Johanna Rothman @johannarothman www.jrothman.com Modern Management: Adapt How You Lead for Agile Success

© 2020 Johanna Rothman @johannarothman Why do people think we don’t need managers in agile approaches? 2

© 2020 Johanna Rothman @johannarothman Too much of what passes for “management” has little to do with leadership and everything to do with control. 3

© 2020 Johanna Rothman @johannarothman Why Management Exists • Manage themselves before they manage anyone else • Create a harmonic whole by leading and serving others • Every organization exists for one reason: Innovation 4

© 2020 Johanna Rothman @johannarothman Principles for All Managers 1. Clarify purpose, for you, your team, your organization. 2. Build empathy with the people who do the work. 3. Build a safe environment. 4. Seek outcomes by optimizing for an overarching goal. 5. Encourage experiments and learning. 6. Catch people succeeding. 7. Exercise your value-based integrity. Note: I did not add transparency or communication. If you manage with these principles, you will be as transparent as is possible and you will communicate effectively. 5

© 2020 Johanna Rothman @johannarothman Resource Efficiency vs Flow Efficiency 6

© 2020 Johanna Rothman @johannarothman Our Agenda • Great managers manage themselves first (Think) • Great managers serve and lead others (Feel) • Great managers create an environment of innovation (Act) • A little about how rewards drive behavior 7

© 2020 Johanna Rothman @johannarothman 1. Great Managers Manage Themselves 8 Satir Congruence Model

© 2020 Johanna Rothman @johannarothman Congruence • Blaming: Disregard Other • Placating: Disregard Self • Super-Reasonable: Consider Only Context • Irrelevant: Consider Neither Self, Other, or Context • Congruent: Balance Self, Other and Context 9 Satir Congruence Model

© 2020 Johanna Rothman @johannarothman Manage Yourself Myths • Managers are more valuable than other people. • Managers must solve the team’s problem for them. • Managers are too valuable to take a vacation. • Managers can still do significant technical work. (Or, player-coach works.) • Managers can estimate for the team. • Managers micromanage to see state. • Managers think the team needs a cheerleader. • Managers don’t admit mistakes. • Managers can concentrate on the run. • Managers expect people to bring solutions to problems. • Managers believe in indispensable employees. (Or “10X”) 10

© 2020 Johanna Rothman @johannarothman Myths Violate Value-Based Integrity • Honesty • Fair • Consistent • Take responsibility • Treat people with respect • Create safety for yourself and others 11

© 2020 Johanna Rothman @johannarothman Principles for Managing Yourself • Clarify your purpose. Where do you add value? • Build empathy with the people who do the work. Delegate technical work. • Build a safe environment. Admit when you don’t know. • Seek outcomes by optimizing for an overarching goal. Focus on the whole, not on a part. Delegate problems and outcomes. • Encourage experiments and learning. Offer coaching, not solutions. • Catch people succeeding. • Exercise your value-based integrity as a model for the people you lead and serve. 12

© 2020 Johanna Rothman @johannarothman Manage Yourself: Move from Expert to Coach 13

© 2020 Johanna Rothman @johannarothman 2. Great Managers Lead and Serve Others • “Managing” others is about leading and serving. • Leading and serving != directing and controlling 14

© 2020 Johanna Rothman @johannarothman People Remember How They Felt • Think back to the best manager you had. How did you feel when you worked there? • Do you remember the work or the teams? • Take just one of your terrible managers. How did you feel when you worked there? • Do you remember any of the work, except to remember how you felt about it? 15

© 2020 Johanna Rothman @johannarothman Outdated Management Assumptions Color Management Actions • People can do the job • People can master the challenges • People can take responsibility for the work and the relationships • … and more • People might need support or training, but they can. • People live up or down to your expectations of them 16

© 2020 Johanna Rothman @johannarothman Theory Y Thinking Enables Management Integrity • Honesty • Fair • Consistent • Take responsibility • Treat people with respect 17

