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Leadership at Every Level

Leadership at Every Level

Leadership is easy when you're a manager, or an expert in a field, or a conference speaker! In a Kanban organisation, though, we "encourage acts of leadership at every level". In this talk we look at what it means to be a leader in the uncertain, changing and high-learning environment of software development. We learn about the importance of safety in encouraging others to lead and follow, and how to get that safety using both technical and human practices; the neccesity of a clear, compelling vision and provision of information on how we're achieving it; and the need to be able to solve awkward and difficult problems... especially the ones without easy answers.

Lunivore

May 17, 2019
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  1. Forbes: Top 10 qualities that make a great leader Honesty

    Delegate Communication Confidence Commitment Positive Attitude Creativity Intuition Inspire Approach @lunivore http://www.forbes.com/sites/tanyaprive/2012/12/19/ top-10-qualitiesthat-make-a-great-leader/
  2. Stephen Bungay, “The Art of Action” @lunivore Intent Outcomes Plans

    Actions Effects Gap Knowledge Gap Alignment Gap More Controls More Instructions More Information
  3. @lunivore „Kein Operationsplan reicht mit einiger Sicherheit über das erste

    Zusammentreffen mit der feindlichen Hauptmacht hinaus.“
  4. @lunivore UCL Experiment: Snakes under rocks Find a snake? Get

    a shock! Varying probability of snakes Most stress at 50%
  5. “The ability of each Agile Release Train to routinely and

    predictably deliver value is a hallmark of a successful SAFe implementation.” - Introduction to SAFe® @lunivore
  6. “…a fundamental assumption… …a certain level of predictability and order

    exists in the world.“ - Dave Snowden, “A Leader’s Framework for Decision Making”, Harvard Business Review, 2007
  7. @lunivore Material in this slide is Copyright © 2017 Cognitive

    Edge Pte Ltd.. Used with kind permission. Commodities Differentiators Build on Spoilers The Innovation Cycle
  8. @lunivore Complicated Obvious Chaotic Complex analyse categorise probe act Material

    in this slide is Copyright © 2017 Cognitive Edge Pte Ltd.. Used with kind permission. Cynefin Complacency
  9. Estimating Complexity 5. Nobody has ever done it before 4.

    Someone outside the org has done it before 3. Someone in the org has done it before 2. Someone in the team has done it before 1. We all know how to do it.
  10. @lunivore Peter H. Wrege, CC-SA 3.0 African Bush Elephant African

    Forest Elephant Bigger 4 toenails on front, 3 on hind Smaller, darker 5 toenails on front, 4 on hind
  11. Where are your commitments and investments? @lunivore Yearly budgeting cycle

    Up-front analysis work Work done but not in use High cost of making ready for use Regulatory requirements Quarterly / rolling budget Regulatory feedback Lightweight planning Small, frequent changes Great engineering, continuous deployment, culture of change
  12. Bain Analysis, 2007 @lunivore 11% Alignment Trap Highly Aligned +13

    -14 7% -6 +35 IT-Enabled Growth Less Aligned Less Effective Highly Effective Maintenance Zone 74% 0 -2 % 3-year growth % IT Spending Well-Oiled IT -15 +11 8%
  13. A Safe-To-Fail Probe has… A way of knowing it’s succeeding

    A way of knowing it’s failing A way of dampening it A way of amplifying it Coherence
  14. Coherence A realistic reason for thinking the probe might have

    a positive impact Can you give me an example? @lunivore
  15. Multiple success scenarios Ensures you’re not hung up on one

    outcome Makes it more likely that you’ll consider failure @lunivore
  16. Coherence Given Kate doesn’t know much about the PO role

    When she reads my guide Then she should understand it better. @lunivore
  17. Failure Scenarios Given Kate doesn’t know much about the PO

    role When she reads my guide Then she might feel helplessly lost. @lunivore
  18. A Safe-To-Fail Probe has… A way of knowing it’s succeeding

    A way of knowing it’s failing A way of dampening it A way of amplifying it Coherence A way of avoiding failure completely @lunivore
  19. Changing the Context Given Kate doesn’t know much about the

    PO role And she knows everything is new and we’re trying things out When she reads my guide Then she should let us know that didn’t work for her. @lunivore
  20. @lunivore Palchinsky Principles Seek out new ideas and try new

    things When trying something new do it on a scale where failure will be survivable Seek out feedback and learn from your mistakes
  21. Psychological Safety ‘‘a sense of confidence that the team will

    not embarrass, reject or punish someone for speaking up,’’ - Project Aristotle
  22. @lunivore Predictable outcome; made of the sum of the parts

    Unpredictable; the “product of the interactions”* of the agents * Russell Ackoff
  23. Tasty Burger Model Anchor the things you value. Provide feedback

    to increase effectiveness. End with a bright future. (People write their own code!)
  24. Atkins (no carbs!) The value is already anchored. The bright

    future is already understood. Provide feedback to increase effectiveness.
  25. @lunivore “…the company that put more emphasis on profit in

    its declaration of objectives was the less profitable in its financial statements.” - John Kay
  26. “Sensemaker” by Cognitive Edge @lunivore Leadership at every level “Mastery

    is understanding how to work with the grain.” - Katherine Kirk
  27. Dreyfus Modelling 1. Novice 2. Beginner 3. Practitioner 4. Knowledgeable

    5. Expert @lunivore “You do you” Seek Independence Seek Desire Impostor Syndrome! Oh, yeah!
  28. The Safety Check (numbers) 1. I am going to nod

    and stay quiet. 2. I might talk about some things I want to fix. 3. I will share my opinions, but I’ll stay away from some controversial stuff. 4. I will talk frankly but sensitively.