growing yourself as a transformational leader - with annotations sept 2017

©2017AgileLeadershipInstitute

Evolvagility:GrowingYourselfasaTransformationalAgileLeader

MichaelHamman(@dochamman)AgileLeadershipInstitute


Topics

• Today’sMarket/TechnologyEnvironment• FromPredict-&-PlantoSense-&-Respond• FromDelivery AgilitytoOrganizationalAgility• TheJoboftheAgileLeader

• TheInnerOSoftheAgileLeader• WhatDoesThisHaveToDoWithYourOrganization?

• DiscussionandQ&A


Volatility

Today’sMarket/TechnologyEnvironment

Uncertainty

http://www.levelupliving.com/how-unpredictability-creates-stress/

AcceleratingChange

AmbiguityVUCA


HowdobusinessleadersandmanagerstypicallyapproachVUCA?


Predict-&-Plan

• Everythingisknowableaheadoftime• Changeisexceptional• Futureispredictable• Thereisalinear,repeatablerelationshipbetweencauseandeffect

Therefore….

• Weplanup-front• Wedecideaheadoftime• Bigproblemsdecomposeintosmaller,moremanageableones

• Anythingimportantcanbeobjectivelymeasured


• Relationshipbetweencauseandeffectisthere,butnoteveryonecanseeit

• Requireshighdegreesofexpertiseandanalysis

• Multiplerightanswers• “Knownunknowns”

Adaptedfrom"Cynefin- Wikipedia,thefreeencyclopedia."Wikipedia,thefreeencyclopedia.http://en.wikipedia.org/wiki/Cynefin(accessedOctober4,2011).

Assumption:Work-worldsituationsareinherentlyComplicated

MachineModelofOrganizations


NewProcesses

andStructure

NotAllConditionsHandled

NewThingsFallThroughtheCracks

PerceivedLackofControl

StartHere

TheCompoundingofComplicatedSolutionsandPredict-&-PlanMethodologies….


CompoundedComplication

https://www.pinterest.com/pin/181692166193473189/?lp=true


TheproblemmaynotbesolvablethroughComplicatedsolutionsorPredict-&-Planapproaches.

What’sneededasanentirelydifferentapproach.


Sense-&-Respond

• Wecannotpredictthefuture• Thingswillchange,ofteninunexpected(andsometimesunwelcomeways)

• Cause-and-effectiseitherindeterminateorhardtosee

Therefore….

• Weplanaswego• Wedecidequickly,with“justenough”informationknowingwecanadjustaswego

• Weemphasizerapidfeedbackandlearning,sowecanadjust

• Createstructures&processesthatareemergent andadaptable


• Emphasisisoninteractionsamongtheparts

• Thehistoryofthesystemeffectscurrentperformance

• Causeandeffectcanonlybeperceivedinretrospect

• Principlescanbediscerned,buttheyaredynamic

Adaptedfrom"Cynefin- Wikipedia,thefreeencyclopedia."Wikipedia,thefreeencyclopedia.http://en.wikipedia.org/wiki/Cynefin(accessedOctober4,2011).

New Assumption:Work-worldSituationsAreInherentlyComplex

PhotoprovidedunderCreativeCommonsbywka

A‘LivingSystems’ModelofOrganization


Premise#1:InordertomeettheinherentcomplexityofVUCA,companiesneedtodevelopgreaterSense-&-Respondcapability.


Scrum

AdoptingaSense-&-RespondApproachinSoftwareDevelopment


“Implement Scrum and all of the reasons that an organization has trouble delivering quality software on schedule are thrown up in your face, day after day, month after month - made obvious and critical by Scrum.”

-- Ken Schwaber, Author and pioneer of Scrum

But,here’stherub….


TheproblemariseswhenwetrytogrowSense-&-RespondsoftwaredevelopmentwithinaPredict-&-Plan

organizationalenvironment


What’sneededisnotmanagement“support”.


What’sneededisnotmanagement“support”.

http://thepinoycivilservant.com/2015/10/12/administrative-rules-must-be-read-in-harmony/

Org’lCulture

MindsetPractices&Processes

ORGANIZATIONALAGILITY

Org’lStructures

DELIVERYAGILITY

What’sneededisorganizationalcongruence.


DeliveryAgilityBecomesaFacet ofaBroaderOrganizational Agility


Premise#2:Togrowsustainablyhigh-performanceteamdelivery agility,youneedtocultivatetheemergenceofbroadorganizational agility.

