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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.



May 17, 2019

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  1. @lunivore Liz Keogh @lunivore http://lizkeogh.com

  2. @lunivore

  3. 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/
  4. @lunivore

  5. @lunivore Control Clarity Competence

  6. Dan Pink, “Drive” Autonomy Purpose Mastery @lunivore 6

  7. @lunivore

  8. @lunivore

  9. Stephen Bungay, “The Art of Action” @lunivore Intent Outcomes Plans

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

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

    a shock! Varying probability of snakes Most stress at 50%
  12. “Scrum employs an iterative, incremental approach to optimize predictability and

    control risk.” - The Scrum Guide™ @lunivore
  13. “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
  14. Information Arrival @lunivore t Information Point at which most decisions

    are made
  15. “…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
  16. @lunivore Material in this slide is Copyright © 2017 Cognitive

    Edge Pte Ltd.. Used with kind permission. Commodities Differentiators Build on Spoilers The Innovation Cycle
  17. @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
  18. 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.
  19. @lunivore 5 4 3 2 1 Cynefin

  20. A Wardley Map Simon Wardley CC-BY-SA 3.0

  21. Epiphany and Apophany @lunivore

  22. None
  23. @lunivore Diego Delso, delso.photo, License CC-BY-SA 4.0

  24. Muhammad Mahdi Karim, GDFL 1.2 Yathin S Krishnappa, CC-SA 3.0

  25. @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
  26. Early 19th Century, Brooklyn Museum

  27. Deliberate Discovery Assume ignorance Assume second order ignorance Optimize for

  28. Real Options Options have value Options expire Never commit early

    unless you know why
  29. None
  30. None
  31. 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
  32. 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%
  33. Cynefin Breaking things down Trying things out

  34. 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
  35. Coherence A realistic reason for thinking the probe might have

    a positive impact Can you give me an example? @lunivore
  36. In high uncertainty… …scenarios provide coherence, not tests @lunivore

  37. Multiple success scenarios Ensures you’re not hung up on one

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

    When she reads my guide Then she should understand it better. @lunivore
  39. @lunivore “That won’t work because…”

  40. Failure Scenarios Given Kate doesn’t know much about the PO

    role When she reads my guide Then she might feel helplessly lost. @lunivore
  41. 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
  42. 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
  43. Fail-Safe Then it should also work in production @lunivore

  44. Safe-To-Fail Then we should find out And be able to

    roll it back @lunivore
  45. @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
  46. Psychological Safety ‘‘a sense of confidence that the team will

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

    Unpredictable; the “product of the interactions”* of the agents * Russell Ackoff
  48. @lunivore Write a failing test Make it pass Refactor New

    behaviour Existing behaviour
  49. Porpoise feedback Anchor the things you value.

  50. Sandwich Model Say something good Say something bad Say something

  51. Tasty Burger Model Anchor the things you value. Provide feedback

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

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

    its declaration of objectives was the less profitable in its financial statements.” - John Kay
  54. “Sensemaker” by Cognitive Edge @lunivore Past Present Future

  55. “Sensemaker” by Cognitive Edge @lunivore Leadership at every level “Mastery

    is understanding how to work with the grain.” - Katherine Kirk
  56. None
  57. @lunivore Liz Keogh liz@lunivore.com @lunivore http://lizkeogh.com

  58. Dreyfus Modelling Novice Experienced Beginner Competent Knowledgeable Practitioner Expert @lunivore

  59. Dreyfus Modelling 1. Novice 2. Beginner 3. Practitioner 4. Knowledgeable

    5. Expert @lunivore “You do you” Seek Independence Seek Desire Impostor Syndrome! Oh, yeah!
  60. The “Grow” Framework Goal Reality Options Way Forward @lunivore

  61. A really great leadership trait! @lunivore “I am feeling stressed…

    that’s interesting.”
  62. 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.
  63. The Safety Check (ESVW) Explorer Shopper Vacationer Prisoner @lunivore