growing yourself as a transformational leader - with annotations sept 2017
TRANSCRIPT
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©2017AgileLeadershipInstitute
Evolvagility:GrowingYourselfasaTransformationalAgileLeader
MichaelHamman(@dochamman)AgileLeadershipInstitute
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Topics
• Today’sMarket/TechnologyEnvironment• FromPredict-&-PlantoSense-&-Respond• FromDelivery AgilitytoOrganizationalAgility• TheJoboftheAgileLeader
• TheInnerOSoftheAgileLeader• WhatDoesThisHaveToDoWithYourOrganization?
• DiscussionandQ&A
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Volatility
Today’sMarket/TechnologyEnvironment
Uncertainty
http://www.levelupliving.com/how-unpredictability-creates-stress/
AcceleratingChange
AmbiguityVUCA
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HowdobusinessleadersandmanagerstypicallyapproachVUCA?
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Predict-&-Plan
• Everythingisknowableaheadoftime• Changeisexceptional• Futureispredictable• Thereisalinear,repeatablerelationshipbetweencauseandeffect
Therefore….
• Weplanup-front• Wedecideaheadoftime• Bigproblemsdecomposeintosmaller,moremanageableones
• Anythingimportantcanbeobjectivelymeasured
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• Relationshipbetweencauseandeffectisthere,butnoteveryonecanseeit
• Requireshighdegreesofexpertiseandanalysis
• Multiplerightanswers• “Knownunknowns”
Adaptedfrom"Cynefin- Wikipedia,thefreeencyclopedia."Wikipedia,thefreeencyclopedia.http://en.wikipedia.org/wiki/Cynefin(accessedOctober4,2011).
Assumption:Work-worldsituationsareinherentlyComplicated
MachineModelofOrganizations
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NewProcesses
andStructure
NotAllConditionsHandled
NewThingsFallThroughtheCracks
PerceivedLackofControl
StartHere
TheCompoundingofComplicatedSolutionsandPredict-&-PlanMethodologies….
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CompoundedComplication
https://www.pinterest.com/pin/181692166193473189/?lp=true
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TheproblemmaynotbesolvablethroughComplicatedsolutionsorPredict-&-Planapproaches.
What’sneededasanentirelydifferentapproach.
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Sense-&-Respond
• Wecannotpredictthefuture• Thingswillchange,ofteninunexpected(andsometimesunwelcomeways)
• Cause-and-effectiseitherindeterminateorhardtosee
Therefore….
• Weplanaswego• Wedecidequickly,with“justenough”informationknowingwecanadjustaswego
• Weemphasizerapidfeedbackandlearning,sowecanadjust
• Createstructures&processesthatareemergent andadaptable
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• Emphasisisoninteractionsamongtheparts
• Thehistoryofthesystemeffectscurrentperformance
• Causeandeffectcanonlybeperceivedinretrospect
• Principlescanbediscerned,buttheyaredynamic
Adaptedfrom"Cynefin- Wikipedia,thefreeencyclopedia."Wikipedia,thefreeencyclopedia.http://en.wikipedia.org/wiki/Cynefin(accessedOctober4,2011).
New Assumption:Work-worldSituationsAreInherentlyComplex
PhotoprovidedunderCreativeCommonsbywka
A‘LivingSystems’ModelofOrganization
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Premise#1:InordertomeettheinherentcomplexityofVUCA,companiesneedtodevelopgreaterSense-&-Respondcapability.
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Scrum
AdoptingaSense-&-RespondApproachinSoftwareDevelopment
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“Implement Scrum and all of the reasons that an organization has trouble delivering quality software on schedule are thrown up in your face, day after day, month after month - made obvious and critical by Scrum.”
-- Ken Schwaber, Author and pioneer of Scrum
But,here’stherub….
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TheproblemariseswhenwetrytogrowSense-&-RespondsoftwaredevelopmentwithinaPredict-&-Plan
organizationalenvironment
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What’sneededisnotmanagement“support”.
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What’sneededisnotmanagement“support”.
http://thepinoycivilservant.com/2015/10/12/administrative-rules-must-be-read-in-harmony/
Org’lCulture
MindsetPractices&Processes
ORGANIZATIONALAGILITY
Org’lStructures
DELIVERYAGILITY
What’sneededisorganizationalcongruence.
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DeliveryAgilityBecomesaFacet ofaBroaderOrganizational Agility
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Premise#2:Togrowsustainablyhigh-performanceteamdelivery agility,youneedtocultivatetheemergenceofbroadorganizational agility.
Premise#1:InordertomeettheinherentcomplexityofVUCA,companiesneedtodevelopgreaterSense-&-Respondcapability.
