John Krewson MasterCard Worldwide,...
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Transforming Leaders John Krewson MasterCard Worldwide, Inc.
Transcript of John Krewson MasterCard Worldwide,...
Transforming Leaders
John Krewson
MasterCard Wor ldwide, Inc .
How confident are you…
In your ability to change team behaviors?
In your ability to change manager behaviors?
In your ability to change leadership behaviors?
How critical is leadership behavior to transformation success?
Who’s in the room?
Leadership
Management
Teams
Continuous integration
Pair programming
Self-organization
Unit testing
Backlog refinement
Release planning
Portfolio kanban
Retrospectives
Ummmmmmmmmmm…
Be a servant leader?
Simplicity?
Trust?
Give them the environment and support they need, and trust them to get the job done.
Simplicity – the art of maximizing the amount of work not done – is essential.
The manifesto is silent
What do they do?
Grow the business
Increase revenue, decrease expenses
Beat the competition
Optimize
Build a vision
Make decisions
Cost focused
Under pressure
Spread thin
Successful
Tensions and disconnects
Start Doing, Stop Doing
Start Doing Stop Doing
Empirical vs. defined
Principles vs. practices
Products vs. projects
Outcome vs. output
Teams vs. pools
Learning vs. best practices
Discovering vs. bestowing
The Agile Leadership Mindset
Empirical vs. CONTROL
Principles vs. CONTROL
Products vs. CONTROL
Outcome vs. CONTROL
Teams vs. CONTROL
Learning vs. CONTROL
Discovering vs. CONTROL
The Agile Leadership Mindset
Let’s define leadership.
Management is doing things right;
leadership is doing the right
things.
Peter Drucker
Someone who will inspire us to be what
we know we could be.
Ralph Waldo Emerson
The greatest leader is not necessarily the one who does the greatest
things. He is the one that gets the people to do the
greatest things.
Ronald Reagan
Leadership is the art of getting
someone else to do
something you want
done because he wants to
do it.
Dwight D. Eisenhower
Nelson Mandela
A leader...is like a shepherd. He stays
behind the flock, letting the most nimble go out ahead, whereupon the
others follow, not realizing that all along they are being directed
from behind.
Ralph Nader
I start with the premise that the function of
leadership is to produce more leaders, not more
followers.
• Empirical vs. CONTROL
• Principles vs. CONTROL
• Products vs. CONTROL
• Outcome vs. CONTROL
• Teams vs. CONTROL
• Learning vs. CONTROL
• Discovering vs. CONTROL
Who’s the leader?
Trust.
The opposite of control?
Where is trust?
Agile Scrum XP Individuals and interactions Focus Simplicity
Working Software Courage Courage
Customer Collaboration Openness Communication
Responding to change Commitment Feedback
Respect Respect
blah blah blah agile blah blah blah blah agile blah blah blah blah blah blah agile blah blah blah blah agile blah blah blah blah blah blah agile blah blah blah blah agile blah blah blah blah blah blah agile blah blah blah blah agile blah blah blah blah blah blah agile blah blah blah blah agile blah blah blah blah blah blah agile blah blah blah blah agile blah blah blah blah blah blah agile blah blah blah blah agile blah blah blah blah blah blah agile blah blah blah blah agile blah blah blah blah blah blah agile blah blah blah blah agile blah blah blah blah blah blah agile blah blah blah blah agile blah blah blah
Do something.
Effectiveness of words vs actions in establishing trust
words
actions
A simple pie chart
What will you do?
Trust
Compassion
Stability
Hope
Strengths Based Leadership
Your followers’ requirements
From Trust to Transformation
Vision
Goal
Communication
Behavior
Emotion
Change Management
The Vision
Product Innovative
Operationally Efficient
Customer Intimate
Workshop: The Discipline of Market Leaders
Improve quality
Increase speed to market
Reduce waste
Align expectations
Prioritize
Improve morale
The Goal
Leading Outside the Lines
Facilitate, don’t execute
Pair
Effective frequency
The Communication
Proactive metrics
“Start Doing”
Invent skills
The Behaviors
Acknowledge past decisions
Start with Why
The Emotions
The first time people look at any given ad, they don't even see it.
The second time, they don't notice it.
The third time, they are aware that it is there.
The fourth time, they have a fleeting sense that they've seen it somewhere before.
The fifth time, they actually read the ad.
The sixth time they thumb their nose at it.
The seventh time, they start to get a little irritated with it.
The eighth time, they start to think, "Here's that confounded ad again."
The ninth time, they start to wonder if they're missing out on something.
The tenth time, they ask their friends and neighbors if they've tried it.
Effective Frequency
Successful Advertising, Thomas Smith (1885)
The eleventh time, they wonder how the company is paying for all these ads.
The twelfth time, they start to think that it must be a good product.
The thirteenth time, they start to feel the product has value.
The fourteenth time, they start to remember wanting a product exactly like this for a long time.
The fifteenth time, they start to yearn for it because they can't afford to buy it.
The sixteenth time, they accept the fact that they will buy it sometime in the future.
The seventeenth time, they make a note to buy the product.
The eighteenth time, they curse their poverty for not allowing them to buy this terrific product.
The nineteenth time, they count their money very carefully.
The twentieth time prospects see the ad, they buy what is offering.
Effective Frequency
Switch, Heath
Influencer, Grenny
Leading Change, Kotter
Strengths Based Leadership, Rath
Leading Outside the Lines, Katzenbach
The Discipline of Market Leaders, Treacy
The Future of Management, Hamel
Management 3.0, Appello
Start with Why, Sinek
Mindset, Dweck
Suggested Reading
linkedin.com/in/krewson
@johnkrewson
ItemsOnTheLeft.com
Thank you.
