Example: Velocity Focus on the Agile leadership practices for PIONEERS

Agile Leadership Practices for Pioneers Stefan Haas #SCB13Independent Agile Coach & Trainer www.haaslab.net @haaslab 1

STEFAN HAAS - INDEPENDENTAGILE COACH AND TRAINER • 15+ years practice in Agile Product Development • Lead Program Manager for Media/Telco, Product Owner and CTO in Startup • Initiator of #PoDoJo learning community for product owner, Agile Game Lab for making&playing learning games of Lean&Agile and a business culture hacker community • Founder of kunstraummitte, a platform for contemporary art and Traktor, an open space for electronic live music during 90s in Berlin stefan.haas@haaslab.net www.haaslab.net @haaslab facebook.com/haaslab +49 171 2878591

Build projects around motivated individuals. Give them the environment and support they need, and trust them to get the job done.http://agilemanifesto.org/principles.html, principle # 5 3

The best architectures, requirements, and designsemerge from self-organizing teams http://agilemanifesto.org/principles.html, principle # 11

„...these software developershad discovered a solution to theproblem of combiningdisciplined execution of high-level intellectual work withcontinuous innovation...“ (SteveDenning)http://blogs.forbes.com/stevedenning/2011/04/29/scrum-is-a-major-management-discovery

http://www.youtube.com/watch?v=UA4o1LUIqts&feature=share&list=PLSi_pM0_nNmPMwcUS6WlJ8EnI5zbMv_eg

„In our industry, value has a habit ofchanging because, quite often,customers don’t really know whatthey want. In addition, once they seenew software in action, their idea ofwhat they want will invariably shift.“Mary and Tom Poppendieck, Implementing Lean Software Development From Concept to Cash

http://theleanstartup.com/principles

„As a result Beck’s Beyond Agile Manifesto comprises: Team vision and discipline over individuals and interactions (over processes and tools) Validated learning over working software (over comprehensive documentation) Customer discovery over customer collaboration (over contract negotiation) Initiating change over responding to change (over following a plan)“ (Steve Denning)http://www.forbes.com/sites/stevedenning/2011/05/04/innovation-applying-inspect-adapt-to-the-agile-manifesto

WORKSHOP TAKE-A-WAYS • Complexity Thinking as a point of view for leaders • Appreciate Agile as a way of dealing with uncertainty • Thinking Tools: • Systems Thinking Diagnostic Tools (5 Why, Ishikawa and Causal Loop) • Moving Motivators 3 hr

SELF-ORGANIZE FOR MAXIMUM DIVERSITY Decide on group size: 3-5 KPI: Sum of differences Properties: - Gender: Male, Female, Female, Complicated (3) - Company: Wooga, Wooga, Wooga, Wooga (0) - Job Role: - Passion: - Level of Experience with Agile: - Your Choice: Grab a sheet per group and GO! 5 Min.

WHAT IS YOUR PREDOMINANT OPERATION AND DECISIONMODEL? 5 Min.

WHAT IS YOUR LEADERSHIP STYLE? 0 - Dysfunction, I don’t care about your needs 1 - I am receptive and open 2 - I respond to teams’ needs (remove impediments) 3 - My response generates velocity increase 4 - I anticipate teams’ needs and enable higher business value and team performance BEFORE becomes an impediment * Each level builds on the previous level 5 Min.

CommitmentFocus Transparency OpennessRespect Courage 5 Min.

10 Min. 15

CAUSAL LOOP DIAGRAM

ISHIKAWA AND5WHY DIAGRAM

Exercise: System Thinking -‐ Analyse a Problem 1. Pick a Post-‐It from the Success & Failure exercise 2. Take a sheet of paper and draw a causal loop, ishikawa or 5 why diagram 3. Share with the other groups what you have found15 Min.

1) Address complexity with complexityThe brain is more complex than any toolUse stories, metaphors, pictures… The complexity of a system must be adequate to the complexity of the environment that it ﬁnds itself in.Max Boisot, “Complexity and the I-‐Space”The InteracLon of Complexity and Management

2) Use a diversity of perspec6vesMul8ple weak models can make more sense than one strong model. Complexity itself is anLmethodology. It is against "one size ﬁts all."Tom Petzinger, “Reality and Complexity”The InteracLon of Complexity and Management

3) Assume dependence on contextWhat worked in the past, or for others, is not guaranteed to work for you now. Best pracLce is always past pracLce.Dave Snowden, “From Organic to Complex Knowledge Management…”The InteracLon of Complexity and Management

4) Assume subjec6vity and coevolu6onThe observer inﬂuences the system, and the system inﬂuences the observer. What you measure is what you get.hNp://en.wikipedia.org/wiki/Goodharts_law Goodhart’s Law

5) An6cipate, adapt, exploreApart from looking forward (proac8ve), and looking backward (reac8ve), don’t forget to try things out (safe-‐to-‐fail experiments). EvoluLonary systems by their nature involve experimentaLon.Mike Rother, Toyota Kata, 2009

Example: Paper Prototypes Experiment with tools, techniques, and architectures.

