An integrated model for Agile Leadership - Keynote by Ángel Medinilla (Improvement21) at Agile Swarming Krakow, April 2022. This model has been developed through our work as Organizational Transformation Consultants and incorporates learnings from Management 3.0, Conscious Business Leadership, Integrated Theory, Coactive Coaching and several other sources.
Becoming an Agile Manager (Agile Camp, 9.21.13), by Ron LichtyRon Lichty
A common misconception about agile is that managers are unnecessary. After all, agile is based on self-organizing teams. If the teams organize themselves, what do managers do?
Unfortunately, most scrum training plays into that. Think about it: how many trainers or coaches have you seen sketch the structure of a scrum team with a drawing that includes a manager? While there's always a scrum master and a product owner, the core team and maybe some stakeholders, have you ever seen a manager in that drawing?
This misconception can be a problem all around: A frequently cited barrier to agile adoption is managers who don't know what to do when their teams become self-managing. When they're not included in training, how would they (or anyone else, for that matter) know how to characterize their role. At the same time, organizations often lay down expectations of managers, some compatible with agile, some not.
Agile has clearly shifted the old roles and responsibilities. Managers bent on command-and-control are clearly a barrier to agile adoption. But managers who take a hands-off approach or are treading water in a sea of ambiguity will almost certainly stymie adoption, as well.
Ron Lichty believes (and so do a lot of leading agile thought leaders) that managers have critical roles to play in enabling success, both of transitions to agile and of agile itself. This session is about those roles.
How HR Directors can bring the change with Management 3.0 and techniques ?DC CONSULTANTS
Which methods and techniques can be used to change and transform teams? As a HR Director, stakeholder in Directors' Boards, Managers and Employees, you often ask this question.
We offer you a presentation session of the Management 3.0 approach, its techniques, and field feedback from Alex GON, partner consultant helping Directors with these tools.
Alex is a Certified Facilitator and Management 3.0 Partner.
Program
1 / Introduction to Management 3.0 and techniques
2 / Feedback from the battleground
3 / How to implement it? how to train?
4 / Your current questions: let's provide answers!
Genesis Group China - Leadership development keynote 2013Chris Jansen
This is a presentation that I have just made at four large HR forums in Beijing, Shanghai, Nanjing and Guangshou in China. As you can see on the slides it was all translated into Mandarin as the audience of 300 were all Chinese speakers. What a wonderfully rich cultural experience!
Whether it’s GE’s lean-startup inspired FastWorks program, Zappos' move to Holacracy, or the US Military's new team-of-team structure; agile, lean, and responsive organizations are all the rage. But this shift from hierarchy to network is creating a leadership gap. Mangers often can't get out of their own way and reflexively apply a top-down mindset that stifles much needed collaboration. In this talk I’ll help you understand the essential skills you need to empower and enables agile, lean, and responsive organizations.
Becoming an Agile Manager (Agile Camp, 9.21.13), by Ron LichtyRon Lichty
A common misconception about agile is that managers are unnecessary. After all, agile is based on self-organizing teams. If the teams organize themselves, what do managers do?
Unfortunately, most scrum training plays into that. Think about it: how many trainers or coaches have you seen sketch the structure of a scrum team with a drawing that includes a manager? While there's always a scrum master and a product owner, the core team and maybe some stakeholders, have you ever seen a manager in that drawing?
This misconception can be a problem all around: A frequently cited barrier to agile adoption is managers who don't know what to do when their teams become self-managing. When they're not included in training, how would they (or anyone else, for that matter) know how to characterize their role. At the same time, organizations often lay down expectations of managers, some compatible with agile, some not.
Agile has clearly shifted the old roles and responsibilities. Managers bent on command-and-control are clearly a barrier to agile adoption. But managers who take a hands-off approach or are treading water in a sea of ambiguity will almost certainly stymie adoption, as well.
Ron Lichty believes (and so do a lot of leading agile thought leaders) that managers have critical roles to play in enabling success, both of transitions to agile and of agile itself. This session is about those roles.
How HR Directors can bring the change with Management 3.0 and techniques ?DC CONSULTANTS
Which methods and techniques can be used to change and transform teams? As a HR Director, stakeholder in Directors' Boards, Managers and Employees, you often ask this question.
We offer you a presentation session of the Management 3.0 approach, its techniques, and field feedback from Alex GON, partner consultant helping Directors with these tools.
