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

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

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

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

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)

PROPRIETARY AND CONFIDENTIALAGILE VELOCITY ACCELERATE AGILITY
Let Go

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

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?

Self-Organizing teams lead to better outcomes

Knowledge
Workers
want
Autonomy

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

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

Why = Purpose
How = Process
What = Result

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
(complete the survey)

5 Elements of OKR
Make Goals
Inspiring
Failure
Happens
Always
Measure
Progress
Make Goals
Public
Make Clear
Goals

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

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

RELATED CONTENT
David Hawks
Executive Agile Coach and
Trainer
david@agilevelocity.com
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Path to Leadership Agility - David Hawks, Dallas ALN | Agile Velocity

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