Give Control Create Leaders Agile 2017
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Slides from Leadership Talk Agile 2017.
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Give Control Create Leaders Agile 2017
- 1. Give Control, Create Leaders Your Biggest Barrier to Engagement is You @AdamYuret#agile2017
- 2. W W W. C O N T E X T D R I V E N A G I L I T Y. C O M Adam Yuret #agile2017
- 3. Please Turn Your Smartphones… ON! @adamyuret #Agile2017
- 4. @AdamYuret Please Turn Your Galaxy S7… ON! #agile2017
- 6. My Other Interest @AdamYuret#agile2017
- 10. Seriously Me (not speaking) 5 crew solving problems @AdamYuret#agile2017
- 14. L E A D E R - F O L L O W E R M O D E L @AdamYuret#agile2017
- 17. C O M M A N D A N D C O N T R O L @AdamYuret#agile2017
- 18. Demand and be Disappointed @AdamYuret#agile2017
- 20. “Change requires pain, we need to make them feel shame in order for them to want to change.” “I don’t need predictability I just need to be able to report that engineers are working as hard as possible.” “Scrum isn’t working but it’s our (leadership’s) fault. We didn’t tell them hard enough. “ “I don’t want ‘the business’ involved in our process. I just want agile to create hyper productive horizontal engineering teams.” L E A D E R - F O L L O W E R M O D E L
- 28. Certify vs. Brief Push vs. Pull @AdamYuret#agile2017
- 29. 1 . T E L L M E W H AT T O … 2 . I T H I N K … 3 . I R E C O M M E N D … 4 . I R E Q U E S T … 5 . I I N T E N D T O … 6 . I ’ V E D O N E … Marquet Ladder of Leadership @AdamYuret#agile2017
- 30. “ S T R AT E G Y D E P L O Y M E N T ” @AdamYuret#agile2017
- 31. R O A D M A P S H AV E M O R E T H A N O N E R O A D . @AdamYuret #agile2017
- 32. @ C AT S W E T E L @AdamYuret#agile2017
- 33. @AdamYuret L E A N L E A D E R S TA N D A R D W O R K A C C O U N TA B I L I T Y B O A R D S D ATA D R I V E N D E C I S I O N - M A K I N G @AdamYuret#agile2017
- 34. “ L E A D E R S TA N D A R D W O R K ” • Create Spreadsheet of Leader Standard Practices • Design and Implement ‘Accountability Boards’ • Communicate Cadence For Board Review @AdamYuret#agile2017
- 35. S TA N D A R D I Z E AT T H E A P P R O P R I AT E L E V E L @AdamYuret#agile2017
- 37. @AdamYuret “ L E A N ” A C C O U N TA B I L I T Y B O A R D S @AdamYuret#agile2017
- 39. Pressure Makes The Bad Thinkings“I find that when the immediate predecessor iscorrect, a speller has a 13 to 64 percent greaterprobability of making a mistake, relative to the predecessor being incorrect.” *Johnathan Smith Georgia State University (jhr.uwpress.org/content/48/2/265.abstract) @AdamYuret#agile2017
- 40. “ L E A D E R S TA N D A R D W O R K ” R E A C TA N C E ! @AdamYuret#agile2017
- 41. L E A D E R S TA N D A R D W O R K • Create and Maintain Psychological Safety • Seek to Understand and Communicate Strategy • Invite and Publicly Reward Candor • Support Your Reports (No ‘They’) • Understand Demand and Grow Capability @AdamYuret#agile2017
- 42. Vice Presidents C-Suite Directors Line Managers Delivery Teams (Design - Deploy) Customers @AdamYuret#agile2017
- 43. Directors Vice Presidents C-Suite Line Managers Delivery Teams (Design - Deploy) Customers @AdamYuret#agile2017
- 44. L E A D E R S TA N D A R D W O R K A leader: Seeks to know what their customers want. A leader: Seeks to know their capacity to meet that demand both technically and volumetrically. A leader: Grows technical capability through hiring, cross-training, bringing in consulting, developing technical communities of practice. A leader: Mentors their reports to ensure a clear succession plan and takes stewardship of their org to ensure people are advancing equitably in their careers and satisfied with their workplace. A leader: Communicates strategic intents at the appropriate time- horizon to their reports and encourages honest feedback about those strategic intents to effectively communicate that feedback upwards into the longer strategic time-horizons into which that leader's org nests. A leader: Stewards a community and environment of respectful psychological safety without which none of the essential communication previously listed can survive.