Alex is a Certified Facilitator and Management 3.0 Partner.
Program
1 / Introduction to Management 3.0 and techniques
2 / Feedback from the battleground
3 / How to implement it? how to train?
4 / Your current questions: let's provide answers!
Genesis Group China - Leadership development keynote 2013Chris Jansen
This is a presentation that I have just made at four large HR forums in Beijing, Shanghai, Nanjing and Guangshou in China. As you can see on the slides it was all translated into Mandarin as the audience of 300 were all Chinese speakers. What a wonderfully rich cultural experience!
Whether it’s GE’s lean-startup inspired FastWorks program, Zappos' move to Holacracy, or the US Military's new team-of-team structure; agile, lean, and responsive organizations are all the rage. But this shift from hierarchy to network is creating a leadership gap. Mangers often can't get out of their own way and reflexively apply a top-down mindset that stifles much needed collaboration. In this talk I’ll help you understand the essential skills you need to empower and enables agile, lean, and responsive organizations.
Brian Rabon, Founder of the Center For Agile Leadership, here...
Are you excited as I am about the Scrum Alliance's new Certified Agile Leadership (CAL) program?
In this recorded webinar, we go over the program in detail. We explain:
-Why the CAL program is important
-What is the CAL program
-How do I participate
It's an action packed 30 minutes, so clear your calendar and check it out.
Transform Organizations by Surfing on a State of Continuous FlowEmiliano Soldi
Reaching State of Flow for a person means to be completely engaged, involved in nurturing each own talents and intrinsic motivations, while being hyper-productive. What if we could reach State of Flow at Scale while facilitating Agile Transformations?
I gave this talk about Agile and Human Resources at a
"Secret HR Society" meetup. It gives HR people a good insight into Agile mindset, values and principles.
Chris Jansen (www.Ideacreation.org) - "Leadership concepts"Chris Jansen
This presentation was made with a group of Chinese leaders and professors from universities in China who were in New Zealand on a study tour at Canterbury University
We naturally crave learning. It is an innate ability that has allowed us to survive, evolve and thrive. Moreover, science has shown us that our brain is quite flexible and can allow us to continue to learn at any point in our lives. It should then be logical to see most organisations using this to their competitive advantage.
About Aurelien Beraud:
After a career as a Software Developer in Norway, Aurelien swapped the fjords up north for the glittering city of Auckland down under to do what he knows best. He now spends his days as an Agile Coach, helping teams to push their own limits and deliver products that change the life of their users. When he's not at work, he can be found geeking out in front of a game or exploring the intricacies of cognitive science.
Infographic: 10 Things HR Does Not Want To Hear From Agile (Agile HR)Fabiola Eyholzer
When Lean | Agile meets traditional Human Resources, two worlds with different values, principles, and practices collide. See the top 10 issues Lean | Agile teams are most frustrated about when it comes to their HR.
Meeting the demands of agile teams with traditional people solutions is a challenge. In our infographic we summarized the top 10 shortcomings of Human Resources from a team perspective.
1. Performance Management kills team dynamic and agility.
2. Bonus Models do not foster agile values and undermine collaborative behavior.
3. Employee Appraisals are too ritualistic and infrequent to keep up with fast feedbacks.
4. Talent Development is not in line with continuous learning and knowledge sharing.
5. HR overlooks to also hire for mindset, ability, and conduct to thrive in agile teams.
6. HR cares more about policies and regulations than helping us unlock our potential.
7. HR is more concerned about the outdated notion of retention than engagement.
8. HR instruments are too static and do not inspire meaning and growth.
9. HR does not connect with people and cannot be trusted to act in our best interest.
10. HR does not get Agile and is not interested in understanding it.
Lean | Agile teams deserve amazing people solutions aligned with their values & principles. It is up to HR to become People Operations and create an inspiring and engaging workplace where people can thrive.
Does your HR meet the standard of Lean | Agile teams?
Looking back and generalizing the historical experience of political and cultural transformation of societies, we we might understand what our organizations is missing for having high-end communication and collaboration models.
In my talk I'm about to share such things as working culture and organizational values. Will share my experience how to test and to organize a purposeful work with communication and collaboration models.
