem may not be solvable through Complicated solutions or Predict-&-Plan approaches. ©2017 Agile Leadership Institute Sense-&-Respond • We cannot predict the future • Things will change, often in unexpected (and sometimes unwelcome
ways) • Cause-and-effect is either indeterminate or hard to see Therefore…. • We plan as we go • We decide quickly, with “just enough” information knowing we can adjust as we go • We emphasize rapid feedback and learning, so we can adjust • Create structures & processes that are emergent and adaptable
6.
9/7/17 6 ©2017 Agile Leadership Institute • Emphasis is on interactions among the parts • The history of the system effects current performance •
Cause and effect can only be perceived in retrospect • Principles can be discerned, but they are dynamic Adapted from "Cynefin - Wikipedia, the free encyclopedia." Wikipedia, the free encyclopedia. http://en.wikipedia.org/wiki/Cynefin (accessed October 4, 2011). New Assumption: Work-world Situations Are Inherently Complex Photo provided under Creative Commons by wka A ‘Living Systems’ Model of Organization ©2017 Agile Leadership Institute Premise #1: In order to meet the inherent complexity of VUCA, companies need to develop greater Sense-&-Respond capability.
7.
9/7/17 7 ©2017 Agile Leadership Institute Scrum Adopting a Sense-&-Respond Approach in Software Development Sense Respond ©2017 Agile Leadership Institute “Implement Scrum
and all of the reasons that an organization has trouble delivering quality software on schedule are thrown up in your face, day after day, month after month - made obvious and critical by Scrum.” -- Ken Schwaber, Author and pioneer of Scrum But, here’s the rub….
8.
9/7/17 8 ©2017 Agile Leadership Institute Predict-&-Plan Organizational Environment Sense-&-Respond Software Dev ©2017 Agile Leadership Institute What’s needed is not management “support”.
9.
9/7/17 9 ©2017 Agile Leadership Institute What’s needed is not management “support”. http://thepinoycivilservant.com/2015/10/12/administrative-rules-must-be-read-in-harmony/ Org’l Culture Mindset Practices & Processes ORGANIZATIONAL AGILITY Org’l Structures DELIVERY AGILITY What’s needed is organizational congruence. ©2017 Agile Leadership Institute Delivery Agility Becomes a Facet of a Broader Organizational Agility
10.
9/7/17 10 ©2017 Agile Leadership Institute Premise #2: To grow sustainably high-performance team delivery agility, you need to cultivate the emergence of broad organizational agility. Premise #1: In order to meet the inherent complexity of VUCA, companies need to develop greater Sense-&-Respond capability. ©2017 Agile Leadership Institute organizational agility | ˈˌôrɡənəˈzāSHənl əˈjilədē | noun the ability inherent in organizational systems (business, technological and human) to accurately sense
and rapidly respond to what is happening, in any moment, in order to shape an ever-changing, volatile and complex (VUCA) world toward the future to which its collective is committed. Bringing Sense-&-Respond capability to the level of the organization
11.
9/7/17 11 ©2017 Agile Leadership Institute Photo provided under Creative Commons by David Villarreal Fernández From a Machine Model of Management… Photo provided under Creative Commons by wka To a Living Systems Model of Leadership. Growing organizational agility calls for a shift in how we think about organizations… ©2017 Agile Leadership Institute https://www.youtube.com/watch?v=1HH4_yn1Q_U Installation This is a matter NOT of Transformation But of
12.
9/7/17 12 ©2017 Agile Leadership Institute Premise #1: In order to meet the inherent complexity of VUCA, we need to develop greater Sense-&-Respond capability. Premise #2: To grow sustainably high-performance team delivery agility, you need to cultivate the emergence of broad organizational agility. Premise #3: Leading such a transformational
change requires a shift in leadership mindset: from Predict-&-Plan to Sense-&- Respond. ©2017 Agile Leadership Institute agile leadership| ˈajəl ˈlēdərˌSHip | noun the ability to catalyze the emergence of deep, sustainable sense and respond (agile) capability across organizational systems.
13.
9/7/17 13 ©2017 Agile Leadership Institute What Agile Leaders Do…. They empower and enable individuals to leverage their greatest strengths in service both to themselves and to the broader institutional mission They value the inner growth and development of people, whether they are on their senior leadership teams or on the ground grinding out code They create conditions that enable individuals to equip themselves with the skills and competencies pertinent to growing broader personal agile capability—not just technical skills, but also people and relating skills They engage entire communities, and help them orient themselves around shared vision and purpose They see agile team impediments as symptoms pointing to deeper organizational dysfunctions, and work to resolve those deeper dysfunctions. They see full occupation of the major Agile roles (e.g. Scrum Master, Agile Coach, Product Owner) as a key institutional asset They are keenly aware of the foundational values and principles of Agile and seek to apply them throughout the organization They are skillful in engaging others in difficult conversations. They know how to lead situationally TAKE AN ECOSYSTEMIC APPROACH TO ORG DESIGN NOT HAVING TO HAVE THE ANSWERS GROWING LEADERS EVERYWHERE CULTIVATING ORGANIZATIONAL AGILITY SEE THE LARGER SYSTEM, AND HELP OTHERS SEE IT ©2017 Agile Leadership Institute This requires an OS Upgrade … … In You as a Leader
14.
