dcsug - the art and practice of the agile leader

9/7/17

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©2017AgileLeadershipInstitute

Evolvagility:GrowingYourselfasaTransformationalAgileLeader

MichaelHamman(@dochamman)AgileLeadershipInstitute

DCSUGWashingtonDCSeptember2017


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

AmbiguityV UC A


HowdobusinessleadersandmanagerstypicallyapproachVUCA?

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Predict-&-Plan

• Everythingisknowableaheadoftime• Changeisexceptional• Futureispredictable• Thereisalinear,repeatablerelationshipbetweencauseandeffect

Therefore….

• Weplanup-front• Wedecideaheadoftime• Bigproblemsdecomposeintosmaller,moremanageableones

• Anythingimportantcanbeobjectivelymeasured


• 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….


CompoundedComplication

https://www.pinterest.com/pin/181692166193473189/?lp=true

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TheproblemmaynotbesolvablethroughComplicatedsolutionsorPredict-&-Planapproaches.


Sense-&-Respond

• Wecannotpredictthefuture• Thingswillchange,ofteninunexpected(andsometimesunwelcome ways)

• 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


Premise#1:InordertomeettheinherentcomplexityofVUCA,companiesneedtodevelopgreaterSense-&-Respondcapability.

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Scrum

AdoptingaSense-&-RespondApproachinSoftwareDevelopment

Sense Respond


“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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Predict-&-PlanOrganizationalEnvironment

Sense-&-RespondSoftwareDev


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.


DeliveryAgilityBecomesaFacet ofaBroaderOrganizational Agility

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Premise#2:Togrowsustainablyhigh-performanceteamdelivery agility,youneedtocultivatetheemergenceofbroadorganizational agility.

Premise#1:InordertomeettheinherentcomplexityofVUCA,companiesneedtodevelopgreaterSense-&-Respondcapability.


organizationalagility|ˈˌôrɡənəˈzāSHənləˈjilədē|

nountheabilityinherentinorganizationalsystems(business,technologicalandhuman)toaccuratelysense andrapidlyrespond towhatishappening,inanymoment,inordertoshapeanever-changing,volatile andcomplex(VUCA) worldtowardthefuturetowhichitscollectiveiscommitted.

BringingSense-&-Respondcapabilitytotheleveloftheorganization

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©2017AgileLeadershipInstitutePhotoprovidedunderCreativeCommonsbyDavidVillarrealFernández

FromaMachineModelofManagement…

PhotoprovidedunderCreativeCommonsbywka

ToaLivingSystemsModelofLeadership.

Growingorganizationalagilitycallsforashiftinhowwethinkaboutorganizations…


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.


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


ThisrequiresanOSUpgrade…

…InYou asaLeader

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WhatdoesthisOSUpgradelooklike?


Organization-Leadership

AMapoftheAgileLeadershipOS*

Relationship-LeadershipPersonal-Leadership

*A21st CenturySense-&-Respond Leadershipoperatingsystem

• HowImakesenseoftheworld• HowImakemeaningfrommyexperience• Mylevelofself-awarenessandself-

management• Mycapacitytoempathicallyseeothersas

themselves

ComplexityofSense-Making

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ThreeHorizons ofAgileLeadership….








themselves


• Myabilitytocommunicateempathically• Myskillfulnessinconversation• Myabilityandskillincollaboration• Myabilitytogrowanddevelopothers

ComplexityinRelationship

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themselves


• Myabilitytocommunicateempathically• Myskillfulnessinconversation• Myabilityandskillincollaboration• Myabilitytogrowanddevelopothers

ComplexityinRelationship

• Myabilitytoorientcommunitiesaroundvision• Myabilitytoseelargersystemicdynamics,and

helpothersseeit• Myabilitytoeffecttransformativechangeacross

complexsystems• Myabilityhelptheorgsituateitselfwithina

varietyofcontexts

ComplexityinOrg’lAction






Complexityofsense-making

Complexityinrelating Complexityinorganizationalaction

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Sense-making:TheAgileLeadershipOS‘Kernel’

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Whatdoyousee? Weconstructtheworldinourminds.

Whatisthenatureofthatconstruction?


Weseetheworldaroundusthroughakindoflens.

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Thatlensnotonlycolors ourexperience,andwhatweperceive…

…Itdetermines it.


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.


Therehasbeen,overtheyears,aprogressionofoperatingsystem(OS)upgradestomeetincreasingcomplexityofPCcomputingenvironments….

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©2017AgileLeadershipInstitutehttps://www.extremetech.com/computing/91202-ms-dos-is-30-years-old-today

©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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©2017AgileLeadershipInstitute https://fossbytes.com/32-bit-vs-64-bit-windows-os-comparison-difference/


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


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


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


LeaderasStrategist:AcrosstheThreeHorizons


• 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


• 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


Howwouldyoucharacterizethenatureofyourownsense-makingOS?Howmightthisbehelpingyouragileleadership?Howmightitbehampering?

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ApplicationMappingtoStagesofAgileAdoption


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]


Thankyou!MichaelHamman

@dochamman