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organizationalagility|ˈˌôrɡənəˈzāSHənləˈjilədē|
nountheabilityinherentinorganizationalsystems(business,technologicalandhuman)toaccuratelysense andrapidlyrespond towhatishappening,inanymoment,inordertoshapeanever-changing,volatile andcomplex(VUCA) worldtowardthefuturetowhichitscollectiveiscommitted.
BringingSense-&-Respondcapabilitytotheleveloftheorganization
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FromaMachineModelofManagement…
PhotoprovidedunderCreativeCommonsbywka
ToaLivingSystemsModelofLeadership.
Growingorganizationalagilitycallsforashiftinhowwethinkaboutorganizations…
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https://www.youtube.com/watch?v=1HH4_yn1Q_U
InstallationThisisamatterNOTof
TransformationButof
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Premise#1:InordertomeettheinherentcomplexityofVUCA,weneedtodevelopgreaterSense-&-Respondcapability.
Premise#2:Togrowsustainablyhigh-performanceteamdelivery agility,youneedtocultivatetheemergenceofbroadorganizational agility.Premise#3:Leadingsuchatransformational changerequiresashiftinleadershipmindset:fromPredict-&-Plan toSense-&-Respond.
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agileleadership|ˈajəl ˈlēdərˌSHip |
nountheabilitytocatalyzetheemergenceofdeep,sustainablesense andrespond (agile)capabilityacrossorganizationalsystems.
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WhatAgileLeadersDo….
Theyempowerandenableindividualstoleveragetheirgreateststrengthsinservicebothtothemselvesandtothebroaderinstitutionalmission
Theyvaluetheinnergrowthanddevelopmentofpeople,whethertheyareontheirseniorleadershipteamsoronthegroundgrindingoutcode
Theycreateconditionsthatenableindividualstoequipthemselveswiththeskillsandcompetenciespertinenttogrowingbroaderpersonalagilecapability—notjusttechnicalskills,butalsopeopleandrelatingskills
Theyengageentirecommunities,andhelpthemorientthemselvesaroundsharedvisionandpurpose
Theyseeagileteamimpedimentsassymptomspointingtodeeperorganizationaldysfunctions,andworktoresolvethosedeeperdysfunctions.
TheyseefulloccupationofthemajorAgileroles(e.g.ScrumMaster,AgileCoach,ProductOwner)asakeyinstitutionalasset
TheyarekeenlyawareofthefoundationalvaluesandprinciplesofAgileandseektoapplythemthroughouttheorganization
Theyareskillfulinengagingothersindifficultconversations.
TheyknowhowtoleadsituationallyTAKEANECOSYSTEMICAPPROACHTOORGDESIGN
NOTHAVINGTOHAVETHEANSWERS
GROWINGLEADERSEVERYWHERE
CULTIVATINGORGANIZATIONALAGILITY
SEETHELARGERSYSTEM,ANDHELPOTHERSSEEIT
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ThisrequiresanOSUpgrade…
…InYou asaLeader
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WhatdoesthisOSUpgradelooklike?
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AMapoftheAgileLeadershipOS*
*A21st CenturySense-&-Respond Leadershipoperatingsystem
ThreeHorizons ofAgileLeadership….
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Organization-Leadership
AMapoftheAgileLeadershipOS*
Relationship-LeadershipPersonal-Leadership
*A21st CenturySense-&-Respond Leadershipoperatingsystem
• HowImakesenseoftheworld• HowImakemeaningfrommyexperience• Mylevelofself-awarenessandself-
management• Mycapacitytoempathicallyseeothersas
themselves
ComplexityofSense-Making
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Organization-Leadership
AMapoftheAgileLeadershipOS*
Relationship-LeadershipPersonal-Leadership
*A21st CenturySense-&-Respond Leadershipoperatingsystem
• HowImakesenseoftheworld• HowImakemeaningfrommyexperience• Mylevelofself-awarenessandself-
management• Mycapacitytoempathicallyseeothersas
themselves
ComplexityofSense-Making
• Myabilitytocommunicateempathically• Myskillfulnessinconversation• Myabilityandskillincollaboration• Myabilitytogrowanddevelopothers
ComplexityinRelationship
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Organization-Leadership
AMapoftheAgileLeadershipOS*
Relationship-LeadershipPersonal-Leadership
*A21st CenturySense-&-Respond Leadershipoperatingsystem
• HowImakesenseoftheworld• HowImakemeaningfrommyexperience• Mylevelofself-awarenessandself-
management• Mycapacitytoempathicallyseeothersas
themselves
ComplexityofSense-Making
• Myabilitytocommunicateempathically• Myskillfulnessinconversation• Myabilityandskillincollaboration• Myabilitytogrowanddevelopothers
ComplexityinRelationship
• Myabilitytoorientcommunitiesaroundvision• Myabilitytoseelargersystemicdynamics,and
helpothersseeit• Myabilitytoeffecttransformativechangeacross
complexsystems• Myabilityhelptheorgsituateitselfwithina
varietyofcontexts
ComplexityinOrg’lAction
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Organization-Leadership
AMapoftheAgileLeadershipOS*
Relationship-LeadershipPersonal-Leadership
*A21st CenturySense-&-Respond Leadershipoperatingsystem
Complexityofsense-making
Complexityinrelating Complexityinorganizationalaction
Attheheartofitall(theOS’kernel’)isyourinnersense-makingcomplexity.