9/7/17 14 ©2017 Agile Leadership Institute What does this OS Upgrade look like? ©2017 Agile Leadership Institute Organization-Leadership A Map of the Agile Leadership OS* Relationship-LeadershipPersonal-Leadership * A 21st Century Sense-&-Respond Leadership operating system • How I make sense of the world •
How I make meaning from my experience • My level of self-awareness and self- management • My capacity to empathically see others as themselves Complexity of Sense-Making
15.
9/7/17 15 ©2017 Agile Leadership Institute A Map of the Agile Leadership OS* * A 21st Century Sense-&-Respond Leadership operating system Three Horizons of Agile Leadership…. ©2017 Agile Leadership Institute Organization-Leadership A Map of the Agile Leadership OS* Relationship-LeadershipPersonal-Leadership * A 21st Century Sense-&-Respond
Leadership operating system • How I make sense of the world • How I make meaning from my experience • My level of self-awareness and self- management • My capacity to empathically see others as themselves Complexity of Sense-Making • My ability to communicate empathically • My skillfulness in conversation • My ability and skill in collaboration • My ability to grow and develop others Complexity in Relationship
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9/7/17 16 ©2017 Agile Leadership Institute Organization-Leadership A Map of the Agile Leadership OS* Relationship-LeadershipPersonal-Leadership * A 21st Century Sense-&-Respond Leadership operating system • How I make sense of the world •
How I make meaning from my experience • My level of self-awareness and self- management • My capacity to empathically see others as themselves Complexity of Sense-Making • My ability to communicate empathically • My skillfulness in conversation • My ability and skill in collaboration • My ability to grow and develop others Complexity in Relationship • My ability to orient communities around vision • My ability to see larger systemic dynamics, and help others see it • My ability to effect transformative change across complex systems • My ability help the org situate itself within a variety of contexts Complexity in Org’l Action ©2017 Agile Leadership Institute Organization-Leadership A Map of the Agile Leadership OS* Relationship-LeadershipPersonal-Leadership * A 21st Century Sense-&-Respond Leadership operating system Complexity of sense- making Complexity in relating Complexity in organizational action
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9/7/17 17 ©2017 Agile Leadership Institute Sense-making: The Agile Leadership OS ‘Kernel’ 33 What do you see? We construct the world in our minds. What is the nature of that construction? ©2017 Agile Leadership Institute We see the world around us through a kind of lens.
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9/7/17 18 ©2017 Agile Leadership Institute That lens not only colors our experience, and what we perceive… …It determines it. ©2017 Agile Leadership Institute The Architecture of Our Sense-making Lens Our Frame of Reference http://www.relationship-economy.com/2013/08/the-management- consultants-frame-of-reference/ Our Enculturation http://www.nmhu.edu/photography-exhibit-of-life-land-and- culture-of-canyon-de-chelly/ Our Complexity of Experiencing
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9/7/17 19 ©2017 Agile Leadership Institute In a VUCA world, our inner sense-making lens often misses the complexity around us. We may need to upgrade our inner sense-making OS. ©2017 Agile Leadership Institute There has been, over the years, a progression of operating system (OS) upgrades to meet increasing complexity of PC computing environments….
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9/7/17 20 ©2017 Agile Leadership Institutehttps://www.extremetech.com/computing/91202-ms-dos-is-30-years-old-today ©2017 Agile Leadership Institutehttps://www.extremetech.com/computing/91202-ms-dos-is-30-years-old-today https://www.youtube.com/watch?v=S-SuAaYDZIk https://www.theregister.co.uk/2013/08/20/nt_at_20/
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9/7/17 21 ©2017 Agile Leadership Institute https://fossbytes.com/32-bit-vs-64-bit-windows-os-comparison-difference/ ©2017 Agile Leadership Institute Similarly, developmental psychology has shown a progression of operating system (OS) upgrades in the minds of adults.
