Growing Agile Managers - Braz Brandt - Keep Austin Agile 2018
•
1 like•166 views
With less than one-third of the workplace describing themselves as "engaged in their work", the importance of the role of the manager for engaged, effective teams is critically important. But, if we're building self-organizing Agile teams, what's a manager even DO in an Agile organization? In this talk, Braz presents the evolving role of the Agile manager, a development path to evaluate and design your personal growth, and activities you can take back to work tomorrow to support employees and teams in ways that are closely aligned with Agile values and principles.
Recommended
Recommended
More Related Content
What's hot
What's hot (20)
Similar to Growing Agile Managers - Braz Brandt - Keep Austin Agile 2018
Similar to Growing Agile Managers - Braz Brandt - Keep Austin Agile 2018 (20)
More from Agile Velocity
More from Agile Velocity (20)
Recently uploaded
Recently uploaded (20)
Growing Agile Managers - Braz Brandt - Keep Austin Agile 2018
- 1. AGILEVELOCITY.COM | 512.298.2835 | INFO@AGILEVELOCITY.COM GROWING AGILE MANAGERS May 24, 2018 | Keep Austin Agile 2018 1
- 2. PROPRIETARY AND CONFIDENTIALAGILE VELOCITY ACCELERATE AGILITY THE PATH TO AGILITY™ Our proven transformation framework 2
- 3. PROPRIETARY AND CONFIDENTIALAGILE VELOCITY ACCELERATE AGILITY MORE GREAT SESSIONS Who Else is Speaking? Reese Schmit "Agile = No Planning = Bull$hit" Braz Brandt “Growing Agile Managers” Brian O’Fallon "So You Made Your Project Managers ScrumMasters" David Hawks "Next Level Agile" 3
- 4. PROPRIETARY AND CONFIDENTIALAGILE VELOCITY ACCELERATE AGILITY ABOUT ME 4 BRAZ BRANDT Enterprise Agile Coach @braz braz@agilevelocity.com www.agilevelocity.com
- 5. PROPRIETARY AND CONFIDENTIALAGILE VELOCITY ACCELERATE AGILITY WHERE ARE WE NOW? 5
- 6. PROPRIETARY AND CONFIDENTIALAGILE VELOCITY ACCELERATE AGILITY A QUICK SURVEY OF US… 6 • How many of us are managers today, or have been managers? • How many of us have any formal training at how to manage people?
- 7. PROPRIETARY AND CONFIDENTIALAGILE VELOCITY ACCELERATE AGILITY GALLUP “STATE OF THE AMERICAN MANAGER” 7 Less than one-third 70% 1 in 10 Less than a third of American employees describe themselves as “engaged” in their work; effective managers are responsible for 70% of the variance in employee engagement. However, only one in ten managers currently have the skills and talent defined with effectively being a manager.
- 8. PROPRIETARY AND CONFIDENTIALAGILE VELOCITY ACCELERATE AGILITY WE SUCK AT FINDING MANAGERS 8 [T]he Curse of the Silicon Valley is that great engineers are often promoted to leadership for their hard work. While many succeed in this role, an equal part fails because the skills required to lead are vastly different than the ones required to be an engineer. The Curse is that we’re often placing our most valuable engineers in a role where they’re predisposed to fail. Michael Lopp (@rands) Rands in Repose – “DNA” “
- 9. PROPRIETARY AND CONFIDENTIALAGILE VELOCITY ACCELERATE AGILITY WE SUCK AT BEING MANAGERS 9 [T]he Curse of the Silicon Valley is that great engineers are often promoted to leadership for their hard work. While many succeed in this role, an equal part fails because the skills required to lead are vastly different than the ones required to be an engineer. The Curse is that we’re often placing our most valuable engineers in a role where they’re predisposed to fail. Michael Lopp (@rands) Rands in Repose – “DNA” “
- 10. PROPRIETARY AND CONFIDENTIALAGILE VELOCITY ACCELERATE AGILITY GROWING AGILE MANAGERS 10 • The New Role of the Agile Manager • The New Skills of the Agile Manager
- 11. PROPRIETARY AND CONFIDENTIALAGILE VELOCITY ACCELERATE AGILITY THE NEW ROLE OF THE AGILE MANAGER 11
- 12. PROPRIETARY AND CONFIDENTIALAGILE VELOCITY ACCELERATE AGILITY WHAT TYPE OF MANAGER? 12 Database Administrators Manager, Databases Software Developers Manager, Development Senior Manager, Software Delivery
- 13. PROPRIETARY AND CONFIDENTIALAGILE VELOCITY ACCELERATE AGILITY WHAT TYPE OF MANAGER? 13 Managers Senior Managers Directors Directors Senior Directors Vice Presidents Departments Divisions
- 14. PROPRIETARY AND CONFIDENTIALAGILE VELOCITY ACCELERATE AGILITY WHAT DO THESE MANAGERS DO? 14
- 15. PROPRIETARY AND CONFIDENTIALAGILE VELOCITY ACCELERATE AGILITY COMMAND AND CONTROL 15 Leaders Know Exactly What To Do! Leaders Can Build the Perfect Plan! We Tell Our Managers What To Do… …and They Just Have Their Teams Do It!