© 2020 Johanna Rothman @johannarothman Lead & Serve Others Myths • No limit to the number of people you can manage. • People don’t need feedback. • Measure busy-ness, not outcomes. • Managers want to know the people are engaged. • Thinking isn't work. • Performance reviews or other evaluations are useful. (They are not. They damage relationships and performance.) • People don’t need credit for their work. • Hiring shortcuts are fine. • People are resources. (No, they are not.) • We need experts for this work. • Promote the best technical person to be a manager • You can keep even marginally-useful people on a team. 18

© 2020 Johanna Rothman @johannarothman When Managers Don’t Lead & Serve… • Incongruent • Lack of respect • Insufficient empathy • Work feels like drudgery 19

© 2020 Johanna Rothman @johannarothman Principles for Leading and Serving Others • Clarify purpose, for you, your team, your organization. What value does your team offer? • Build empathy with the people who do the work. Offer autonomy, mastery, purpose. • Build a safe environment. Teach feedback and coaching. • Seek outcomes by optimizing for an overarching goal. Use flow efficiency. • Encourage experiments and learning. • Catch people succeeding. • Exercise your value-based integrity. 20

© 2020 Johanna Rothman @johannarothman Lead and Serve Others: From Individual to Team 21

© 2020 Johanna Rothman @johannarothman 3. Great Managers Lead for Innovation 22 “...every organization---not just businesses--- needs one core competence: innovation.” — Peter Drucker

© 2020 Johanna Rothman @johannarothman Where Do Managers Spend Time? 23

© 2020 Johanna Rothman @johannarothman Organizational Leadership Myths • Great management looks easy so it is easy • Treat everyone the same way • Performance management creates employee engagement (It does not!) • Comparing teams is useful • “Friendly” competition is constructive • 100% utilization works • No time for training • It’s okay to move people wherever they need to go, whenever the manager wants. • Lower salaries means lower project cost • Manage by spreadsheet • It’s a great idea to standardize on how people work (especially their agile approach.) 24

© 2020 Johanna Rothman @johannarothman Embrace the Organization’s “Messiness” • Define the organization’s “Why” • Iterate on the strategy • Plan for change 25

© 2020 Johanna Rothman @johannarothman Innovation Principles • Clarify purpose, for you, your team, your organization. Why does your organization exist? • Build empathy with the people who do the work. Reduce bureaucracy. • Build a safe environment. How easy is it to disagree on anything? • Seek outcomes by optimizing for an overarching goal. Fulfill the why. • Encourage experiments and learning. • Catch people succeeding. • Exercise your value-based integrity. 26

© 2020 Johanna Rothman @johannarothman Lead an Innovative Organization: From Managing Change to Managing for Change 27

© 2020 Johanna Rothman @johannarothman Culture Drives Behaviors • Kurt Lewin said: B = f(P, E) • People (P) perceive the environment (E) • We choose to Behave (B) in ways that fit the environment • What does your organization reward? • Individual work (resource efficiency) • Team-based work (flow efficiency) 28

© 2020 Johanna Rothman @johannarothman Managers Create & Refine the Culture • For everyone as individuals, in teams, and in groups • (Schein discusses artifacts, values, and assumptions) • How people treat each other • What people can discuss • How the manager and organization rewards people 29

© 2020 Johanna Rothman @johannarothman “The Culture of any organization is shaped by the worst behavior the leader is willing to tolerate.” — Steve Gruenert and Todd Whitaker, School Culture Rewired, ch.3 (2015) 30

© 2020 Johanna Rothman @johannarothman Build Your Agile Management Habits • Progress, not perfection!! • Behaviors before beliefs • Start with yourself • Remember that people remember how you make them feel • If you don’t know the “why” nothing else matters. 31

© 2020 Johanna Rothman @johannarothman Let’s Stay in Touch • Pragmatic Manager: • www.jrothman.com/ pragmaticmanager • Please link with me on LinkedIn • Modern Management Made Easy (in- progress): • https://leanpub.com/b/ modernmanagementmadeeasy 32