Agile teams vs rigid management - 1St Conf Melbourneantonrossouw
Management is not easy - especially now that the world is changing very fast! However, the Agile movement offers some solutions in the form of new ways of being a manager. This presentation explores some of the reasons why "old style" management is not effective any more, and offers a perspective for leadership using Management 3.0 by Jurgen Appelo.
According to McKinsey, the world economy's operating system is being rewritten. Changes happen in a speed of light in the 21st Century. It requires a different mindset to lead effectively in the 21st century. This presentation gives an overview on how you can lead effectively in the VUCA world.
Brian Rabon, Founder of the Center For Agile Leadership, here...
Are you excited as I am about the Scrum Alliance's new Certified Agile Leadership (CAL) program?
In this recorded webinar, we go over the program in detail. We explain:
-Why the CAL program is important
-What is the CAL program
-How do I participate
It's an action packed 30 minutes, so clear your calendar and check it out.
Transform Organizations by Surfing on a State of Continuous FlowEmiliano Soldi
Reaching State of Flow for a person means to be completely engaged, involved in nurturing each own talents and intrinsic motivations, while being hyper-productive. What if we could reach State of Flow at Scale while facilitating Agile Transformations?
I gave this talk about Agile and Human Resources at a
"Secret HR Society" meetup. It gives HR people a good insight into Agile mindset, values and principles.
Chris Jansen (www.Ideacreation.org) - "Leadership concepts"Chris Jansen
This presentation was made with a group of Chinese leaders and professors from universities in China who were in New Zealand on a study tour at Canterbury University
We naturally crave learning. It is an innate ability that has allowed us to survive, evolve and thrive. Moreover, science has shown us that our brain is quite flexible and can allow us to continue to learn at any point in our lives. It should then be logical to see most organisations using this to their competitive advantage.
About Aurelien Beraud:
After a career as a Software Developer in Norway, Aurelien swapped the fjords up north for the glittering city of Auckland down under to do what he knows best. He now spends his days as an Agile Coach, helping teams to push their own limits and deliver products that change the life of their users. When he's not at work, he can be found geeking out in front of a game or exploring the intricacies of cognitive science.
Infographic: 10 Things HR Does Not Want To Hear From Agile (Agile HR)Fabiola Eyholzer
When Lean | Agile meets traditional Human Resources, two worlds with different values, principles, and practices collide. See the top 10 issues Lean | Agile teams are most frustrated about when it comes to their HR.
Meeting the demands of agile teams with traditional people solutions is a challenge. In our infographic we summarized the top 10 shortcomings of Human Resources from a team perspective.
1. Performance Management kills team dynamic and agility.
2. Bonus Models do not foster agile values and undermine collaborative behavior.
3. Employee Appraisals are too ritualistic and infrequent to keep up with fast feedbacks.
4. Talent Development is not in line with continuous learning and knowledge sharing.
5. HR overlooks to also hire for mindset, ability, and conduct to thrive in agile teams.
6. HR cares more about policies and regulations than helping us unlock our potential.
7. HR is more concerned about the outdated notion of retention than engagement.
8. HR instruments are too static and do not inspire meaning and growth.
9. HR does not connect with people and cannot be trusted to act in our best interest.
10. HR does not get Agile and is not interested in understanding it.
Lean | Agile teams deserve amazing people solutions aligned with their values & principles. It is up to HR to become People Operations and create an inspiring and engaging workplace where people can thrive.
Does your HR meet the standard of Lean | Agile teams?
Looking back and generalizing the historical experience of political and cultural transformation of societies, we we might understand what our organizations is missing for having high-end communication and collaboration models.
In my talk I'm about to share such things as working culture and organizational values. Will share my experience how to test and to organize a purposeful work with communication and collaboration models.
Agile teams vs rigid management - 1St Conf Melbourneantonrossouw
Management is not easy - especially now that the world is changing very fast! However, the Agile movement offers some solutions in the form of new ways of being a manager. This presentation explores some of the reasons why "old style" management is not effective any more, and offers a perspective for leadership using Management 3.0 by Jurgen Appelo.
According to McKinsey, the world economy's operating system is being rewritten. Changes happen in a speed of light in the 21st Century. It requires a different mindset to lead effectively in the 21st century. This presentation gives an overview on how you can lead effectively in the VUCA world.