- 16. PROPRIETARY AND CONFIDENTIALAGILE VELOCITY ACCELERATE AGILITY WHERE THIS (SOMETIMES, KINDA) WORKS… 16
- 17. PROPRIETARY AND CONFIDENTIALAGILE VELOCITY ACCELERATE AGILITY WHERE THIS REALLY DOESN’T WORK AT ALL… 17
- 18. PROPRIETARY AND CONFIDENTIALAGILE VELOCITY ACCELERATE AGILITY COMMAND AND CONTROL 18 Today’s missions are simultaneously more complex and more dynamic, requiring the collective capabilities and efforts of many organizations in order to succeed. This requirement for assembling a diverse set of capabilities and organizations into an effective coalition is accompanied by shrinking windows of response opportunity. Traditional approaches to Command and Control are not up to the challenge. Simply stated, they lack the agility required in the 21st century. “ David Alberts, Richard Hayes Understanding Command and Control International Command and Control Institute, 2006
- 19. PROPRIETARY AND CONFIDENTIALAGILE VELOCITY ACCELERATE AGILITY COMMAND AND CONTROL 19 “ David Alberts, Richard Hayes Understanding Command and Control International Command and Control Institute, 2006 Today’s missions are simultaneously more complex and more dynamic, requiring the collective capabilities and efforts of many organizations in order to succeed. This requirement for assembling a diverse set of capabilities and organizations into an effective coalition is accompanied by shrinking windows of response opportunity. Traditional approaches to Command and Control are not up to the challenge. Simply stated, they lack the agility required in the 21st century.
- 20. PROPRIETARY AND CONFIDENTIALAGILE VELOCITY ACCELERATE AGILITY HOW DO WE HANDLE COMPLEXITY? 20
- 21. PROPRIETARY AND CONFIDENTIALAGILE VELOCITY ACCELERATE AGILITY NEW ROLE OF THE AGILE MANAGER 21 Instead of thinking about building the right organization, think about organizing and re- organizing as an ongoing activity, in response to changing organizational needs. Then, the new role of the Agile Manager is to create the conditions to allow for an organization to probe, sense, and respond to emerging customer and market opportunities.
- 22. PROPRIETARY AND CONFIDENTIALAGILE VELOCITY ACCELERATE AGILITY COMMAND AND CONTROL 22 Today’s missions are simultaneously more complex and more dynamic, requiring the collective capabilities and efforts of many organizations in order to succeed. This requirement for assembling a diverse set of capabilities and organizations into an effective coalition is accompanied by shrinking windows of response opportunity. Traditional approaches to Command and Control are not up to the challenge. Simply stated, they lack the agility required in the 21st century. “ David Alberts, Richard Hayes Understanding Command and Control International Command and Control Institute, 2006
- 23. PROPRIETARY AND CONFIDENTIALAGILE VELOCITY ACCELERATE AGILITY 23 Create Cross-Functional Teams! Assembling a diverse set of capabilities and organizations into an effective coalition…
- 24. PROPRIETARY AND CONFIDENTIALAGILE VELOCITY ACCELERATE AGILITY 24 Create Cross-Functional Teams! 24
- 25. PROPRIETARY AND CONFIDENTIALAGILE VELOCITY ACCELERATE AGILITY 25 Prioritizing Work Deciding How Managing Capacity Collecting Customer Feedback Managing Stakeholders Negotiating Scope Maximizing Value Training & Development When we cut across organizational barriers and traditional management structures to create Agile teams, we create autonomous, empowered teams that take on most tasks handled by traditional line managers. Assembling a diverse set of capabilities and organizations into an effective coalition…
- 26. PROPRIETARY AND CONFIDENTIALAGILE VELOCITY ACCELERATE AGILITY 26 Agile Managers can provide and reinforce vision to create alignment and clarity around the value our teams deliver, and our organizational capacity
- 27. PROPRIETARY AND CONFIDENTIALAGILE VELOCITY ACCELERATE AGILITY 27 Agile Managers provide mentoring and growth paths to people in the same job family, and help circulate lessons learned between teams, squads, and divisions. Agile Managers help maintain consistency between teams, and define the guardrails within which teams can innovate.
