Agile Special Forces (Agile Australia 2014)
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This talk was given in Melbourne Australia on the 18th June 2014 at Agile Australia What happens when an Agile guy with over 17 years of experience meets a US Special Forces guy with 13 years of operational experience? By combining these two disparate yet aligned worlds this session considers successful leadership in complex and adaptive environments. Great leaders (and teams) not only embrace disruption, but plan for it, live it and adapt to it. It’s a mindset. It’s a problem solving skill. It’s something that is built into the DNA of every Special Forces Operational Detachment Alpha or Marine Special Operations Team. We have historically ignored the middle tiers of leadership and they have become transformation impediments as a result. We call them the “Frozen Middle” and it’s time to give them some Special Forces love and attention.
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Agile Special Forces (Agile Australia 2014)
- 1. Agile meets Special Forces Leadership that lives disruption James Brett Scott Kinder
- 2. Scotts real action video
- 4. Agile and Special Forces
- 9. Two completely different worlds One fundamental concept…
- 10. High Performance Teams (and leaders)
- 11. Special Forces Truth 1: Humans are more important than the hardware
- 12. Special Forces Truth 2: Quality is better than quantity
- 13. Special Forces Truth 3: Most special operations require non Special Force assistance
- 14. Special Forces Truth 4: Special Forces teams cannot be mass produced
- 15. Truth 5: Special Forces teams cannot be created after emergencies occur.
- 16. • Great teams succeed despite the processes • Spend your money on fewer, better people • Don’t isolate HP teams • Put HP teams on the right work • Envision your capability and build it 5 Truths
- 17. These are SOF Truths If the military have nailed this already, what else can we learn?
- 18. A SOF TeamA Special Forces Team
- 19. Special Forces (SF) train harder, higher and longer to reach exceptional levels of competency
- 20. Standard Operating Procedures are essential to success
- 21. Airborne Operations Kinetic Operations Waterborne Infiltration Techniques
- 23. TRUST!
- 24. These are the basics
- 25. Define your organisations basic S.O.P.’s
- 27. But the basics don’t win wars!
- 31. So what do we do?
- 32. Special Forces have a disruptive mindset that Plans, Lives, Adapts and Creates disruption It’s built into our DNA
- 33. This is my office… Volatility Uncertainty Complexity Ambiguity
- 34. This is my office… Volatility Uncertainty Complexity Ambiguity
- 35. Not skills and experience Select Critical Thinkers Inherent Ability Select Adaptability Select
- 36. Educat e Growth Oriented Problem Solving Educat e X-Functional Educat e
- 40. Who knew?
- 41. Scott Kinder scott@thekindergroup.com @TKGMGMT Create DISRUPTION! James Brett james@curiously.com.au @JamesCuriously
Notas del editor
- James and Scott dissected two very different fields and found out they may not be so different. James Brett Bio Tech Geek - 18 years in computers Still wiriting ios and embedded C code for quadcopters Passionate about gadgets and technology and products People Development CSC LA360 Coach Master NLP Practitioner Agile Transformation XP developer in 2002 Consulting and Coaching in the UK Suncorp Telstra Led the Agile transformation Practice at ThoughtWorks Offshore delivery in China Jim Highsmith – Adaptive Leadership Scott Kinder Bio The journey to understanding that each element has strengths that should be capitalized. They may not be as different as first thought. Welcome to the knowledge required to unfreeze the frozen middle.
- Disruption isn’t accidental – there is no need to “embrace” it – you plan for it, you expect it and when it comes you hit it hard and fast. YOUR MOST POWERFUL WEAPON IS YOUR MIND “EMBRACING DISRUPTION” = VICTIM MENTALITY Great leaders (and teams) Embrace / Live Plan Adapt
- James and Scott dissected two very different fields and found out they may not be so different. James Brett Bio Tech Geek - 18 years in computers Still wiriting ios and embedded C code for quadcopters Passionate about gadgets and technology and products People Development CSC LA360 Coach Master NLP Practitioner Agile Transformation XP developer in 2002 Consulting and Coaching in the UK Suncorp Telstra Led the Agile transformation Practice at ThoughtWorks Offshore delivery in China Jim Highsmith – Adaptive Leadership Scott Kinder Bio The journey to understanding that each element has strengths that should be capitalized. They may not be as different as first thought. Welcome to the knowledge required to unfreeze the frozen middle.
- Ken Wilber’s four quadrants – Integral Philosophy/Model
- Ken Wilber’s four quadrants – Integral Philosophy/Model
- Ken Wilber’s four quadrants – Integral Philosophy/Model
- Ken Wilber’s four quadrants – Integral Philosophy/Model
- Scott and I quickly found a huge amount of synergy between our two quite disparate worlds…. We found that…. Talk from a generic perspective and agree that there are 5 truths about high performance teams.
- Scott and I quickly found a huge amount of synergy between our two quite disparate worlds…. We found that…. Talk from a generic perspective and agree that there are 5 truths about high performance teams.
- Scott and I quickly found a huge amount of synergy between our two quite disparate worlds…. We found that…. Talk from a generic perspective and agree that there are 5 truths about high performance teams.
- Scott and I quickly found a huge amount of synergy between our two quite disparate worlds…. We found that…. Talk from a generic perspective and agree that there are 5 truths about high performance teams.
- Scott and I quickly found a huge amount of synergy between our two quite disparate worlds…. We found that…. Talk from a generic perspective and agree that there are 5 truths about high performance teams.