- 45. " N O P L A N O F O P E R AT I O N S E X T E N D S W I T H C E RTA I N T Y B E Y O N D T H E F I R S T E N C O U N T E R W I T H T H E E N E M Y ' S M A I N S T R E N G T H ” - H E L M U T H K A R L B E R N H A R D G R A F V O N M O LT K E @AdamYuret
- 46. Friction Activity in war is movement through a resistant medium. -Carl Philipp Gottfried von Clausewitz @AdamYuret#agile2017
- 47. M A K E W O R K V I S I B L E @AdamYuret#agile2017
- 48. “This absolutely MUST ship by 07/01!” -CIO “I’m not going to be the one to tell him.” -Everyone “…besides, there’s a ton of garbage in our backlog we shouldn’t even do!” -Everyone D ATA - D R I V E N D E C I S I O N S @AdamYuret#agile2017
- 49. D ATA - D R I V E N D E C I S I O N S @AdamYuret#agile2017
- 52. 52 Leaders 1.Make people feel safe 2.Encourage people to think 3.Don’t brief, certify! 4.Leaders fix the environment (not people) 5.Leaders understand capacity and seek to match it to demand. 6.Leaders grow capabilities, creating more leaders. @AdamYuret#agile2017
- 54. 54 T I M E U R G E N C Y P E R C E N T W H O H E L P E D L O W R U S H 6 3 % M E D I U M R U S H 4 5 % H I G H R U S H What would you do?
- 55. 55 T I M E U R G E N C Y P E R C E N T W H O H E L P E D L O W R U S H 6 3 % M E D I U M R U S H 4 5 % H I G H R U S H 1 0 % What would you do?
- 57. http://imgur.com/JjBMudp “Gave our poodle a summer haircut and broke our cat.” Give Control! @AdamYuret#agile2017 @AdamYuret#agile2017
- 59. Summary 59
- 64. “Technical” Coach! • Programming Mother#$%^ • Pairing, Mobbing, xDD All The Things • #NOAllTheNotProgrammingThings • #Typing! @AdamYuret#agile2017
- 65. “Non-Technical” Coach! • Status Meetings! • Harmful Estimates • Wasteful Not-Typing • Micromanagement @AdamYuret#agile2017
- 66. #NoFalseDichotomy • Craftsmanship supporting customers • Estimates and forecasts where useful • Responsible balanced metrics • Professional leadership • Shared ownership of outcomes @AdamYuret#agile2017
- 68. 68 “Soft” “Hard” • Take a genuine Interest in people. • Build an organization that is socially equitable & strategically purposeful. • Encourage people to make their own decisions by removing tacit and explicit constraints. • Use data to understand and grow capacity and capability. • Invite people to measure what can/should be measured • Mentor and be mentored. • Learn psychology, analytics, organizational design, and statistical modeling. Create Leaders
- 69. 69 How do you measure the effectiveness of a coach or leader?
- 70. “People don’t want easy, they want agency” Out of 14 Santa Fe officers 10 became Submarine Captains @AdamYuret#agile2017
- 71. “ L E A D E R S H I P I S T H E A B I L I T Y T O E N H A N C E T H E E N V I R O N M E N T S O T H AT E V E RY O N E I S E M P O W E R E D T O C O N T R I B U T E C R E AT I V E LY T O S O LV I N G P R O B L E M S . ” -Jerry Weinberg
- 73. Lean Coffee 73 Gatlin A 7:15-8:30 Available at the book table
- 74. Books & References The best data things: FocusedObjective.com Great leadership things: http://www.davidmarquet.com/ Leadership, agile & forecasting services: http://bit.ly/YuretA