Agile Leadership: Practical Steps to a Delicate Balance - Agile2016

Agile Leadership: Practical Steps to a Delicate Balance

Susan K DiFabioAgile 2016

OUTCOME

Lean toward “too little”

Get out of the Way!

Step back!

Make room for others.

Failure is key to learning!

The Product Owner decides!

OUTCOME

Lean toward

“too much”

Make it happen!

Step up!

Drive success!

Failure is not an option!

Remove impediments!

Outcome

Get out of the Way!

Make it happen!

Step up!

Drive success!

Failure is not an option!Remove

impediments!

Step back!

Make room for otherss

Failure is key to learning!

The Product Owner decides!

Make it happen!Make it

Possible!

Make It Possible

Outcome

Make it Possible1. Supply the context

Outcome

Make it Possible1. Supply the context2. Supply the capability

Outcome

Make it Possible1. Supply the context2. Supply the capability3. Supply the environment

Outcome

Make it Possible1. Supply the context2. Supply the capability3. Supply the environment4. Be the role model

“The manager’s function is not to make people work, but to make it possible for

people to work.”

Tom DeMarco & Timothy

Lister - Peopleware

PROCESS

Lean toward

“too little”

Let the team decide!

Emergent design!

Self organization

It depends

PROCESS

Leantoward

“too much”

Standardize the process!

Best practices!

Do Agile the “right” way!

Agile assessments.

Standardize the process!

Best practices!

Do Agile the “right” way!

Agile assessments.

Let the team decide!

Emergent design!

Self organization

It depends

Establish the boundaries.

Standardize the process

vs.Let the team

decide

Process

Establish the boundaries1. Decision-making boundaries

Process

Establish the boundaries1. Decision-making boundaries2. Time boundaries

Process

Establish the boundaries1. Decision-making boundaries2. Time boundaries 3. Make policies explicit

PEOPLE

Leantoward

“too little”

Empower the team!

Team ownership…

Trust the team

Transparency

PEOPLE

Leantoward

“too much”

You are accountable!

Annual goal setting…

Metrics drive behavior.

Managers write performance

reviews

You are accountable!

Annual goal setting…

Metrics drive behavior.

Managers write performance

reviews

Empower the team!

Team ownership…

Trust the team

Transparency

Make it safe!Environment

of anxiety

People

Make It Safe1. Turn blame to curiosity

People

Make It Safe1. Turn blame to curiosity2. Rethink the meaning of “accountable”

People

Make It Safe1. Turn blame to curiosity2. Rethink the meaning of “accountable”3. One on ones – with active listening

People

Make It Safe1. Turn blame to curiosity2. Rethink the meaning of “accountable”3. One on ones – with active listening4. Encourage equal air time

“What are so you afraid of? No one is going to die if we get this wrong.”

~Powerful question from director to team

member

FOCUS ON CHANGE

Leantoward

“too little”

Embrace change!

Emergent planning and

design…

Change shouldn’t bother you; we’re

Agile now!

Inspect and adapt!

FOCUS ON CHANGE

Leantoward“much”

Improve predictability!

Don’t disrupt the team!

Commit to the Sprint!

We can’t run a business without a

due date!

Improve predictability!

Don’t disrupt the team!

Commit to the Sprint!

We can’t run a business without a

due date!

Embrace change!

Emergent planning and

design…

Change shouldn’t bother you; we’re

Agile now!

Inspect and adapt!

Get comfortable with change.

Embrace change!

Change

Get Comfortable With Change1. Understand the Satir change model

Change

Get Comfortable With Change1. Understand the Satir change model2. Predict change

Change

Get Comfortable With Change1. Understand the Satir change model2. Predict change3. Understand “complex” work domains

Change

Get Comfortable With Change1. Understand the Satir change model2. Predict change3. Understand “complex” work domains4. Communicate the “Why?”

Change

Get Comfortable With Change1. Understand the Satir change model2. Predict change3. Understand “complex” work domains4. Communicate the “Why?”

Practical StepsOutcome - Make it Possible1. Supply the context2. Supply the capability3. Supply the environment4. Be the role model

People - Make It Safe1. Turn blame to curiosity2. Rethink “accountable”3. Hold one on ones4. Provide equal air time

Process - Set the Boundaries1. Decision boundaries2. Time boundaries 3. Make policies explicit

Change – Get Comfy With It1. Understand Satir model2. Predict change3. “Complex” work domain4. Communicate “Why?”

Practical StepsOutcome - Make it Possible(vision, capability, environment, role model)

1. ______________2. ______________3. ______________

People - Make It Safe(curiosity, “accountability”, one-on-ones, equal air time)

1. ______________2. ______________3. ______________

Process - Set the Boundaries(decisions, time, explicit policies)

1. ______________2. ______________3. ______________

Change – Get Comfy With It(understanding, complexity, “Why?”, prediction)

1. ______________2. ______________3. ______________

http://skdifabio.comSKDiFabio@gmail.com@SKDiFabiowww.linkedin.com/in/SusanDiFabiohttps://leanpub.com/agilejourneys

Thank You – Feedback Please

Susan DiFabio

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