Premise#1:InordertomeettheinherentcomplexityofVUCA,companiesneedtodevelopgreaterSense-&-Respondcapability.


organizationalagility|ˈˌôrɡənəˈzāSHənləˈjilədē|

nountheabilityinherentinorganizationalsystems(business,technologicalandhuman)toaccuratelysense andrapidlyrespond towhatishappening,inanymoment,inordertoshapeanever-changing,volatile andcomplex(VUCA) worldtowardthefuturetowhichitscollectiveiscommitted.

BringingSense-&-Respondcapabilitytotheleveloftheorganization

©2017AgileLeadershipInstitutePhotoprovidedunderCreativeCommonsbyDavidVillarrealFernández

FromaMachineModelofManagement…

PhotoprovidedunderCreativeCommonsbywka

ToaLivingSystemsModelofLeadership.

Growingorganizationalagilitycallsforashiftinhowwethinkaboutorganizations…


https://www.youtube.com/watch?v=1HH4_yn1Q_U

InstallationThisisamatterNOTof

TransformationButof


Premise#1:InordertomeettheinherentcomplexityofVUCA,weneedtodevelopgreaterSense-&-Respondcapability.

Premise#2:Togrowsustainablyhigh-performanceteamdelivery agility,youneedtocultivatetheemergenceofbroadorganizational agility.Premise#3:Leadingsuchatransformational changerequiresashiftinleadershipmindset:fromPredict-&-Plan toSense-&-Respond.


agileleadership|ˈajəl ˈlēdərˌSHip |

nountheabilitytocatalyzetheemergenceofdeep,sustainablesense andrespond (agile)capabilityacrossorganizationalsystems.


WhatAgileLeadersDo….

Theyempowerandenableindividualstoleveragetheirgreateststrengthsinservicebothtothemselvesandtothebroaderinstitutionalmission

Theyvaluetheinnergrowthanddevelopmentofpeople,whethertheyareontheirseniorleadershipteamsoronthegroundgrindingoutcode

Theycreateconditionsthatenableindividualstoequipthemselveswiththeskillsandcompetenciespertinenttogrowingbroaderpersonalagilecapability—notjusttechnicalskills,butalsopeopleandrelatingskills

Theyengageentirecommunities,andhelpthemorientthemselvesaroundsharedvisionandpurpose

Theyseeagileteamimpedimentsassymptomspointingtodeeperorganizationaldysfunctions,andworktoresolvethosedeeperdysfunctions.

TheyseefulloccupationofthemajorAgileroles(e.g.ScrumMaster,AgileCoach,ProductOwner)asakeyinstitutionalasset

TheyarekeenlyawareofthefoundationalvaluesandprinciplesofAgileandseektoapplythemthroughouttheorganization

Theyareskillfulinengagingothersindifficultconversations.

TheyknowhowtoleadsituationallyTAKEANECOSYSTEMICAPPROACHTOORGDESIGN

NOTHAVINGTOHAVETHEANSWERS

GROWINGLEADERSEVERYWHERE

CULTIVATINGORGANIZATIONALAGILITY

SEETHELARGERSYSTEM,ANDHELPOTHERSSEEIT


ThisrequiresanOSUpgrade…

…InYou asaLeader


WhatdoesthisOSUpgradelooklike?


AMapoftheAgileLeadershipOS*

*A21st CenturySense-&-Respond Leadershipoperatingsystem

ThreeHorizons ofAgileLeadership….


Organization-Leadership


Relationship-LeadershipPersonal-Leadership


• HowImakesenseoftheworld• HowImakemeaningfrommyexperience• Mylevelofself-awarenessandself-

management• Mycapacitytoempathicallyseeothersas

themselves

ComplexityofSense-Making








themselves


• Myabilitytocommunicateempathically• Myskillfulnessinconversation• Myabilityandskillincollaboration• Myabilitytogrowanddevelopothers

ComplexityinRelationship








themselves


• Myabilitytocommunicateempathically• Myskillfulnessinconversation• Myabilityandskillincollaboration• Myabilitytogrowanddevelopothers

ComplexityinRelationship

• Myabilitytoorientcommunitiesaroundvision• Myabilitytoseelargersystemicdynamics,and

helpothersseeit• Myabilitytoeffecttransformativechangeacross

complexsystems• Myabilityhelptheorgsituateitselfwithina

varietyofcontexts

ComplexityinOrg’lAction






Complexityofsense-making

Complexityinrelating Complexityinorganizationalaction

Attheheartofitall(theOS’kernel’)isyourinnersense-makingcomplexity.


Sense-making:TheAgileLeadershipOS‘Kernel’

33

Whatdoyousee? Weconstructtheworldinourminds.

Whatisthenatureofthatconstruction?


Weseetheworldaroundusthroughakindoflens.


Thatlensnotonlycolors ourexperience,andwhatweperceive…

…Itdetermines it.


