AgileCamp 2014 Track 2: 5 Key Leadership Ideas You Cannot Miss
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The document discusses five essential leadership tools that enhance agile results, emphasizing the importance of trust, ownership, and integrity in collaborative environments. It highlights the detrimental effects of low trust on performance and suggests that leaders foster trust by promoting transparency and empowering teams. Additionally, it encourages fixing processes rather than blaming individuals and aligning team members based on passion, skills, and organizational fit.
AgileCamp 2014 Track 2: 5 Key Leadership Ideas You Cannot Miss
- 1. five free leadership tools that improve agile results
- 2. Co-Founder, Accelinnova 801. 209. 0195 accelinnova.com blog: pollyannapixton.com t: @pollyannapixton Pollyanna PIXTON
- 4. Agile Manifesto We are uncovering better ways of developing software by doing it and helping others do it. Through this work we have come to value: Individuals and interactions over processes and tools Working software over comprehensive docs Customer collaboration over contract negotiation Responding to change over following a plan That is, while there is value in the items on the right, we value the items on the left more. www.agilemanifesto.org© 2001
- 5. Agile Manifesto We are uncovering better ways of developing software by doing it and helping others do it. Through this work we have come to value: Individuals and interactions over processes and tools Working software over comprehensive docs Customer collaboration over contract negotiation Responding to change over following a plan That is, while there is value in the items on the right, we value the items on the left more. www.agilemanifesto.org© 2001
- 6. Agile Principles Customer Satisfaction Embrace and welcome change Deliver working software frequently Business people and developers work together daily Build projects around motivated individuals. Support and trust them. Face-to-face communication is best
- 7. Agile Principles (cont.) Working software is measure of progress Sustainable development with a consistent pace Attention to technical excellence Simplicity is essential Best designs and requirements emerge from self-organized teams Team reflects regularly on how to improve
- 8. Overview 1. Trust 2. Ownership 3. Fix Processes 4. Right People 5. Integrity Matters
- 9. Trust trust
- 10. Unleashing Innovation Collaboration Process why is trust important?
- 11. the data …
- 12. 2004-2008: high trust companies out perform low trust companies by 43% - Great Place to Work add 2009: high trust companies out perform low trust companies by 126%
- 13. trust companies double performance over S&P for 10 years - Great Place to Work - Watson Wyatt study high trust companies out perform low trust companies by 300%
- 16. self protection
- 19. Project Management Change Management how can leaders help teams build Trust?
- 20. Project Management Dependency Management remove debilitating Fear
- 21. in collaboration, people fear … - Warren Bennis Beyond Bureaucracy
- 22. losing identity
- 25. what do people fear ?
- 26. Unleashing Innovation Collaboration Process group and prioritize
- 27. Leadership Role What can leaders do?
- 28. fostering trust
- 29. advance each other’s intentions and interests don’t impede them
- 30. be proactive in moving work forward
- 32. Project Management Focus, Communication, and Expectation Management honest and open communication
- 33. Build the right product share experiences
- 34. team to team trust…
- 35. “a mega team”
- 36. validate others
- 39. Leading Agile Collaboration Model Collaboration Process team based measurements
- 40. people do what they are measured by measure results
- 42. build confidence
- 43. Collaboration Model short iterations … early wins
- 45. Project Management Risk Management trust First !
- 46. Leadership Role Suspicion is a permanent condition. - Marcus Buckingham
- 47. Leadership Role other leadership roles?
- 48. Trust remove fear validate others accept risks together team-based measurements authenticity trust summary
- 49. ownership
- 50. use authentic motivation - Alfie Kohn Punished By Rewards
- 55. content
- 60. ask questions
- 62. How can we avoid the temptation to rescue our teams? Ask Questions. What would you like me to do? How would you like to solve that problem? What would you like to do? how would you like to solve it?
- 63. what would you like me to do?
- 64. exercise: leader and worker conversation
- 65. Stay Positive what questions worked?
- 66. Trust/Ownership Model Command & Control Team Does as Instructed No Ownership Leader / Process is Bottleneck Conflict Team Demotivated Mired in Bureaucracy & Wasted Effort Energy & Innovation Team Trusted Team Accountable Leader Freed Failure No One Cares HighTeam/Individual Ownership Control Trust Low Leadership &BusinessProcess
- 67. Stay Positive how can you help teams/people take ownership?