The 3 Revolutions (Agile, Lean, Lean Startup)Claudio Perrone
This is the (long overdue) translation of my opening keynote at the Italian Agile Day. I just presented it for IASA Ireland (International Association Software Architects).
The a3thinker.com iphone/ipad app I mentioned (on Lean problem solving, 5 Whys, etc) went on sale on the Apple store on Mar 18. The A3 Thinker's Action Deck (physical cards) is going to be on sale shortly...and it is just awesome ;-)
Psychology of Motivation and Change : Presented by Sanjay KumaroGuild .
More than new process adoption, experts say Agile is a mindset change. But, as many of us may have experienced, changing people is tough. And, mindset change even tougher, at times almost impossible.
In this session we reviewed some important concepts related to human motivation and their inclination to change, that in turn helps us answer some of the following questions:
What motivates people?
Difference between intrinsic motivation and extrinsic motivation?
Can people change? Do they even want to change?
If yes, what kind of changes they might prefer?
Are there ways to make people amenable to change?
A mentee asked me recently what my management philosophy was. I hadn't consciously reflected on it but the question prompted me to, and the result was this tech talk I gave at eBay in Seattle. I formulated what would be an acceptable mission statement and then tried to explain what that means to me.
I learned this through a mixture of experience and lots of reading. Hard to call out specific inspirations as there are so many but Roy Osherove was certainly a big influence, for his writing about the three states of a team.
Talk first delivered on october 2023 at Agile Slovenia.
The key to great results in complex environments is to develop self-organizing and empowered teams. This has been described since the 1940's, and companies are still struggling to let go of the command and control paradigm or the classic silo-based, hierarchical organization. In this talk we explore some of the sources behind the idea of empowered, self-organizing teams and the main factors to grow this kind of team in your organization.
This presentation goes into details about impediments, how to identify them, how to create a strategy for, escalate, and ultimately - if not removing them entirely - moving the needle to improve the situation. Apologies for the outdated styling - it's on my backlog to improve it!
Topics covered at Agile Humans Days 2019: Sustainable Agile, a moral call to the Agile Community; Business agility; Culture change & consciousness; Running a business with a conscious mindset; Virtuous circles of value creation.
Agile Kaizen: Continuous Improvement Far Beyond Retrospectives. Reviews principles and practices to improve culture, people, teams, processes and products, all from an Agile perspective
Charla realizada en el Ágiles 2015: entender cómo funciona el cambio en las organizaciones humanas y varias estrategias y prácticas para introducir el cambio
New version of my Lean Startup for Agile Producy Management talk - first delivered at ACE! Krakow 2015. Hand-drawn slides by yours trully :) - a video of this talk is available at https://vimeo.com/122542926
Meaningful Technology for Humans: How Strategy Helps to Deliver Real Value fo...Björn Rohles
Presentation from the Silicon Techie Night #24 (2024) about strategy. It outlines ten impulses how strategy helps to deliver real value for people, by aligning business mission, vision, and strategy.
It is therefore essential to employ other water sources, such as river water, for consumption by humans. Commercial RO Plant purifiers manufactured by Netsol Water are necessary because a different type of water is completely unsuitable for human consumption. Large-scale water filtration is accomplished with the assistance of a Noida-based commercial RO plant manufacturer i.e., Netsol Water. It supports several methods for getting rid of all kinds of contaminants in water.
Improving profitability for small businessBen Wann
In this comprehensive presentation, we will explore strategies and practical tips for enhancing profitability in small businesses. Tailored to meet the unique challenges faced by small enterprises, this session covers various aspects that directly impact the bottom line. Attendees will learn how to optimize operational efficiency, manage expenses, and increase revenue through innovative marketing and customer engagement techniques.
IPTV Subscription UK: Your Guide to Choosing the Best ServiceDragon Dream Bar
"IPTV Subscription UK" (Internet Protocol Television) has revolutionized the way people watch TV, offering a vast array of channels and on-demand content delivered over the internet. If you’re considering an IPTV subscription in the UK, here’s a comprehensive guide to help you choose the best service for your needs.
Lars Winkelbauer — Sustainable Development in the Era of Air Cargo Technologylarswinkelbauer23
In the contemporary world, the air cargo industry plays a pivotal role in global trade and commerce. With technological advancements shaping the industry, there is a growing emphasis on sustainable development to minimize environmental impact. This article delves into the realm of air cargo technology and sustainable practices, shedding light on the initiatives and innovations driving the industry towards a greener future. Additionally, Lars Winkelbauer — Navigating the Ethical Landscape: AI in Sustainable Development — provides insightful perspectives on ensuring ethical considerations are integrated into the adoption of these technological advancements.
