Navigating Change When Rapidly Remote (30 min)

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NAVIGATING CHANGE WHEN RAPIDLY REMOTE Mark Kilby @mkilby https://www.markkilby.com

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WHAT ABOUT YOU?

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OUR PLAN A short talk to frame the conversation Questions & Answers (probably with demonstrations) Working agreements: I promise to be FLAWSOME We may experience CONFUSIASM Ask lots of questions please

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IMAGINE A TEAM WORKING TOGETHER … Performance Time Status Quo Change introduced

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IMAGINE A TEAM WORKING TOGETHER … Performance Time Status Quo Change introduced Change could be: - New process - New team member - New leader - New tools - New conflict - Urgent request - Urgent change in direction - Tool failure - Process failure - Team member out unexpectedly - Leader unavailable - Etc.

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Our expectations when we initiate change on our teams Our expectations when change is imposed Performance Time Status Quo New Status Expectations Change Time Performance Status Quo Change

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Question (please answer in chat): With what happened to your team these last few weeks, has change been: 1) Initiated by someone in your company? 2) Imposed by outside forces? 3) Both? 4) Something else causing change?

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How else can you gather answers to that last question with tools you have? (keep the answer to yourself at ﬁrst; type “READY” in chat when you have an idea)

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WHAT REALLY HAPPENS (UNDER THE RIGHT CONDITIONS)… Performance Time Status Quo New Status Quo Change introduced and challenges assumptions

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SMOOTHING IT OUT, WE GET THE J-CURVE Time (1) Status Quo/Old (8) New Status Quo (2) Change introduced and challenges assumptions (7) Integrate New Learning Performance (3) Resistance (5) Initial Results / Period of Disruption (6) (first) Transforming Idea (4) Unlearning

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HOW TO MANAGE CHANGE THROUGH EXPERIMENTS? Hint: Limit the Chaos Time Performance Sometimes known as the “point of chaos”; It will get worse before it gets better as the team wrestles with change Chaos

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TOO MUCH CHANGE Can the team recover? (1) Status Quo/ Old Way (2) Many/Bigger changes introduced and challenges assumptions Performance Chaos extended. Team may not come out of chaos without huge effort and support Chaos Chaos Time

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TOO MANY CHANGES Time (1) Status Quo/Old (2) Change introduced Performance (3) Resistance Chaos Results may look more like this if team is not given time to adapt to each change and learn from it.

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SET EXPERIMENTS To control the chaos

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EXPERIMENT WITH, NOT ON (no one wants to be a lab rat)

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AND MY 3 FAVORITE ONLINE TOOLS …

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3 FAVORITE ONLINE TOOLS Patience Empathy Listening

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THANKS! Q&A? NEED MORE? Blog, articles resources & newsletter at https:// www.markkilby.com Twitter: @mkilby http://www.linkedin.com/in/mkilby ONLINE CLASSES at https:// distributedagilesuccess.teachable.com Get the book - https:// www.markkilby.com/sdatbook/

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PHOTO CREDITS Mountain Path - Photo by Justin Kauffman on Unsplash. https://unsplash.com/photos/a8lTjWJJgLA star swirl - https://unsplash.com/photos/rMmibFe4czY road trip - Photo by Esther Tuttle on Unsplash wrong way - https://unsplash.com/photos/w5sHBvTYss0 Man in front of headlights - https://unsplash.com/photos/XIx85KpKmWU 3 face sculpture - Photo by Mitchell Luo on Unsplash. https://unsplash.com/photos/zIoFNTnA8Ok Jungle bungie jump station - Photo by Nazim Zafri on Unsplash. https://unsplash.com/photos/OmQBmAU-ihI Oculus Rift - https://www.ﬂickr.com/photos/121483302@N02/13491081124 CC-SA http://agilemanifesto.org 2 rats - https://commons.wikimedia.org/wiki/File:Sister_ratties_3.jpg All other images (c) 2019 Mark Kilby & Johanna Rothman