- 71. Step UpStep Up
- 72. Example…Example
- 74. ownership summary ask questions macro leadership cube don’t take back ownership
- 75. process
- 78. Leadership Role how can we fix them? ask the team!
- 79. Project Management Dependency Management collaboration process
- 80. what can we do to fix the process?
- 81. brainstorm
- 82. group in silence
- 84. Purpose Considerations Costs and Benefits Business Value Model
- 87. Where do we waste time? Cycle Time: Average end-to-end process time From problem detection To problem solution Begins and ends with customer. Problem Solution Cycle Time Customer Request Customer Satisfied
- 88. Example: Customer Requests Fix Where can we remove the waste? Customer requests fix Support triages request Dev team triages request Dev fixes, releases in fix pack Customer deploys fix pack Work: 5 min 2 hrs 1 hr 2 wks 1 hr Efficiency = Value added time Total cycle time 10.5 days 38.5 days = = 27% Wait: 5 min 3 days 1 wk 2 wks Value Added Time = 10.5 days Cycle time = Work + Wait = 38.5 days
- 89. Select Delivery Content (no travel allowed!) Need for Scope Def. 2 Hours Call & Email With Cust 1 Hour Call & Email With Cust 1 Hour 7 Days 2 Days Agreement Achieved 1 Day X 6 Customer Request to Agreement Working Time = 16 hours Elapsed Time = 32 days Wasted Time = 30 days Efficiency = 6% Note: Comparison assumes • 1 day travel to customer site • 1 day face to face work • 1 day travel home is excluded since customer is satisfied Face to Face Meeting Working Time = 8 hours Elapsed Time = 2 days Waiting Time = 1 days Efficiency = 50%
- 90. As-Is Example As a new customer, I want to enter my Information only once in the Small Business Portal SOW Tech Central (1 Day) System Test (5 Days) GOL (1 Day) Digital Cement (2 Days) Tech Central (5 Days) 1 Day 2 Wks2 Days 2 Wks2-4 Wks Process Efficiency = Work / Time = 14 / 56 = 25%
- 91. To-Be Example Requirements Planning (2 Days) System Test (5 Days) GOL (1 Day) Digital Cement (1 Day) Tech Central (5 Days) 1 Day Work = 14 days Time = 8 days Efficiency = 175%
- 92. 9292 Create a Value Stream Map Select a Process that is relevant to you Create a Value Stream Map Calculate Process Cycle Efficiency Process Efficiency = How can you change the process to reduce the waste? (the To Be state) Value Added Time Total Cycle Time
- 93. Value Stream Maps Customer value not changed Reduces the delivery time to customer
- 94. Process summary Fix processes not people Use sticky notes for improving processes Map value streams
- 95. right people
- 96. get the right people on the bus in the right seats. - Jim Collins
- 97. get the wrong people off the bus.
- 99. what are you passionate about?
- 100. what do you do best ?
- 101. how do you define success?
- 102. Passion Best Organizational Fit values do your circles intersect?
- 103. what’s holding you back?
- 104. Passion Best Organizational Fit values what about your team?
- 105. right people summary Intersection of: Your passion? What you do best? Organizational fit?
- 106. integrity matters
- 108. Enron The Smartest Guys in the Room (book and documentary)
- 111. Attract and retain: first on the basis of integrity second, motivation third, capacity fourth, understanding fifth, knowledge last and least, experience. - Dee Hock, CEO Emeritus VISA International
- 112. …knowledge without integrity is dangerous and dreadful. - Samuel Johnson, British author
- 113. how do you know if someone has integrity?
- 114. Summary summary
- 115. Trust remove fear validate others accept risks together team-based measurements authenticity trust summary
- 116. ownership summary ask questions macro leadership cube don’t take back ownership
- 117. team decides summary base decisions on business value collaboratively decide!
- 118. process summary Fix processes not people Use sticky notes for improving processes Map value streams
- 119. right people summary Intersection of: Your passion? What you do best? Organizational fit?
- 120. integrity matters summary hire and retain: Integrity first Motivation Capacity Understanding Knowledge Experience last
- 121. learn more