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Sense-making:TheAgileLeadershipOS‘Kernel’
33
Whatdoyousee? Weconstructtheworldinourminds.
Whatisthenatureofthatconstruction?
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Weseetheworldaroundusthroughakindoflens.
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Thatlensnotonlycolors ourexperience,andwhatweperceive…
…Itdetermines it.
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TheArchitectureofOurSense-makingLens
OurFrameofReference
http://www.relationship-economy.com/2013/08/the-management-consultants-frame-of-reference/
OurEnculturation
http://www.nmhu.edu/photography-exhibit-of-life-land-and-culture-of-canyon-de-chelly/
OurComplexityofExperiencing
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InaVUCAworld,ourinnersense-makinglensoftenmissesthecomplexityaroundus.
Wemayneedtoupgradeourinnersense-makingOS.
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Therehasbeen,overtheyears,aprogressionofoperatingsystem(OS)upgradestomeetincreasingcomplexityofPCcomputingenvironments….
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©2017AgileLeadershipInstitutehttps://www.extremetech.com/computing/91202-ms-dos-is-30-years-old-today
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©2017AgileLeadershipInstitutehttps://www.extremetech.com/computing/91202-ms-dos-is-30-years-old-today https://www.youtube.com/watch?v=S-SuAaYDZIkhttps://www.theregister.co.uk/2013/08/20/nt_at_20/
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Similarly,developmentalpsychologyhasshownaprogressionofoperatingsystem(OS)upgradesinthemindsofadults.
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©2017AgileLeadershipInstitute*BasedontheresearchofSusanneCook-Greuter,BillTorbert&BillJoiner
Leaderas“Tactician”
KeyAssumption:Thesourceofmysenseofselfasaleadercomesfrommyexpertise
• Myvalueasaleaderismyabilitytodrilldownandgetthingsdone
• Groupstaffmeetingsdon’treallygetyouthatmuch.• SometimesIwishIcouldjustclonemyself.• Itrytousetheusualtechniquestogetpeopleengaged…
forcefularguments,provocativequestions,etc.• Ifocusonthemostimportantthingsthatareclosetome• Feedbackisfine,aslongastheyknowwhatthey’re
talkingabout
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Leaderas“Strategist”
KeyAssumption:Thesourceofmysenseofselfasaleadercomesfrommyabilitytodriveotherstowardmymission
• Myvalueasaleaderismyabilitytochallengeandinspireotherstogobeyondwhattheythinkispossible.
• Iamenergizedbyavisionandcanenrollothersinit• Iseethebiggerpictureandtrytohelppeopleseethat
samepicture• Ivaluetheimportanceofrelationshipsacrossfunctions• Feedbackisgood:ithelpsmegetcleareronhowIcan
improve
http://www.glassceiling.com/the-self-confidence-conundrum/
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Leaderas“Catalyst”
KeyAssumption:Thesourceofmysenseofselfasaleadercomesfromasensethatwearetogetherinanever-evolvingprocess
• Myvalueasaleaderismyabilitytohelpothersgrowintothefullestexpressionofthemselves,andinsodoing,catalyzecongruentalignmentwithwhatisbestforthoseweserve.
• Iamabletothinkholistically&strategically,eveninthefaceofcomplexityandrapidchange
• MydirectreportsseethatIcanbeinfluencedbythemanditsnotjustagametogettheirbuy-in.
