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David Hawks
@austinagile
Path to Agile Leadership
PROPRIETARY AND CONFIDENTIALAGILE VELOCITY ACCELERATE AGILITY
David Hawks
@austinagile
david@agilevelocity.com
Executive Agile Coach & Trainer
AgileVelocity.com | 512.298.2835 | info@AgileVelocity.com
Breakout Rooms
Technology Today
Path to Leadership Agility - David Hawks, Dallas ALN | Agile Velocity
Path to Leadership Agility - David Hawks, Dallas ALN | Agile Velocity
Path to Leadership Agility - David Hawks, Dallas ALN | Agile Velocity
Path to Leadership Agility - David Hawks, Dallas ALN | Agile Velocity
PROPRIETARY AND CONFIDENTIAL
AGILE VELOCITY ACCELERATE AGILITY
THE PATH TO AGILITY®
Our proven transformation framework
Align
Accelerate
Adapt
Predict
Learn
Chaos & Resistance
Integration
&
Practice
New Status Quo
Status Quo
OrgSystemTeam
Purpose Driven
Leadership
Whole Org Agility
Financial Agility
Customer Centered
Market
Responsiveness
Experiment Driven
Development
Objective Data-Driven
Decisions
Compelling Purpose
Rollout Strategy
Teams Aligned to
Value
Team Formed
Team Empowerment
Action Enabled
Ability to Measure
Cross-Team
Coordination
Visibility Created
Team Ownership
Agile Leadership
Ability to Focus
Multi-Team
Predictability
Ability to Forecast
Complexity Reduced
Predictable Delivery
Cadence
Quality Feedback

Loop Shortened
Faster Time to Value
Reduced Cycle Time
Release Continuously
Sustaining
Improvement
Decision Agility
Network of Teams
The Path To Agility® Transformation Framework
Align Learn Predict Accelerate Adapt
10
Why Change?
LIVING IN A VUCA WORLD
Volatile - Speed, magnitude, turbulence and dynamics of change
Uncertain - Unclear about the present and hard to predict the future
Complex - Multiple interdependencies amongst a globally interconnected world
Ambiguous - Lack of clarity of the meaning of events
Taylorism
Command and Control
Standards
UtilizationManagement 1.0
Management 1.0
Management 2.0
Lean
Eliminate Waste
Reduce Volatility
Management 1.0
Management 2.0
Management 3.0
Agile
Empower the
Worker
Servant Leadership
AgileVelocity.com | 512.298.2835 | info@AgileVelocity.com
1. What are 3-5 Capabilities of Bad Leaders
2. What are 3-5 Capabilities of Good Leaders?
Good Leader vs Bad Leader?
Breakout Discussion for 6 minutes
(Take a few minutes to introduce yourselves)
AgileVelocity.com | 512.298.2835 | info@AgileVelocity.com
AgileVelocity.com | 512.298.2835 | info@AgileVelocity.com
22
Empower Team
Excellence
Path to Leadership Agility - David Hawks, Dallas ALN | Agile Velocity
Path to Leadership Agility - David Hawks, Dallas ALN | Agile Velocity
Path to Leadership Agility - David Hawks, Dallas ALN | Agile Velocity
Path to Leadership Agility - David Hawks, Dallas ALN | Agile Velocity
PROPRIETARY AND CONFIDENTIALAGILE VELOCITY ACCELERATE AGILITY
Let Go
AgileVelocity.com | 512.298.2835 | info@AgileVelocity.com
As a leader, what do you need to do to “Let Go”
and allow the team to thrive?
Letting Go
Take a minute a jot down a couple thoughts
29
Decision Agility
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
Self-Organizing teams lead to better outcomes
Knowledge
Workers
want
Autonomy
AgileVelocity.com | 512.298.2835 | info@AgileVelocity.com
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?
Decisions
AgileVelocity.com | 512.298.2835 | info@AgileVelocity.com
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
Delegation Poker
Breakout Activity
for 8 minutes
35
Purpose Driven
Leadership
Go Get Me a Rock!
