Path to Agile Leadership with David Hawks - Utah Women in Agile
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The current rate of disruption and increasing amount of global competition demand leaders work differently. On top of that, there is a new workforce dynamic in place that requires leaders to empower teams, inspire workers, and lead with intention. In this session at Utah Women in Agile, David Hawks discussed key capabilities leaders need to develop to thrive in this new, unpredictable world.
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Path to Agile Leadership with David Hawks - Utah Women in Agile
- 1. David Hawks | @austinagile Path to Agile Leadership
- 2. AGILE VELOCITY David Hawks 2 • Executive Agile Coach • Founder, Agile Velocity • Certified Scrum Trainer • Certified Enterprise Coach • Path to Agility Facilitator Contact: @austinagile david@agilevelocity.com
- 3. AGILE VELOCITY Breakout Rooms Technology Today Technology Today
- 10. Why Change?
- 11. LIVING IN A VUCA WORLD
- 12. Volatile - Speed, magnitude, turbulence and dynamics of change
- 13. Uncertain - Unclear about the present and hard to predict the future
- 14. Complex - Multiple interdependencies amongst a globally interconnected world
- 15. Ambiguous - Lack of clarity of the meaning of events
- 17. Management 1.0 Management 2.0 Lean Eliminate Waste Reduce Volatility
- 18. Management 1.0 Management 2.0 Management 3.0 Agile Empower the Worker Servant Leadership
- 19. AGILE VELOCITY Good Leader vs Bad Leader? 25 1. What are 3-5 Capabilities of Bad Leaders 2. What are 3-5 Capabilities of Good Leaders? Breakout Discussion for 8 minutes (Take a few minutes to introduce yourselves)
- 20. AgileVelocity.com | 512.298.2835 | info@AgileVelocity.com
- 21. AgileVelocity.com | 512.298.2835 | info@AgileVelocity.com
- 23. Why = Purpose How = Process What = Result
- 29. AGILE VELOCITY Foster a Learning Culture Foster a Learning Culture What is needed from the leader: • For the team to take ownership? • For the team to establish a learning culture?
- 30. PROPRIETARY AND CONFIDENTIALAGILE VELOCITY ACCELERATE AGILITY Let Go
- 31. AGILE VELOCITY Letting Go 45 As a leader, what do you need to do to “Let Go” and allow the team to thrive? Take a minute and jot down a couple thoughts
- 32. Create Focus
- 33. Drowning in a Sea of Opportunity
- 34. Project 1 Project 3 All High Priority! How does Alex decide what to work on next? Carter How We Normally Assign Work Alex James Camryn Janet Will Project 2
- 35. Project 1 Project 3 Carter Alex James Camryn Janet Will Team Prioritized Team Backlog Project 2 How We Should Prioritize Work
- 37. Decision Agility
- 38. Traditional Hierarchy Network of Teams How does the decision making differ in the two models? 1. How do the leaders need to operate differently? 2. How do the employees operate differently? 3. What are the benefits of each? Breakout Discussion for 6 minutes
- 39. Self-Organizing teams lead to better outcomes
- 41. AGILE VELOCITY Decisions 59 Write down 3 different leadership decisions made at your company recently: 1. What was a really tough decision? 2. What was a really easy decision? 3. What was one in the middle?
- 42. AGILE VELOCITY Delegation Poker 60 1. Take turns in your group reading one your decisions 2. Everyone simultaneously votes (use fingers) for one of the following delegation levels 3. Discuss 4. Repeat on next decision Breakout Activity for 8 minutes
- 44. Go Get Me a Rock!