- 28. PROPRIETARY AND CONFIDENTIALAGILE VELOCITY ACCELERATE AGILITY THE NEW ROLE OF THE AGILE MANAGER 28 • Defining and evangelizing a clear and compelling Vision • Create alignment and clarity • Provide mentoring and career growth paths • Circulate and advance learning • Help maintain consistency across teams, squads, trains, divisions • Create and maintain high-performing teams empowered to solve business problems Prioritizing Work Deciding How Managing Capacity Collecting Customer Feedback Managing Stakeholders Negotiating Scope Maximizing Value Training & Development
- 29. PROPRIETARY AND CONFIDENTIALAGILE VELOCITY ACCELERATE AGILITY THE NEW SKILLS OF THE AGILE MANAGER 29
- 30. PROPRIETARY AND CONFIDENTIALAGILE VELOCITY ACCELERATE AGILITY MANAGEMENT SKILLS & TALENT 30 1 in 10 Less than a third of American employees describe themselves as “engaged” in their work; effective managers are responsible for 70% of the variance in employee engagement. However, only one in ten managers currently have the skills and talent defined with effectively being a manager.
- 31. PROPRIETARY AND CONFIDENTIALAGILE VELOCITY ACCELERATE AGILITY THE TWO HALVES OF MODERN MANAGEMENT 31 Managing Self Managing Others
- 32. PROPRIETARY AND CONFIDENTIALAGILE VELOCITY ACCELERATE AGILITY THE TWO HALVES OF MODERN MANAGEMENT 32 Managing Self Managing Others
- 33. PROPRIETARY AND CONFIDENTIALAGILE VELOCITY ACCELERATE AGILITY “EXPERT” MANAGERS 33 [T]he Curse of the Silicon Valley is that great engineers are often promoted to leadership for their hard work. While many succeed in this role, an equal part fails because the skills required to lead are vastly different than the ones required to be an engineer. The Curse is that we’re often placing our most valuable engineers in a role where they’re predisposed to fail. Michael Lopp (@rands) Rands in Repose – “DNA” “
- 34. PROPRIETARY AND CONFIDENTIALAGILE VELOCITY ACCELERATE AGILITY 34 Expert Achiever Catalyst As organizations, we promote our experts into increasing levels of management, removing them from the domain where they built their expertise. Without providing a way for our Expert Leaders to grow – to develop as adult learners beyond their Expert style of leadership – we are equipping our most talented people to fail.
- 35. PROPRIETARY AND CONFIDENTIALAGILE VELOCITY ACCELERATE AGILITY EXPERT LEADERSHIP 35 Believes ”Leaders are followed because of their expertise and authority.” Organizational Scope Tactically focused on incremental improvements within the team or group Team Leadership One-on-one management and supervision Pivotal Conversations Low tolerance for conflict – either assertive or accommodating
- 36. PROPRIETARY AND CONFIDENTIALAGILE VELOCITY ACCELERATE AGILITY ACHIEVER LEADERSHIP 36 Believes ”Leaders are followed because of their expertise and authority.” Organizational Scope Tactically focused on incremental improvements within the team or group Team Leadership One-on-one management and supervision Pivotal Conversations Low tolerance for conflict – either assertive or accommodating Believes “Leaders motivate by creating challenging, satisfying ways to contribute to larger goals.” Organizational Scope Strategically focused on outcomes, making changes to address environmental impediments Team Leadership Direct reports are viewed as a team that needs to be managed and orchestrated together Pivotal Conversations Moderate tolerance for conflict – primarily assertive or accommodating, but can shift as needed
- 37. PROPRIETARY AND CONFIDENTIALAGILE VELOCITY ACCELERATE AGILITY CATALYST LEADERSHIP 37 Believes “Leaders motivate articulating an inspiring vision, then empowering and developing others to deliver.” Organizational Scope Develop organizational scope and capacity to meet any challenge Team Leadership Creates highly participative and empowered teams that leads change together Pivotal Conversations Greater tolerance for conflict – combines assertiveness and accommodation with advocacy and inquiry. Believes “Leaders motivate by creating challenging, satisfying ways to contribute to larger goals.” Organizational Scope Strategically focused on outcomes, making changes to address environmental impediments Team Leadership Direct reports are viewed as a team that needs to be managed and orchestrated together Pivotal Conversations Moderate tolerance for conflict – primarily assertive or accommodating, but can shift as needed
- 38. PROPRIETARY AND CONFIDENTIALAGILE VELOCITY ACCELERATE AGILITY 38 “ “ “Expert Achiever Catalyst People think of me as a problem solver – I get things done. I used to jump in and start fire- fighting, now I take a breath and try to understand how problems are connected. We got people together, told them what the problem was and the outcomes we needed, then turned them loose to do their best and most creative thinking.