6) Develop models in collabora6onDoes the model help people to make sense of the world (insight and understanding)? Those formula4ng the abstrac4on are making a gesture whose meaning can only emerge in many, many local interac4ons.Ralph Stacey, Complexity and OrganizaLonal Reality, 2010

7) Shorten the feedback cycleSystems with slower feedback cycles have higher ex8nc8on rates. The only way to win is to learn faster than anyone else.Eric Ries, The Lean Startup, 2011

8) Steal and tweakSuccessful systems spend most of their 8me copying and adap8ng ideas from others. We usually think of innovaLon as invenLng new things, but we may be smarter to think of it as recombining old ones.TheBuildNetwork, “A Smarter DeﬁniLon of InnovaLon”hNp://thebuildnetwork.com/innovaLon/innovaLon-‐by-‐combinaLon/

Example: Brainstorming Build on the Ideas of OthersDefer JudgementGo for QuanLty

Complexity Thinking1. Address complexity with complexity2. Use a diversity of perspec8ves3. Assume dependence on context4. Assume subjec8vity and coevolu8on5. An8cipate, adapt, explore6. Develop models in collabora8on7. Shorten the feedback cycle8. Steal and tweak

Oh, and by the way... We should not take our models too seriously. Gerald M. Weinberg IntroducLon to Systems Thinking

People are the most important parts of an organizaLon and managers must do all they can to keep people acLve, creaLve, and moLvated. 38

http://www.youtube.com/watch?v=u6XAPnuFjJc&feature=share&list=PLSi_pM0_nNmPMwcUS6WlJ8EnI5zbMv_eg 39

10 Intrinsic DesiresCuriosity The need to thinkHonor Being loyal to a groupAcceptance The need for approvalMastery / Competence The need to feel capablePower The need for inﬂuence of willFreedom / Independence / Autonomy Being an individualRelatedness / Social Contact The need for friendsOrder Or stable environmentsGoal / Idealism / Purpose The need for purposeStatus The need for social standing 40

CuriosityThe need to think 41

HonorSharing values with a group 42

AcceptanceThe need for approval 43

MasteryThe need to feel competent 44

PowerThe need for inﬂuence of will 45

FreedomBeing an independent individual 46

RelatednessThe need for social contacts 47

OrderThe need for stable environments 48

GoalThe need for purpose 49

StatusThe need for social standing 50

Exercise: Moving Motivators1. Put the motivator cards in order, from unimportant to important2. (You may leave out any cards you don’t want to use.) 51

Exercise: Moving Motivators3. Consider an important change in your work (for example, becoming a more Agile organization)4. Move cards up when the change is positive for that motivator; move them down when the change is negative positive change negative change 52

Exercise: Moving Motivators5. Explain 1 or 2 of the changes6. Repeat for each player 53

Exercise: Moving Motivators 15 minutes 54

Debrief 55

FEEDBACK • The workshop provided me with a basic understanding of the concepts systems thinking, complexity thinking, agile management, intrinsic motivation, organizational growth and situational leadership (1-5) •The workshop provided me with concrete practices to deal with complexity and uncertainty as a servant leader (1-5) •In case I brought an issue to the class I have received mentoring for my current scaling (1-5)

I LIKE, I WISH, WHAT IF? • ...

ALL THINGS CONSIDERED, WOULD YOURECOMMEND THE 3 HOUR WORKSHOP TOSOMEONE? (1-10: 1 BEING “NO”, 10 • ...BEING “YES, ABSOLUTELY!”)

PLEASE ADD ANY ADDITIONAL COMMENTSOR FEEDBACK THAT I CAN SHARE ... •... write something now on a PostIt or send me an email: stefan.haas@haaslab.net and you will receive a discount of 15% for one of my upcoming workshops - don’t forget to add your e-mail/ twitter contact

Agile Leadership Practices for PIONEERSStefan Haas & Mike Leber, 2-3. May 2013,Hotel Michelberger, Berlin 60

Product Owner DoJo, Stefan Haas &Catherine Louis,June 18-20 2013,betahaus, Berlin 61