- 45. AGILE VELOCITY Subjective vs Objective Decision Making 63 Which of the following is a subjective vs objective based decision criteria? A. The CEO selects features X, Y and Z as the highest priority B. 20% of customers surveyed say that Feature X is important C. A Sales Rep says if we get this feature done she can close a $5M deal D. The Sales VP wants a feature complete by the June 15th TradeShow E. When A/B tested version B of the feature performed 5% better F. 300 New customers provided their email on the landing page for our new offering G. 30% of shoppers abandon their cart at the place order page Breakout Discussion for 5 minutes (complete the survey)
- 46. AgileVelocity.com | 512.298.2835 | info@AgileVelocity.com
- 47. © Copyright Agile Velocity, LLC All Rights Reserved Objective • Key Result 1: ________________ • Key Result 2: ________________ • Key Result 3: _______________ Objective: _____________________
- 48. 5 Elements of OKR Make Goals Inspiring Failure Happens Always Measure Progress Make Goals Public Make Clear Goals
- 49. AGILE VELOCITY Bad and Good OKRs Drive Customer Promoters • Implement 5 new features • Post job to hire 3 new CSRs Improve Employee Engagement • Run employee satisfaction survey by March 30 • Schedule 1-1s with all employees • Create plan to implement OKRs Drive Customer Promoters • Average monthly NPS of over 25 • <90 day repeat business increase of 20% Improve Employee Engagement • Average monthly eNPS score of over 50 • Conduct weekly Fun Fridays with an external speaker • 4 New innovation ideas pitched at the monthly meeting by employees
- 50. AGILE VELOCITY Writing good objectives 68 1. Each person think of an initiative your team has ownership of this quarter. 2. Share with each other 3. Help each other turn 1 or 2 into an OKR A. Is it measurable? B. Is it outcome-oriented? C. Is the purpose clear? D. Does it have a mix of leading and lagging key results? E. Did you remove the “How”? i.e. remove the tasks? Breakout Activity for 8 minutes
- 52. AGILE VELOCITY Agile Velocity is a holistic business agility firm that helps organizations build the capabilities needed to achieve measurable business results. Results like predictability, speed, employee engagement, and market responsiveness. We do this using our framework, the Path to Agility®. Using it, we’ve helped organizations of all sizes and across many industries avoid standard pitfalls and realize results more quickly. As your partner, we promise to... ● Focus 100% on business results ● Prioritize outcomes and capabilities over process and practices ● Be a true partner and equip you with the skills to sustain agility 71 About Agile Velocity Our partners For more information email us at info@agilevelocity.com
Editor's Notes
- Intro and Why Change - 15 mins Inspire Vision - 13 mins Empower Teams - 17 mins Create Focus - 12 mins Decision Agility - 21 mins Purpose Driven - 20 mins
- rate of change - international competition iPhone, Cloud, DevOps
- Janet - turn into pictures rate of change - international competition iPhone, Cloud, DevOps
- The world has changed Its not about just building the same thing Not command control, hierarchy, etc. and managing utilization & efficiency rate of which fortune 500 companies are going out of business http://theundercoverrecruiter.com/wp-content/uploads/2015/02/factory-workers.jpg
- Our workforce has changed to Knowledge Workers Our leadership style has to change The old ways aren’t working http://d3thflcq1yqzn0.cloudfront.net/024924936_prevstill.jpeg
- 1 out of 5 workers is fully engaged 1 brain doesn’t scale Zombie workers https://peterwhibley.files.wordpress.com/2013/09/78806319.jpg
- Knowledge Workers are motivated by AMP not money Not just interchangeable resources Are you taking it away from them? http://www.thefamilywoman.com/wp-content/uploads/free-woman-1024x1022.jpg
- command control, hierarchy, etc. and managing utilization standards http://theundercoverrecruiter.com/wp-content/uploads/2015/02/factory-workers.jpg
- Efficiency - eliminate waste reduce volatility improve quality
- Agile
- Characteristics of a Bad Leader https://www.polleverywhere.com/discourses/CON8uOaQDBEFNntJrWmNb
- Characteristics of a Good Leader https://www.polleverywhere.com/discourses/alZLvnwWmiJRomMC4gbfy
- Why = the Purpose How = the Process What = the Result
- At each level, you retain the capacities of the earlier levels; you may intentionally ‘downshift’ *when appropriate* to use the lower level leadership styles.
- Win/lose == Duality or scarcity mindset. “OR”. Black or white. right or wrong.
- See shades of grey instead of ‘black and white’.‘people are resources’ is less harsh than ‘pawns’.
- Genuine Curiosity. Win+Win=Abundance mindset. “AND”. Black AND white. See the validity in multiple perspectives.
- End at 15 mins
- Empower with common goal Emergent Leadership The manager can support the team
- highlight safety and google study
- does not mean blind autonomy requires transparency. trust but verify.
- highlight safety and google study
- Too much demand vs throughput Managers like to triage and assign Shoving more paper in the printer
- Multi-tasking kills Need to Limit WIP Nothing is getting done done - just busy http://i.huffpost.com/gen/2106776/images/o-MULTITASKING-facebook.jpg
- We assign people to projects They get overloaded Everything is high Exercise: Standup, find 3 people in the room, introduce yourself, find out what is the way alex prioritizes in their organization, when the music starts then find your way back to your seats, a couple minutes go (At beginning of exercise no more then 35 minutes in) Easiest, Coolest, Whoever is screaming the loudest
- Prioritize Break Work Down - small batches Move the Queue to the front Impact of Change
- Get Value delivered to customers Increase productivity of team (less task switching)
- Org View Speed How does the leader operate different? Peer relationships, 1st team How do the employees operate different? Take ownership?
- True concept of team - everyone working together for common goal Empowered to solve the why Self-organizing in the how Team size 7+/- 2 - break up work https://userscontent2.emaze.com/images/0f2e2f03-5d63-45a8-a00d-a761731e6504/c2c59612-6233-45ed-8412-1291a7e4925bimage2.jpeg
- Knowledge Workers are motivated by AMP not money Not just interchangeable resources Are you taking it away from them? http://www.thefamilywoman.com/wp-content/uploads/free-woman-1024x1022.jpg
- Which of the following are objective based decision criteria? (vs subjective) https://www.polleverywhere.com/multiple_choice_polls/XMcNgt2JwDTkabFKzT6B0
- Make Clear Goals and clear measures of success