[Note: This is a partial preview. To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
Sustainability has become an increasingly critical topic as the world recognizes the need to protect our planet and its resources for future generations. Sustainability means meeting our current needs without compromising the ability of future generations to meet theirs. It involves long-term planning and consideration of the consequences of our actions. The goal is to create strategies that ensure the long-term viability of People, Planet, and Profit.
Leading companies such as Nike, Toyota, and Siemens are prioritizing sustainable innovation in their business models, setting an example for others to follow. In this Sustainability training presentation, you will learn key concepts, principles, and practices of sustainability applicable across industries. This training aims to create awareness and educate employees, senior executives, consultants, and other key stakeholders, including investors, policymakers, and supply chain partners, on the importance and implementation of sustainability.
LEARNING OBJECTIVES
1. Develop a comprehensive understanding of the fundamental principles and concepts that form the foundation of sustainability within corporate environments.
2. Explore the sustainability implementation model, focusing on effective measures and reporting strategies to track and communicate sustainability efforts.
3. Identify and define best practices and critical success factors essential for achieving sustainability goals within organizations.
CONTENTS
1. Introduction and Key Concepts of Sustainability
2. Principles and Practices of Sustainability
3. Measures and Reporting in Sustainability
4. Sustainability Implementation & Best Practices
To download the complete presentation, visit: https://www.oeconsulting.com.sg/training-presentations
Business Valuation Principles for EntrepreneursBen Wann
This insightful presentation is designed to equip entrepreneurs with the essential knowledge and tools needed to accurately value their businesses. Understanding business valuation is crucial for making informed decisions, whether you're seeking investment, planning to sell, or simply want to gauge your company's worth.
University of Connecticut Fees, Courses, Acceptance Rate, Admission deadline,...dvividconsultant15
Back in 1881, the University of Connecticut (UConn) came into existence as a private land-grant research institution, quickly earning a spot among the top academic players in the United States. UConn isn't just about academics—it's a key player in the economic and cultural landscape. In fact, as a founding member of the New England's Knowledge Corridor, a collaborative effort between Hartford and Springfield, the university is deeply involved in fostering regional development, economic growth, and cultural richness.
12 Conversion Rate Optimization Strategies for Ecommerce Websites.pdfSOFTTECHHUB
Did you know that the average ecommerce conversion rate is a mere 2.86%? That means for every 100 visitors to an online store, only about 3 make a purchase. With so much competition and an ever-increasing number of online shoppers, optimizing your website for higher conversions is crucial for the success of your ecommerce business.
In this comprehensive guide, we'll dive into 12 powerful conversion rate optimization (CRO) strategies that can help you turn more website visitors into paying customers. From improving website speed and optimizing for mobile devices to leveraging social proof and utilizing analytics, we'll cover actionable tips and best practices to help you maximize your ecommerce website's potential.
Accpac to QuickBooks Conversion Navigating the Transition with Online Account...PaulBryant58
This article provides a comprehensive guide on how to
effectively manage the convert Accpac to QuickBooks , with a particular focus on utilizing online accounting services to streamline the process.
RMD24 | Retail media: hoe zet je dit in als je geen AH of Unilever bent? Heid...BBPMedia1
Grote partijen zijn al een tijdje onderweg met retail media. Ondertussen worden in dit domein ook de kansen zichtbaar voor andere spelers in de markt. Maar met die kansen ontstaan ook vragen: Zelf retail media worden of erop adverteren? In welke fase van de funnel past het en hoe integreer je het in een mediaplan? Wat is nu precies het verschil met marketplaces en Programmatic ads? In dit half uur beslechten we de dilemma's en krijg je antwoorden op wanneer het voor jou tijd is om de volgende stap te zetten.
4. I used to be a PMI Die-Hard!
- And good at it!
- Gantt charts, WBS, waterfall development cycle,
deadlines, deliverables, milestones… The whole
lot!
- Fine results, but at a great personal and
interpersonal cost.
- Big epiphany - what’s the point of it all?
