fedagile2016 stacey louie_print_small

Agile Leadership: The Quest for Creating High-

Performing Organizations FedAgile 2016

Presented By Stacey Louie

[email protected] www.hyperdriveagile.com

•  Former CIO/ CTO of Verisk Analytics, ComplianceEase, Stewart Technology

•  Product Management at Oracle •  Led Product Management, Software

Development, Network Operations, DevOps, and PMO

Stacey Louie Enterprise Agile Coach and Trainer [email protected] @epicstart

Who Are You?

www.hyperdriveagile.com

Why is Agile Important?


How Do We Get There?


What is an “Agile Organization”?

•  Why it exists •  For whom it exists for •  Has the expertise to accomplish that task •  Has the ability to adapt to change for the

purpose of improving performance


•  Strategy •  Market/ Channels •  Vision •  Innova6on •  Partners •  Revenue/ Cost/ Profit •  Investment Por<olio Por$olio Management, Capabili3es, Lean Startup, Innova3on

Business Drivers

•  Leadership Behaviors •  Communica6ons •  Culture •  Organiza6onal Design •  Change Management •  Coaching •  HR •  Objec6ves/ Goals Intent-‐Based Leadership, Integral, Theory U, Kaizen, Con3nuous Improvement. OKR

Human Systems

•  Technical Prac6ces •  Architecture •  Technology

Accelerator •  Delivery Infrastructure •  DevOps DevOps, Clean Code, Con3nuous Integra3on/ Delivery, Development Tools, Automa3on

Technology Enablers

•  Products/ Features •  Team Structure •  Process Frameworks •  Roles •  Team Structures •  Program Structures •  Planning Scrum, Kanban, Lean, SAFe®, LeSS, Scrum@Scale, Nexus, Lean Startup, Design Thinking, SoS, Meta Scrum

Processes & Practices

Balanced Agility

www.hyperdriveagile.com © Hyperdrive Balanced Agility Model

How are teams and Agile related?

Where does one end and the other start?



Think of a team that you were a part of that worked well. Maybe even a top performer. What made it great?


2009

“Do we need Managers?”

2002

“We don’t need managers!” 2012

“What makes great teams?”

2015

“Let’s tell the world about this!”

1998

Google Founded!

PROJECT ARISOTLE

PROJECT OXYGEN

1 Team members feel safe to take risks andbe vulnerable in front of each other.

PROJECT OXYGEN “Oxygen 8” Behaviors for Great Managers

2 Empowers team and does not micromanage.

3 Expresses interest/ concern for team members’ success and well-being.

4 Is productive and results-oriented.

5 Is a good communicator – listens and shares information.

6 Helps with career development.

7 Has clear vision/ strategy for the team.

8 Has key technical skills that help him/ her advise team.



Psychological Safety1 Team members feel safe to take risks and

be vulnerable in front of each other.

DependabilityTeam members get things done on time and

meet Google’s high bar for excellence.

2

Structure & ClarityTeam members have clear roles,

plans, and goals.

3

MeaningWork is personally important to

team members.

4

ImpactTeam members think their work matters

and creates change.

5

“What causes GREAT teams?”

Custom

er Driv

en

Inno

va6o

n

Prod

uct F

ocus

Agile Prac6ces

Metrics

Product Growth

PayPal Organiza6on & Leadership $6.0 B

$7.0 B

$9.0 B

$8.0 B

2013 2012 2014

Revenu

e

+60% Growth (~$3.5 Billion)

2015



Lessons Learned •  Agile amplifies other

practices including innovation.

•  Measure progress and make it open & visible.

•  Engage Leadership continuously

•  Agile is not IT alone… its Business & Product too!

ü  “Agile” was calibrated ü  Shared common cadence. ü Agile developed as a

‘capability’ supported by an Agile Practice.Structure “value” by products – not Projects.

ü  The environment mattered. ü  Senior Leaders had roles. ü  Frequent collaboration

everywhere.

What Does Agile Leadership Look like?


“Agile Leadership”… is it bigger than

sohware? Is it bigger than we think?

Leader- Leader •  Marquet’s sought to use “intent” as a

method to enable “ownership”. •  Pillars to transfer control: – Competency – Clarity

Intent-Based Leadership 1.  People to feel valued and

proud of being a part of something bigger than themselves

2.  People to know the organization's goals and thoughtfully contribute toward their accomplishment


Intent-Based Leadership 3.  Push control and decision-

making down the organization where people take responsibility and have the authority to rise to the occasion.

4.  The organization's success be on the shoulders of all people and not simply the "leaders”.

5.  Leaders to be at all levels. Captain David Marquet and Stephen Covey

Intent-Based Leadership •  In Agile, where can

you apply intent based leadership?

•  What holds you back? •  What can you do to

improve your situation?

Intent-Based Leadership Principles

1.  People to feel valued and proud of being a part of something bigger than themselves

2.  People to know the organization's goals and thoughtfully contribute toward their accomplishment

3.  Push control and decision-making down the organization where people take responsibility and have the authority to rise to the occasion.

4.  The organization's success be on the shoulders of all people and not simply the "leaders”.

5.  Leaders to be at all levels.



In High School Coaching… •  Massive turnover (50% or more every year). •  Immature & undisciplined. •  Part-‐6me focus. They are in School. •  No Experience •  You’re not the boss (parents are) •  The kids think they know more than you •  And those teenage hormones…

Bob Ladouceur, Coach of the De La Salle Spartans •  Started focusing on the kids and their growth and

not the winning the game itself. •  Started winning streak for 151 games (12 years). •  Finally lost to a team who had duplicated the

Spartans’ DNA… they copied Coach Lad!

“We measure our success by how well

we have embraced the essence of

accountability and commitment and the

relationships that spawns.”


- Coach Bob Ladouceur, De La Salle Spartans

Lessons Learned •  Amplify a player’s

motivation. •  Hold managers to a high

bar of performance and knowledge.

•  Values and process dictate culture and results.

•  Let players care for each other.

ü  Be disciplined and expect discipline.

ü Coach and develop the players.

ü  Everyone committed and accountable to each other.

ü  Practice practice practice. ü  Expect quality. ü  Build bonds across

organization.

Commitment Cards 1. Game Goal. 2. Practice Goal.3. Conditioning Goal.

Where can you apply this in your organization?


What do “core values” look like?


What did you no6ce about the coaching

perspec6ve on how they prepare for a game? At your company, how do

you prepare your teams?


Using these Core Values – how would you

imagine your team changing?

What Is Your Role as an Agile Leader?

•  What is my intent? •  What patterns do I need to STOP doing? •  What patterns can I introduce? •  How can I apply to the “system” that I’m in?


Who Are You?


I can LEAN on you for your leadership to help me grow.

You’re my worst nightmare,

“Walking Dead” starring Hello Kisy.

Stacey Louie, Enterprise Agile Coach and Trainer

CONTACT INFORMATION: [email protected]

Twitter: epicstart

LinkedIn: www.linkedin.com/in/sylouie



fedagile2016 stacey louie_print_small

Documents