- 39. PROPRIETARY AND CONFIDENTIALAGILE VELOCITY ACCELERATE AGILITY 39 Sphere of Control Sphere of Influence Sphere of Influence Sphere of Control Expert Leader Catalyst Leader
- 40. PROPRIETARY AND CONFIDENTIALAGILE VELOCITY ACCELERATE AGILITY MANAGING SELF 40 Leadership Agility provides a framework to evaluate our skills and talents – as leaders of people and teams – and provides new skills for managers when working with our teams.
- 41. PROPRIETARY AND CONFIDENTIALAGILE VELOCITY ACCELERATE AGILITY THE TWO HALVES OF MODERN MANAGEMENT 41 Managing Self Managing Others
- 42. PROPRIETARY AND CONFIDENTIALAGILE VELOCITY ACCELERATE AGILITY MANAGING OTHERS 42 1 in 10 Less than a third of American employees describe themselves as “engaged” in their work; effective managers are responsible for 70% of the variance in employee engagement. However, only one in ten managers currently have the skills and talent defined with effectively being a manager.
- 43. PROPRIETARY AND CONFIDENTIALAGILE VELOCITY ACCELERATE AGILITY 43 Agile Managers help create high-performing teams by providing them the necessary autonomy to do their work, the support to become masters of their craft, and the appropriate purpose to achieve results. Autonomy Mastery Purpose
- 44. PROPRIETARY AND CONFIDENTIALAGILE VELOCITY ACCELERATE AGILITY EMPOWER AUTONOMOUS TEAMS 44 Idyllic Self-Organization Delegation Boards
- 45. PROPRIETARY AND CONFIDENTIALAGILE VELOCITY ACCELERATE AGILITY GROW STRUCTURES TO SUPPORT MASTERY 45 Forming Storming Norming Performing
- 46. PROPRIETARY AND CONFIDENTIALAGILE VELOCITY ACCELERATE AGILITY ENERGIZE PEOPLE WITH PURPOSE 46 Why What How
- 47. PROPRIETARY AND CONFIDENTIALAGILE VELOCITY ACCELERATE AGILITY THE NEW SKILLS OF THE AGILE MANAGER 47 Managing Self Managing Others
- 48. PROPRIETARY AND CONFIDENTIALAGILE VELOCITY ACCELERATE AGILITY 48 • Defining and evangelizing a clear and compelling Vision • Create alignment and clarity • Provide mentoring and career growth paths • Circulate and advance learning • Help maintain consistency across teams, squads, trains, divisions • Create and maintain high-performing teams empowered to solve business problems Prioritizing Work Deciding How Managing Capacity Collecting Customer Feedback Managing Stakeholders Negotiating Scope Maximizing Value Training & Development Managing Self Managing Others
- 49. PROPRIETARY AND CONFIDENTIALAGILE VELOCITY ACCELERATE AGILITY QUESTIONS & ANSWERS 49
- 50. PROPRIETARY AND CONFIDENTIALAGILE VELOCITY ACCELERATE AGILITY THANK YOU! 50 Braz Brandt // @braz Enterprise Agile Coach Agile Velocity, LLC // @AgileVelocity
- 51. PROPRIETARY AND CONFIDENTIALAGILE VELOCITY ACCELERATE AGILITY REFERENCES 51
- 52. PROPRIETARY AND CONFIDENTIALAGILE VELOCITY ACCELERATE AGILITY 52 • Gallup 2015 “State of the American Manager” Report • “DNA”, Rands in Repose • A Leader’s Framework for Decision Making, Dave Snowden, Harvard Business Review • Leadership Agility, Bill Joiner • Management 3.0, Jurgen Appelo • Managing for Happiness, Jurgen Appelo • “Drive”, Daniel Pink • “The Puzzle of Motivation”, Dan Pink @ TED • “Start with Why” and “Find Your Why”, Simon Sinek • “Developmental Sequence in Small Groups”, Bruce Tuckman • “Tuckman’s Stages of Group Development”, Wikipedia • “Scaling Agile @ Spotify…”, Henrik Kniberg • “Spotify Engineering Culture, Part 1”, Henrik Kniberg et al.