5. Then I found ‘Agile Project Management’
- Made a lot of sense: smaller cycles, deliver
valuable stuff, inspect and adapt, continuous
improvement…
- There was a lot of kickback from most
companies: ‘how are we going to deal with
fi
xed
date,
fi
xed scope,
fi
xed budget?’
- A lot of frustration: spent more time convincing
people of the obvious than actually managing
projects.
- Once again, I found myself on ‘attribution
mistake’.
6. But I realized, it’s not about ‘Project Management’…
- As I mentioned: epiphany! Doing very ef
fi
ciently
things that shouldn’t be done at all (a.k.a twice
the crap, twice as fast).
- Started learning about Product Management:
Design Thinking, Lean Startup / UX / Analytics,
User Story Mapping , Market Funnels…
- But then I also realized: it’s not even about the
product - It’s about the problem to be solved:
Customer Centricity!
7.
8. Another piece of the puzzle were Agile teams
- I was still playing the ‘Project Champion’: de
fi
ning
and managing backlogs, micro-managing team
tasks, solving problems and impediments for the
team…
- So I started learning about team coaching:
collaboration, communication, creating
psychologically-safe environments, solving
con
fl
icts, motivation, engagement…
- They call them ‘soft skills’… DUDE… :’P
9. And then…the box!
- No mater how much we progressed as Agile teams, we
just were an Agile brick in a bureaucratic, tayloristic,
waterfallish wall (a.k.a. ‘happy islands’).
- For Managers, Agile teams were seen just as regular
teams but faster (and this were the ones who were
giving us some chance to practice Agility).
- They were still asking for
fi
xed-everything, making
changes on the go, over-stuf
fi
ng backlogs, prioritizing
everything, micro-managing team members, holding
decision power, enforcing silos…
10. Here came Management 3.0 to the rescue
- Finally, a set of models that connected the Agile
mindset with the concept of management.
- A new vision of the manager’s role: develop your
teams and show them purpose up to a point were
you can empower them to take control and trust
them to get the job done.
- It also boosted my capabilities as a change
agent: I realized that change does not happen
just because you discover some new, better idea
- change is an emotional beast!
11. We achieved some pretty amazing things
“In 2011, this unit in (some guys you probable hate) with several thousand people embraced
Agile. Before 2011, (these guys) would build its systems on a
fi
ve-year cycle, with a unit
housing several thousand employees. When the system was
fi
nally built, it would be shipped to
the telecoms and there would be an extended period of adjustment as the system was adapted
to
fi
t their needs. Now with Agile management, (this same company) has over 100 small teams
working with its customers’ needs in three-week cycles. The result is faster development that
is more relevant to the speci
fi
c needs of the customers. The client gets value sooner. They have
less work in progress. And (the aforementioned guys) are deploying one to two years earlier
than it otherwise would, so that its revenue comes in one to two years earlier”.
http://www.forbes.com/sites/stevedenning/2016/11/26/can-big-organizations-be-agile/
12. Still… ‘Cargo Cult’ everywhere!
- ‘Cosmetic Scrum’ / ‘McAgile’ (Management 2.0):
plenty of the super
fi
cial practices, but same old
vision of management, same old mindset.
- Where leadership is not transformed, results are
always sub-optimal.
14. I studied & practiced…a lot!
- Agile at Scale (SAFe, LeSS, McKinsey, EDGE,
Spotify…)
- Conscious Leadership
- Coactive Coaching & Leadership
- Google’s Aristotle & ‘Trillion Dollar Coach’
- Dave Marquet’s Leadership model
- Human Synergistics
- Integral Theory
- Reinventing Organizations
- Agile Fluency
- Modern Agile
- Learning theory
- Tribal Leadership
- Con
fl
ict resolution
- Non Violent Communication
- Positive Psychology / behavioural science
- Atomic Habits & Power of habit
- Organizational culture
- …
15. Tools are only as good as the user
- Give a gun to a monkey…
16. “There is no ten-step program for doing this. Getting away from
how organizations have been run for over
fi
fty years, and becoming
Agile, is a creative activity. [...] If you start by saying, “Let’s
implement a practice”, you will get to the end of it very quickly and
you will have changed very little in your organization and then you
will
fi
nd yourself at a dead end.”