Why = Purpose
How = Process
What = Result
AgileVelocity.com | 512.298.2835 | info@AgileVelocity.com
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
Subjective vs Objective Decision Making
Breakout Discussion for 5 minutes
(complete the survey)
AgileVelocity.com | 512.298.2835 | info@AgileVelocity.com
© Copyright Agile Velocity, LLC All Rights Reserved
Objective
Objective: _____________________
• Key Result 1: ________________
• Key Result 2: ________________
• Key Result 3: ________________
5 Elements of OKR
Make Goals
Inspiring
Failure
Happens
Always
Measure
Progress
Make Goals
Public
Make Clear
Goals
AgileVelocity.com | 512.298.2835 | info@AgileVelocity.com
Drive Customer Promoters
• Implement 5 new features
• Post job to hire 3 new CSRs
Bad and Good OKRs
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
AgileVelocity.com | 512.298.2835 | info@AgileVelocity.com
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?
Writing good objectives
Breakout Activity for 8 minutes
PROPRIETARY AND CONFIDENTIAL
AGILE VELOCITY ACCELERATE AGILITY
THE PATH TO AGILITY®
Our proven transformation framework
Align
Accelerate
Adapt
Predict
Learn
Chaos & Resistance
Integration
&
Practice
New Status Quo
Status Quo
OrgSystemTeam
Purpose Driven
Leadership
Whole Org Agility
Financial Agility
Customer Centered
Market
Responsiveness
Experiment Driven
Development
Objective Data-Driven
Decisions
Compelling Purpose
Rollout Strategy
Teams Aligned to
Value
Team Formed
Team Empowerment
Action Enabled
Ability to Measure
Cross-Team
Coordination
Visibility Created
Team Ownership
Agile Leadership
Ability to Focus
Multi-Team
Predictability
Ability to Forecast
Complexity Reduced
Predictable Delivery
Cadence
Quality Feedback

Loop Shortened
Faster Time to Value
Reduced Cycle Time
Release Continuously
Sustaining
Improvement
Decision Agility
Network of Teams
The Path To Agility® Transformation Framework
Align Learn Predict Accelerate Adapt
PROPRIETARY AND CONFIDENTIAL
AGILE VELOCITY ACCELERATE AGILITY
RELATED CONTENT
David Hawks
Executive Agile Coach and
Trainer
david@agilevelocity.com
Provide your email in the poll for
more info on Agile Leadership. We
will send you….
! Full slide deck
! 8 Common Pitfalls of An Agile Transformation
Whitepaper
! Business Outcomes Part I: Speed
PROPRIETARY AND CONFIDENTIAL
AGILE VELOCITY ACCELERATE AGILITY
AGILE VELOCITY
Learn more about our services & Path to Agility® Framework
Email us at
info@agilevelocity.com
If you need to work on your foundational practices...
We offer Private Agile Training to help leaders and their employees build a
common base of practices for a successful Agile transformation.
If you need to re-focus...
Our Agile Assessment services will identify gaps, establish a baseline for the
transformation moving forward, and determine key next steps for achieving your
goals.
If you feel stuck mid-transformation...
Our Agility Tune-up service is customized to target the most pressing challenges
or sticking points that are keeping your teams from achieving desired outcomes.
If you need ongoing support during your transformation...
Our Agile Transformation services are based on our Path to Agility®
Transformation framework, helping organizations build the capabilities needed
to achieve desired business goals with confidence.

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Path to Leadership Agility - David Hawks, Dallas ALN | Agile Velocity

  • 2. PROPRIETARY AND CONFIDENTIALAGILE VELOCITY ACCELERATE AGILITY David Hawks @austinagile david@agilevelocity.com Executive Agile Coach & Trainer
  • 3. AgileVelocity.com | 512.298.2835 | info@AgileVelocity.com Breakout Rooms Technology Today
  • 8. PROPRIETARY AND CONFIDENTIAL AGILE VELOCITY ACCELERATE AGILITY THE PATH TO AGILITY® Our proven transformation framework Align Accelerate Adapt Predict Learn Chaos & Resistance Integration & Practice New Status Quo Status Quo
  • 9. OrgSystemTeam Purpose Driven Leadership Whole Org Agility Financial Agility Customer Centered Market Responsiveness Experiment Driven Development Objective Data-Driven Decisions Compelling Purpose Rollout Strategy Teams Aligned to Value Team Formed Team Empowerment Action Enabled Ability to Measure Cross-Team Coordination Visibility Created Team Ownership Agile Leadership Ability to Focus Multi-Team Predictability Ability to Forecast Complexity Reduced Predictable Delivery Cadence Quality Feedback
 Loop Shortened Faster Time to Value Reduced Cycle Time Release Continuously Sustaining Improvement Decision Agility Network of Teams The Path To Agility® Transformation Framework Align Learn Predict Accelerate Adapt
  • 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
  • 18. Management 1.0 Management 2.0 Management 3.0 Agile Empower the Worker Servant Leadership
  • 19. AgileVelocity.com | 512.298.2835 | info@AgileVelocity.com 1. What are 3-5 Capabilities of Bad Leaders 2. What are 3-5 Capabilities of Good Leaders? Good Leader vs Bad Leader? Breakout Discussion for 6 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
  • 27. PROPRIETARY AND CONFIDENTIALAGILE VELOCITY ACCELERATE AGILITY Let Go
  • 28. AgileVelocity.com | 512.298.2835 | info@AgileVelocity.com As a leader, what do you need to do to “Let Go” and allow the team to thrive? Letting Go Take a minute a jot down a couple thoughts
  • 30. 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
  • 31. Self-Organizing teams lead to better outcomes
  • 33. AgileVelocity.com | 512.298.2835 | info@AgileVelocity.com 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? Decisions
  • 34. AgileVelocity.com | 512.298.2835 | info@AgileVelocity.com 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 Delegation Poker Breakout Activity for 8 minutes
  • 36. Go Get Me a Rock!
