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The  Agile  Manager  MindshiI  Or,  we  are  not  all  made  the  same,  so  stop  trea1ng  us  the  same!  

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Paul  Ellarby  

pellarby@solu1onsiq.com  

 

Blog  –  paulellarby.com  

 

Twi@er  -­‐  pellarby  

Produc1on  Engineer  

 

First  line  of  code  in  1978  

 

VP  of  EDS  with  teams  across  Pacific  Rim  

 

Used  agile  since  1998  

 

Dakota  Curling  (www.dakotacurling.org)  

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The  Making  of  an  Agile  Manager  

Good at what you did, so they made you a manager

Trained you in command and control

Rewarded you for telling your resources what to do, when to do it, how to do it

You are the one who knew every detail, every aspect of your resources work

Your role – indeed, the organizations’ goal – was to exploit your resources

Then the organization “went agile”

Your boss - “Hey Nancy, we were just kidding about the management style we asked you to use. You need to change”

Your agile coach – “Just become a servant leader – I have a book here somewhere…”  

WTF?  4  

Goals  of  Adap%ve  Leaders  

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Envision  a  Responsive  Enterprise  

Deliver  a  Con%nuous  Stream  of  Value  

Create  an  Innova%ve  Culture  

Why  Agile?  

Be  Agile  

Do  Agile  

VUCA  

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Complexity Volatility

Uncertainty Ambiguity

»  The  situa%on  has  many  interconnected  parts  and  variables.  

 

»  The  challenge  is  unexpected  or  unstable  and  may  be  of  unknown  dura%on,  but  it  is  not  necessarily  hard  to  understand.  

»  Causal  rela%onship  are  completely  unclear.  No  precedents  exist  ;  you  face  “unknown  unknowns”.  

»  Despite  a  lack  of  other  informa%on,  the  event’s  basic  cause  and  effect  are  known.  Change  is  possible,  but  not  a  given.  

The  Golden  Mean  

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VICE  

VICE  

Eat  

Key  Virtues  

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Invite  

Respond  

Enable  

Improve  

Learn  

Share  

Listen  

Clarify  

Belbin  Team  Roles  

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Belbin  Team  Roles  

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Belbin  Team  Roles  

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Belbin  Team  Roles  

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INVITE  

Ignore  Laissez-­‐  faire  

Demand  Bully  

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RESPOND  

Avoid   Postpone  Cancel  

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ENABLE  

Sabotage   Control    

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IMPROVE  

Stagnate    

Perfect  

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LEARN  

Ignorance   Know  

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SHARE  

Take   Protect  

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LISTEN  

Silence   Speak  Talk  

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CLARIFY  

Confuse   Correct  

Examples  of  the  ShiI  in  Leadership  Focus  

Old  behavior   Agile  behavior  

Coordina%ng  project  implementa%on  details    

Building  trus%ng  rela%onships  with  the  business,  characterized  by  transparency  and  collabora%on  

Managing  and  direc%ng  “resources”  (people)   Designing  organiza%onal  environments  (autonomy,  mastery,  purpose)  

Making  project  decisions   Push  decision-­‐making  to  the  project  teams  

Managing  to  the  project  porlolio   Collabora%vely  establish  and  manage  to  broad  business  goals  and  objec%ves  

Solving  problems   Understanding  what  those  problems  reveal  about  the  underlying  organiza%onal  dynamics  and  structures.  Enable  people  close  to  the  problem  to  solve  them.  

Defining  and  enforcing  policies  and  rules  of  engagement    

Establish  objec%ves  ;  keep  anen%on  close  to  where  things  are  happening  ;  keep  necessary  details  transparent  

Managing  systems  and  processes   Designing  organiza%onal  environments  

Agility  Spectrum  

Leaders  pushing  decision  making  down  &  mentoring  next  genera%on  

Organiza%onal  feedback  loop  in  place  for  self  correc%ng  prac%ces  

Accelerated  %me  to  market  on  new  products  &  features  

Core  business  logic  insulated  by  tests  &  code  quality  improving  

Teams  maturing  &  delivering  consistent  value