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Leadership at every level
The document discusses various qualities of effective leadership, emphasizing traits such as honesty, communication, and creativity. It also covers concepts related to agile methodologies, decision-making frameworks, and principles for risk management and innovation. The importance of psychological safety and continuous feedback in fostering a productive work environment is highlighted throughout the text.
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Leadership at every level
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- 3. Forbes: Top 10qualities that make a great leader Honesty Delegate Communication Confidence Commitment Positive Attitude Creativity Intuition Inspire Approach @lunivore http://www.forbes.com/sites/tanyaprive/2012/12/19/ top-10-qualitiesthat-make-a-great-leader/
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- 8. Stephen Bungay, “TheArt of Action” @lunivore Intent Outcomes PlansActions Effects Gap Knowledge Gap Alignment Gap More Controls More Instructions More Information
- 9. @lunivore „Kein Operationsplan reicht miteiniger Sicherheit über das erste Zusammentreffen mit der feindlichen Hauptmacht hinaus.“
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- 11. “Scrum employs an iterative,incremental approach to optimize predictability and control risk.” - The Scrum Guide™ @lunivore
- 12. “The ability ofeach Agile Release Train to routinely and predictably deliver value is a hallmark of a successful SAFe implementation.” - Introduction to SAFe® @lunivore
- 13. Information Arrival @lunivore t Information Point atwhich most decisions are made
- 14. “…a fundamental assumption… …acertain level of predictability and order exists in the world.“ - Dave Snowden, “A Leader’s Framework for Decision Making”, Harvard Business Review
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- 17. Estimating Complexity 5. Nobodyhas ever done it before 4. Someone outside the org has done it before 3. Someone in the org has done it before 2. Someone in the team has done it before 1. We all know how to do it.
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- 23. @lunivore PeterH.Wrege,CC-SA3.0 African Bush ElephantAfrican Forest Elephant Bigger 4 toenails on front, 3 on hind Smaller, darker 5 toenails on front, 4 on hind
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- 25. Deliberate Discovery Assume ignorance Assumesecond order ignorance Optimize for discovery
- 26. Real Options Options havevalue Options expire Never commit early unless you know why
- 29. Where are your commitmentsand investments? @lunivore Yearly budgeting cycle Up-front analysis work Work done but not in use High cost of making ready for use Regulatory requirements Quarterly / rolling budget Regulatory feedback Lightweight planning Small, frequent changes Great engineering, continuous deployment, culture of change
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- 31. Coherence A realistic reason forthinking the probe might have a positive impact Can you give me an example? @lunivore
- 32. In high uncertainty… …scenariosprovide coherence, not tests @lunivore
- 33. Multiple success scenarios Ensuresyou’re not hung up on one outcome Makes it more likely that you’ll consider failure @lunivore
- 34. Coherence Given Kate doesn’tknow much about the PO role When she reads my guide Then she should understand it better. @lunivore
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- 36. Failure Scenarios Given Katedoesn’t know much about the PO role When she reads my guide Then she might feel helplessly lost. @lunivore
- 37. A Safe-To-Fail Probehas… A way of knowing it’s succeeding A way of knowing it’s failing A way of dampening it A way of amplifying it Coherence A way of avoiding failure completely @lunivore
- 38. Changing the Context GivenKate doesn’t know much about the PO role And she knows everything is new and we’re trying things out When she reads my guide Then she should let us know that didn’t work for her. @lunivore
- 39. Fail-Safe Then it shouldalso work in production @lunivore
- 40. Safe-To-Fail Then we shouldbe able to roll it back @lunivore
- 41. @lunivore Palchinsky Principles Seek outnew ideas and try new things When trying something new do it on a scale where failure will be survivable Seek out feedback and learn from your mistakes
- 42. Psychological Safety ‘‘a senseof confidence that the team will not embarrass, reject or punish someone for speaking up,’’ - Project Aristotle
- 43. @lunivore Predictable outcome; made ofthe sum of the parts Unpredictable; the “product of the interactions”* of the agents * Russell Ackoff
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- 45. Porpoise feedback Anchor thethings you value.
- 46. Sandwich Model Anchor thethings you value. Provide feedback to increase effectiveness. End with a bright future. (People write their own code!)
- 47. Atkins (no bread!) Thevalue is already anchored. The bright future is already understood. Provide feedback to increase effectiveness.
- 48. Dreyfus Modelling Novice Experienced Beginner Competent KnowledgeablePractitioner Expert @lunivore Practitioner
- 49. Dreyfus Modelling 1. Novice 2.Beginner 3. Practitioner 4. Knowledgeable 5. Expert @lunivore “You do you” Seek Independence Seek Desire Impostor Syndrome! Oh, yeah!
- 50. The “Grow” Framework Goal Reality Options WayForward @lunivore
- 51. A really greatleadership trait! @lunivore “I am feeling stressed… that’s interesting.”
- 52. The Safety Check(numbers) 1. I am going to nod and stay quiet. 2. I might talk about some things I want to fix. 3. I will share my opinions, but I’ll stay away from some controversial stuff. 4. I will talk frankly but sensitively.
- 53. The Safety Check(ESVW) Explorer Shopper Vacationer Prisoner @lunivore
- 54. “Sensemaker” by CognitiveEdge @lunivore Leadership at every level “Mastery is understanding how to work with the grain.” - Katherine Kirk
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