• FeedbackistheonlywayIcanlearnaboutmyimpactonothers. https://www.directionsmag.com/pressrelease/5510
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Thisishowitbreaksdownintermsofthethreehorizonsofleadershipdescribedabove…
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LeaderasTactician:AcrosstheThreeHorizons
Personal-Leadership Relationship-Leadership Organization-Leadership
• Tactical,problem-oriented• Objective,measurablereality
iswhatistrue• Verycentered&groundedin
myownperspective• Identifiedwithcraftexpertise• Self-awarenesslimitedto
whatIthinkmorethanwhatIfeel
• Icaneasilytakethingsratherpersonally
• IgetanxiouswhenIamdealingwiththingsIcan’tunderstandorcontrol
• Relationshipsareprimarilyameans toanend
• Iknowwhatisgoingonwiththeotherpersonw/outhavingtoask
• Thepurposeofcommunicationistheexchangeofinformation
• Iamresponsibleformotivatingdirectreports
• MentoringmeansteachingthemthingsIthinktheyneedtoknow
• Itendtofocusonmyimmediateareaofcontrol
• Ipreferone-on-onemeetingswithmystafftoteammeetings
• It’shardtounderstandwhypeoplecan’tapplywhattheyhavelearned
• ”Vision”isok,butpeopleshouldalreadyknowwhatweexpectofthem
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LeaderasStrategist:AcrosstheThreeHorizons
Personal-Leadership Relationship-Leadership Organization-Leadership
• Strategicallyfocused• Realityhasalotofdifferent
piecestoitandcanbehardtosee
• HowIseethingscanbehelpedbyhearingtheperspectivesofothers
• Identifiedwithmission• Self-awarenessincludesan
abilitytoreflectonmyexperience,thoughoftentimesafterthefact
• Relationshipsarekeytoachievingourmission
• IknowthatIcan’tknowwhatishappeningw/someoneunlessIask
• Thepurposeofcommunicationistoalignaroundmission
• Iamresponsibleforhelpingdirectreportsdiscoverwhatmotivatesthem
• Mentoringmeanshelpotherslearnhow tothinktothinkforthemselves
• Itend tolookoutacrossavarietyoffunctionsacrosstheorg
• Leadershipteam meetingsarekeytoimprovingmyinitiatives
• Whenpeoplecan thinkbetterforthemselves,theybecomebetterpartnersinmymission
• ”Vision”iskeytohelpingusdefineour mostimportantgoals
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LeaderasCatalyst:AcrosstheThreeHorizons
Personal-Leadership Relationship-Leadership Organization-Leadership
• Focusedonpurpose• Realityisever-evolvingand
ever-emerging• Myperspectiveisever-
incompleteandcanonlybecompletedbyconsideringother’sdiffering perspectives
• Identifiedwithmyselfnotasathing,butasaprocess
• Iamalmostalwaysawareofwhatishappeninginmeinreal-time,andcanusuallymanagemyreactions
• Relationshipsarekeytoshaping ourreality
• IassumethatIcanneverreallyknowanother;assuch,Imostmaintaincuriosity
• Thepurposeofcommunicationisorientingourselvesaroundaviewofreality
• Iamresponsibleforcreatinganenvironmentinwhichdirectreportsdevelop/grow
• Itendtoseeourorganizationasanever-unfolding ecosystem
• Meetingswithmystaffiswhereourbestideasemerge
• People’sinner developmentisjustasimportantaslearning newskills/competencies
• “Vision”isthecultural‘ether’whichhelpsusbeorientedtowardcongruentaction
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ThinkAboutIt
Howwouldyoucharacterizethenatureofyourownsense-makingOS?Howmightthisbehelpingyouragileleadership?Howmightitbehampering?
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ApplicationMappingtoStagesofAgileAdoption
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©2017AgileLeadershipInstitute
DeliveryAgility• FocusonDeliveryprocess• Gettingtheteamprocessright• Dealwithimpedimentstactically
BusinessAgility• Focusonstrategiesforbusinessvalue
&cross-orgcollaboration• Gettingthethelargersystemsright• Dealwithimpedimentsstrategically
OrganizationalAgility• Focusonbroaderorganizational,
ecosystemtransformation• Bothhuman &operational agility• Impedimentsarekeyorg’l feedback
Increasin
gCo
mplexity
StagesofAgileAdoption LevelsofSense-makingAgility
AgileLeaderasTactician
AgileLeaderasStrategist
AgileLeaderasCatalyst
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ComingSpring2018!
AgileLeadershipInstituteMichaelHamman,Co-founderCliveProut,Co-founder
ComingWorkshops….
Evolvagility:TransformingYourselfasanAgileLeaderMichaelHamman&CliveProut,WorkshopLeaders
Dallas,September27-292017 SOLDOUTDallas,October25-272017WashingtonDC,Dec6-82017
(Moretocomein2018!)
Registerat:https://tinyurl.com/y6w5f4rmEmail:[email protected]
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©2017AgileLeadershipInstitute
Thankyou!MichaelHamman
@dochamman