- As leaders its our job to define the basiscs…. We aren’t saying specifically how to do it – but you should know the how. Also, Knowledge is doing… if you know thiis and arent doing them… that’s not enough
- Some background to enhance understanding. Substitute AGILE PERSONNEL in place of Special Operations Forces… The right person will get the job done no matter the equipment given to them. 1 “right” person is better than 4 space fillers Special people are special for a reason and must be categorized as such. Proactive vs Reactive Special people need normal people’s help.
- Lets take a look at a typical SOF team.. Small and Stable Teams (can be given missions or projects) X-Functional and discrete Empowered and mission focused- will achieve the objective and wont quit Stringent selection process – 6 months of weeding out the weak of mind and body (McRaven quote) Highly Trained, Experienced and Motivated (25:1) And of course a mustache Leave this bit out - When planning - ALWAYS expecting disruption – hope for the best plan for the worst Your most powerful weapon is your mind A focused, agile mind. Physical toughness. That’s what it takes to join the Army Special Forces.
- Talk to a particualr specific example of an SOP
- Highly efficient, consistent, fast, reliable.
- Expectations are met. Communications are clear. Outcomes are achieved, TRUST is built. Intra and Extra team trust. BUT – You are not special forces if you are just doing these!
- They are basics – and we get really good at them.
- As leaders its our job to define the basiscs…. We aren’t saying specifically how to do it – but you should know the how. Also, Knowledge is doing… if you know thiis and arent doing them… that’s not enough
- Get exceptionals Basics are important and they don’t make high performance agile teams either…. Agile is 20 years old. This stuff isn’t new!
- Get exceptionals Basics are important and they don’t make high performance agile teams either…. Agile is 20 years old. This stuff isn’t new!
- Some background to enhance understanding. Substitute AGILE PERSONNEL in place of Special Operations Forces… The right person will get the job done no matter the equipment given to them. 1 “right” person is better than 4 space fillers Special people are special for a reason and must be categorized as such. Proactive vs Reactive Special people need normal people’s help.
- Some background to enhance understanding. Substitute AGILE PERSONNEL in place of Special Operations Forces… The right person will get the job done no matter the equipment given to them. 1 “right” person is better than 4 space fillers Special people are special for a reason and must be categorized as such. Proactive vs Reactive Special people need normal people’s help.
- The corporate challenge is this….
- If we agree on these – we can see that the military have already done this, so what else can we learn from this..
- That’s built into the DNA of every special forces leader and team. A common mantra is: Hope for the best, always plan for the worst. We don’t have a Victim mindset…
- This is our battlefield…. http://en.wikipedia.org/wiki/Volatility,_uncertainty,_complexity_and_ambiguity V = Volatility. The nature and dynamics of change, and the nature and speed of change forces and change catalysts. U = Uncertainty. The lack of predictability, the prospects for surprise, and the sense of awareness and understanding of issues and events. C = Complexity. The multiplex of forces, the confounding of issues and the chaos and confusion that surround an organization. A = Ambiguity. The haziness of reality, the potential for misreads, and the mixed meanings of conditions; cause-and-effect confusion.
- This is my office too We got talking…. So we created something new….. Want to talk you through our three step framework/model…
- How do we challenge people that think they do this already? Zappos – 2K offer. 25:1 ratio isnt about skillsets. Hiring is done on “Cultural Fit – I like you” Don’t worry – the SEE slides are supposed to be place holders for us to talk about how to do it. I can TALK this stuff for hours – I just want to give them food for thought so they call us. The question begs – what if I have nothing to select from and have to deal with the hand I’m dealt? Answer: find out what training you can offer that will bring people up to the expect STANDARD. Standards are unfailing and you much enforce them. If someone is unable to maintain your standard, often they must go – no matter how nice they are… Think thoroughbred horses. You want a stable full of powerful thoroughbreds. What happens is that we bring in a few donkeys. No thoroughbred wants to hang with a donkey so they leave. Next thing you know you have a stable full of jackasses.
- Every day is a school day on an ODA. So lets learn. People don’t inherently know how to problem solve – this is teachable. Teams are not cross functional by defauly – this is teachable. No one has to become a cross functional SME, but they can pull weight in other areas when needed (sickness, loss, etc)
- Empowering subordinates is key. This is the most often overlooked aspect of leadership and management. We call is micromanaging and other terms, but it NEVER works for long. You should clearly articulate what a successful endstate of the task looks like (DoD) and then allow phaselines/checkpoints/updates along the way. Truly empowered and knowledgeable subordinates thrive in these environments.
- If we agree on these – we can see that the military have already done this, so what else can we learn from this.. You have to live the SEE model and you have to SEE it’s benefits. BUT it takes practice, patience, and guidance. You can’t solve a problem by using the paradigm that created it – learn.
- Agile and Special forces teams are based on the same fundamentals Get great at doing S.O.P’s S.E.E. through your organisation and create a disruptive mindset
- Ken Wilber’s four quadrants – Integral Philosophy/Model
- James and Scott dissected two very different fields and found out they may not be so different. James Brett Bio Tech Geek - 18 years in computers Still wiriting ios and embedded C code for quadcopters Passionate about gadgets and technology and products People Development CSC LA360 Coach Master NLP Practitioner Agile Transformation XP developer in 2002 Consulting and Coaching in the UK Suncorp Telstra Led the Agile transformation Practice at ThoughtWorks Offshore delivery in China Jim Highsmith – Adaptive Leadership Scott Kinder Bio The journey to understanding that each element has strengths that should be capitalized. They may not be as different as first thought. Welcome to the knowledge required to unfreeze the frozen middle.