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9/7/17 22 ©2017 Agile Leadership Institute * Based on the research of Susanne Cook-Greuter, Bill Torbert & Bill Joiner Leader as “Tactician” Key Assumption: The source of my sense of self as a leader comes from my expertise • My value as a leader is my ability to drill down and get things done • Group staff meetings don’t really get you that much. •
Sometimes I wish I could just clone myself. • I try to use the usual techniques to get people engaged … forceful arguments, provocative questions, etc. • I focus on the most important things that are close to me • Feedback is fine, as long as they know what they’re talking about ©2017 Agile Leadership Institute * Based on the research of Susanne Cook-Greuter, Bill Torbert & Bill Joiner Leader as “Strategist” Key Assumption: The source of my sense of self as a leader comes from my ability to drive others toward my mission • My value as a leader is my ability to challenge and inspire others to go beyond what they think is possible. • I am energized by a vision and can enroll others in it • I see the bigger picture and try to help people see that same picture • I value the importance of relationships across functions • Feedback is good: it helps me get clearer on how I can improve http://www.glassceiling.com/the-self-confidence-conundrum/
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9/7/17 23 ©2017 Agile Leadership Institute * Based on the research of Susanne Cook-Greuter, Bill Torbert & Bill Joiner Leader as “Catalyst” Key Assumption: The source of my sense of self as a leader comes from a sense that we are together in an ever-evolving process • My value as a leader is my ability to help others grow into the fullest expression of themselves, and in so doing, catalyze congruent alignment with what is best for those we serve. • I am able to think holistically & strategically, even in the face of complexity and rapid change •
My direct reports see that I can be influenced by them and its not just a game to get their buy-in. • Feedback is the only way I can learn about my impact on others. https://www.directionsmag.com/pressrelease/5510 ©2017 Agile Leadership Institute This is how it breaks down in terms of the three horizons of leadership described above…
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9/7/17 24 ©2017 Agile Leadership Institute Leader as Tactician: Across the Three Horizons Personal-Leadership Relationship-Leadership Organization-Leadership •
Tactical, problem-oriented • Objective, measurable reality is what is true • Very centered & grounded in my own perspective • Identified with craft expertise • Self-awareness limited to what I think more than what I feel • I can easily take things rather personally • I get anxious when I am dealing with things I can’t understand or control • Relationships are primarily a means to an end • I know what is going on with the other person w/out having to ask • The purpose of communication is the exchange of information • I am responsible for motivating direct reports • Mentoring means teaching them things I think they need to know • I tend to focus on my immediate area of control • I prefer one-on-one meetings with my staff to team meetings • It’s hard to understand why people can’t apply what they have learned • ”Vision” is ok, but people should already know what we expect of them ©2017 Agile Leadership Institute Leader as Strategist: Across the Three Horizons Personal-Leadership Relationship-Leadership Organization-Leadership • Strategically focused • Reality has a lot of different pieces to it and can be hard to see • How I see things can be helped by hearing the perspectives of others • Identified with mission • Self-awareness includes an ability to reflect on my experience, though oftentimes after the fact • Relationships are key to achieving our mission • I know that I can’t know what is happening w/someone unless I ask • The purpose of communication is to align around mission • I am responsible for helping direct reports discover what motivates them • Mentoring means help others learn how to think to think for themselves • I tend to look out across a variety of functions across the org • Leadership team meetings are key to improving my initiatives • When people can think better for themselves, they become better partners in my mission • ”Vision” is key to helping us define our most important goals
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9/7/17 25 ©2017 Agile Leadership Institute Leader as Catalyst: Across the Three Horizons Personal-Leadership Relationship-Leadership Organization-Leadership •
Focused on purpose • Reality is ever-evolving and ever-emerging • My perspective is ever- incomplete and can only be completed by considering other’s differing perspectives • Identified with myself not as a thing, but as a process • I am almost always aware of what is happening in me in real-time, and can usually manage my reactions • Relationships are key to shaping our reality • I assume that I can never really know another; as such, I most maintain curiosity • The purpose of communication is orienting ourselves around a view of reality • I am responsible for creating an environment in which direct reports develop/grow • I tend to see our organization as an ever- unfolding ecosystem • Meetings with my staff is where our best ideas emerge • People’s inner development is just as important as learning new skills/competencies • “Vision” is the cultural ‘ether’ which helps us be oriented toward congruent action ©2017 Agile Leadership Institute How would you characterize the nature of your own sense-making OS ? How might this be helping your agile leadership? How might it be hampering?
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9/7/17 26 ©2017 Agile Leadership Institute Application Mapping to Stages of Agile Adoption ©2017 Agile Leadership Institute Delivery Agility • Focus on Delivery process • Getting the team process right •
Deal with impediments tactically Business Agility • Focus on strategies for business value & cross-org collaboration • Getting the the larger systems right • Deal with impediments strategically Organizational Agility • Focus on broader organizational, ecosystem transformation • Both human & operational agility • Impediments are key org’l feedback Increasing Complexity Stages of Agile Adoption Levels of Sense-making Agility Agile Leader as Tactician Agile Leader as Strategist Agile Leader as Catalyst
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9/7/17 27 ©2017 Agile Leadership Institute Coming Spring 2018! Agile Leadership Institute Michael Hamman, Co-founder Clive Prout, Co-founder Coming Workshops…. Evolvagility: Transforming Yourself as an Agile Leader Michael Hamman & Clive Prout, Workshop Leaders Dallas, September 27-29 2017 SOLD OUT Dallas, October 25-27 2017 Washington DC, Dec 6-8 2017 (More to come in 2018!) Register at: https://tinyurl.com/y6w5f4rm Email: michael@michaelhamman.com ©2017 Agile Leadership Institute Thank you! Michael Hamman @dochamman
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