Gary Hamel - Strategos
Wall Street Journal’s Most In
fl
uential Business
Thinker 2016
17. “The Agile transformation journey was anything but a straight
path from A to B. Introducing the practices of Scrum—sprint
planning, backlogs, daily stand-ups, retrospectives—were only
part of the challenge. More important—and di
ffi
cult—was
the shift in mindsets for all involved.”
Steve Denning - Forbes Magazine
http://www.forbes.com/sites/stevedenning/2015/10/27/surprise-microsoft-is-agile/
19. Mindset is powerful… up to a point
- Tools & Mindset are both needed.
- But even the right mindset can’t be brought to life
by people who lack the ability and skills needed
to:
- Mindset says ‘delegate’, but you don’t trust your
teams.
- Mindset says ‘collaborate’, but you are easily
triggered by con
fl
ict or disagreement
- Mindset says ‘fail frequently & fast’, but you live
in fear of failure and it’s consequences.
- …
20. The foundations of the mindset are the ‘Core Skills’
- Unconditional Responsibility & Vulnerabilit
y
- Ontological humbleness & growth mindse
t
- Emotional consciousness & competenc
e
- Essential integrity & Trus
t
- Conscious & consistent conduc
t
- Authentic communication & listenin
g
- Constructive & collective negotiatio
n
- Unconditional Positive Regard
21. There’s still a core to the core…the EGO
- Self-actualization & Ego management is the end
game!
- Masakatsu Agatsu - True Victory is Victory Over
Self (O Sensei Morihei Ueshiba)
24. How to develop people’s core skills?
- ‘You can train a turkey to climb up a tree, but it is
better to hire a squirrel’ (Ishikawa).
- Net
fl
ix: ‘We look for the rare responsible person’ /
‘ we hire, promote and
fi
re according to how
people enact our values’.
- Hire for Attitude before Aptitude.
- Start a ‘7x’ hiring process (manager, HR, tech
lead, culture lead and 3 team members -
consensus based hiring).
25. Start or reinforce your own leadership
development program
- Core Skills can’t be learned nor mastered in two-
day ‘certi
fi
ed’ classes: a continuous followup is
needed.
- Design your program around the ADKAR
principles & the Johari window
26. Yes, but…
- Would you hire that person today?
- Coach or
fi
re: Net
fl
ix rule, ‘No Brilliant Jerks’. Bill
Campbell’s rule: ‘some eccentricity must be
expected on technical environments, just don’t let
them cross the line that hurts teamwork’.
- There’s a cost of
fi
ring, and a cost of not doing so.
The latter is dif
fi
cult to
fi
gure out - give it a try and
you’ll be surprised.
27. How to manage your Ego?
- Here’s the part where I risk sounding as a cultist…BUT…
- Buddhism - Anatta (there is no separate self), Anicca (impermanence)
- Stoicism - re
fl
ect frequently on your own impermanence.
- Meditation:
- Awareness / consciousness / mindfulness (Sati).
- Concentration / meditation (Samadhi).
- Equanimity (Upekkha).
- Patience (Khanti) and Practice (Viriya: energy, ‘many, many try’).
- Loving kindness / compassion (Metta).
28. How to manage your Ego? (A more immediate approach)
- Every progress on your core skills makes an impact on your self-
actualization capabilities.
- Find a mentor, hire a coach.
- Start changing your language and thinking patterns (yes, but…)
- We are very bad at assessing our own ego, but others can see it
clearly - specially larger groups.
- Feedback is a powerful tool, but with great power comes great
responsibility.
- Work with both feedback from the people you manage and from
your peers - create feedback and improvement circles within
management.
31. Feedback cultures
- Give feedback from a place of unconditional
positive regard.
- Be conscious of your emotional reaction to
feedback.
- Learn to create ‘good feedback’.
- Learn to deal with ‘bad feedback’.
- Offer feedback.
- Ask for feedback.
33. From ‘Boss’ to Leader - Four stages of competence
- The key is to achieve ‘Conscious Uncompetence’ -
Epiphany!
- The road of ten thousand miles starts with just one
step.
- Lead by example!
34. Main action points
- Develop a common vision of management.
- Reestructure accordingly.
- Review the team coach / team facilitator role.
- Provide coaches for the managerial levels.
- Enforce a cultural-match based, collaborative hiring
process.
- Separate people coaching from stuff management.
- Start a feedback culture program.
- Start a Leadership development program and
management feedback / improvement circles.