  • 37. Why = Purpose How = Process What = Result
  • 38. AgileVelocity.com | 512.298.2835 | info@AgileVelocity.com 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 Subjective vs Objective Decision Making Breakout Discussion for 5 minutes (complete the survey)
  • 39. AgileVelocity.com | 512.298.2835 | info@AgileVelocity.com
  • 40. © Copyright Agile Velocity, LLC All Rights Reserved Objective Objective: _____________________ • Key Result 1: ________________ • Key Result 2: ________________ • Key Result 3: ________________
  • 41. 5 Elements of OKR Make Goals Inspiring Failure Happens Always Measure Progress Make Goals Public Make Clear Goals
  • 42. AgileVelocity.com | 512.298.2835 | info@AgileVelocity.com Drive Customer Promoters • Implement 5 new features • Post job to hire 3 new CSRs Bad and Good OKRs 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
  • 43. AgileVelocity.com | 512.298.2835 | info@AgileVelocity.com 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? Writing good objectives Breakout Activity for 8 minutes
  • 44. PROPRIETARY AND CONFIDENTIAL AGILE VELOCITY ACCELERATE AGILITY THE PATH TO AGILITY® Our proven transformation framework Align Accelerate Adapt Predict Learn Chaos & Resistance Integration & Practice New Status Quo Status Quo
  • 45. OrgSystemTeam Purpose Driven Leadership Whole Org Agility Financial Agility Customer Centered Market Responsiveness Experiment Driven Development Objective Data-Driven Decisions Compelling Purpose Rollout Strategy Teams Aligned to Value Team Formed Team Empowerment Action Enabled Ability to Measure Cross-Team Coordination Visibility Created Team Ownership Agile Leadership Ability to Focus Multi-Team Predictability Ability to Forecast Complexity Reduced Predictable Delivery Cadence Quality Feedback
 Loop Shortened Faster Time to Value Reduced Cycle Time Release Continuously Sustaining Improvement Decision Agility Network of Teams The Path To Agility® Transformation Framework Align Learn Predict Accelerate Adapt
  • 46. PROPRIETARY AND CONFIDENTIAL AGILE VELOCITY ACCELERATE AGILITY RELATED CONTENT David Hawks Executive Agile Coach and Trainer david@agilevelocity.com Provide your email in the poll for more info on Agile Leadership. We will send you…. ! Full slide deck ! 8 Common Pitfalls of An Agile Transformation Whitepaper ! Business Outcomes Part I: Speed
  • 47. PROPRIETARY AND CONFIDENTIAL AGILE VELOCITY ACCELERATE AGILITY AGILE VELOCITY Learn more about our services & Path to Agility® Framework Email us at info@agilevelocity.com If you need to work on your foundational practices... We offer Private Agile Training to help leaders and their employees build a common base of practices for a successful Agile transformation. If you need to re-focus... Our Agile Assessment services will identify gaps, establish a baseline for the transformation moving forward, and determine key next steps for achieving your goals. If you feel stuck mid-transformation... Our Agility Tune-up service is customized to target the most pressing challenges or sticking points that are keeping your teams from achieving desired outcomes. If you need ongoing support during your transformation... Our Agile Transformation services are based on our Path to Agility® Transformation framework, helping organizations build the capabilities needed to achieve desired business goals with confidence.