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Charles Randles- You're the problem why leadership culture is the last barrier

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Charles Randles- You're the problem why leadership culture is the last barrier

  1. 1. You’re the Problem. Why Leadership Culture is the Last Barrier Charles Randles charles.randles@gmail.com @charlesrandles github.com/CharlesRandles
  2. 2. Delivery is a Solved Problem • It’s Agile. • Collaborate with your actual customers • Deliver what they need • Deliver it frequently • Learn and adapt as your knowledge increases • Scrum, Agile….
  3. 3. From Agile Team to Agile Organisation • What is an agile organisation? • What does it look like? • To its customers • To its people • To its owners
  4. 4. The Agile Organisation Owners: Profitable Competitive Responsive Smart risk taking Transparent Predictable People: Fun Rewarding Exciting Safe Challenging Worthwhile Engaging “I’m Proud to Work Here!” Customers: Gives me things I need! Listens to me Understands me Keeps its promises Is exciting to be a customer Adaptive Delivers value
  5. 5. So why is it still hard?
 • Us. We’re the problem • Beliefs and Behaviours that make the world a worse place. • By identifying our anti-agile behaviours, we can make the world better • Root causes • Predicting the Future • Optimising for the Wrong Things • Managing People
  6. 6. Predicting the Future • Budgets • Plans • Performance Reviews • Common Element: making decisions about our work from the peak of the pinnacle of ignorance. Then we act surprised when we turn out to be wrong.
  7. 7. Budgets When do we commit to our budgets? When we have the least information. From “How much will it cost” To “How much is it worth?” Go here => http://bbrt.org/
  8. 8. Plans Plans are Great! “You are wrong” vs “The plan is wrong!” “The Universe is Defective!”
  9. 9. Performance Reviews “The reality is that constructive criticism is an oxymoron. All criticism is inherently destructive and negative” - Ray Williams, author “Wired for Success” “[Performance reviews are perceived as] threats to self-esteem and sense of self-worth in the form of criticism can feel like threats to our survival.” - Daniel Goleman, author “Emotional Intelligence” Performance reviews are "destructive and fraudulent." This corporate sham is one of the most insidious, most damaging and yet most ubiquitous of corporate activities Performance reviews "instil feelings of being dominated” The practice is more about intellectual laziness and ego- building for managers - Samuel Culbert, Professor of Psychology, UCLA “The best kind of performance review is no performance review” - Aubrey Daniels, inventor of “Performance Management”
  10. 10. Optimising for the Wrong Things • Utilisation – Project Planning Tools • Presence – Timesheets • Minimising Blame – Status Reporting
  11. 11. Managing People • “There are people here! I am a manager! I must manage these people!” • “Where did we get all these miserable, unhappy, demotivated people? I don’t remember hiring them.”
  12. 12. Summary • We have a restricted amount of resources to expend • We are spending a lot of those resources on making the world worse • We can make the world a better place just by stopping that • So do! Find something stupid your organisation is doing, and stop it.

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