TheArchitectureofOurSense-makingLens

OurFrameofReference

http://www.relationship-economy.com/2013/08/the-management-consultants-frame-of-reference/

OurEnculturation

http://www.nmhu.edu/photography-exhibit-of-life-land-and-culture-of-canyon-de-chelly/

OurComplexityofExperiencing


InaVUCAworld,ourinnersense-makinglensoftenmissesthecomplexityaroundus.

Wemayneedtoupgradeourinnersense-makingOS.


Therehasbeen,overtheyears,aprogressionofoperatingsystem(OS)upgradestomeetincreasingcomplexityofPCcomputingenvironments….


Similarly,developmentalpsychologyhasshownaprogressionofoperatingsystem(OS)upgradesinthemindsofadults.

©2017AgileLeadershipInstitute*BasedontheresearchofSusanneCook-Greuter,BillTorbert&BillJoiner

Leaderas“Tactician”

KeyAssumption:Thesourceofmysenseofselfasaleadercomesfrommyexpertise

• Myvalueasaleaderismyabilitytodrilldownandgetthingsdone

• Groupstaffmeetingsdon’treallygetyouthatmuch.• SometimesIwishIcouldjustclonemyself.• Itrytousetheusualtechniquestogetpeopleengaged…

forcefularguments,provocativequestions,etc.• Ifocusonthemostimportantthingsthatareclosetome• Feedbackisfine,aslongastheyknowwhatthey’re

talkingabout


Leaderas“Strategist”

KeyAssumption:Thesourceofmysenseofselfasaleadercomesfrommyabilitytodriveotherstowardmymission

• Myvalueasaleaderismyabilitytochallengeandinspireotherstogobeyondwhattheythinkispossible.

• Iamenergizedbyavisionandcanenrollothersinit• Iseethebiggerpictureandtrytohelppeopleseethat

samepicture• Ivaluetheimportanceofrelationshipsacrossfunctions• Feedbackisgood:ithelpsmegetcleareronhowIcan

improve

http://www.glassceiling.com/the-self-confidence-conundrum/


Leaderas“Catalyst”

KeyAssumption:Thesourceofmysenseofselfasaleadercomesfromasensethatwearetogetherinanever-evolvingprocess

• Myvalueasaleaderismyabilitytohelpothersgrowintothefullestexpressionofthemselves,andinsodoing,catalyzecongruentalignmentwithwhatisbestforthoseweserve.

• Iamabletothinkholistically&strategically,eveninthefaceofcomplexityandrapidchange

• MydirectreportsseethatIcanbeinfluencedbythemanditsnotjustagametogettheirbuy-in.

• FeedbackistheonlywayIcanlearnaboutmyimpactonothers. https://www.directionsmag.com/pressrelease/5510


Thisishowitbreaksdownintermsofthethreehorizonsofleadershipdescribedabove…


LeaderasTactician:AcrosstheThreeHorizons

Personal-Leadership Relationship-Leadership Organization-Leadership

• Tactical,problem-oriented• Objective,measurablereality

iswhatistrue• Verycentered&groundedin

myownperspective• Identifiedwithcraftexpertise• Self-awarenesslimitedto

whatIthinkmorethanwhatIfeel

• Icaneasilytakethingsratherpersonally

• IgetanxiouswhenIamdealingwiththingsIcan’tunderstandorcontrol

• Relationshipsareprimarilyameans toanend

• Iknowwhatisgoingonwiththeotherpersonw/outhavingtoask

• Thepurposeofcommunicationistheexchangeofinformation

• Iamresponsibleformotivatingdirectreports

• MentoringmeansteachingthemthingsIthinktheyneedtoknow

• Itendtofocusonmyimmediateareaofcontrol

• Ipreferone-on-onemeetingswithmystafftoteammeetings

• It’shardtounderstandwhypeoplecan’tapplywhattheyhavelearned

• ”Vision”isok,butpeopleshouldalreadyknowwhatweexpectofthem


LeaderasStrategist:AcrosstheThreeHorizons


• Strategicallyfocused• Realityhasalotofdifferent

piecestoitandcanbehardtosee

• HowIseethingscanbehelpedbyhearingtheperspectivesofothers

• Identifiedwithmission• Self-awarenessincludesan

abilitytoreflectonmyexperience,thoughoftentimesafterthefact

• Relationshipsarekeytoachievingourmission

• IknowthatIcan’tknowwhatishappeningw/someoneunlessIask

• Thepurposeofcommunicationistoalignaroundmission

• Iamresponsibleforhelpingdirectreportsdiscoverwhatmotivatesthem

• Mentoringmeanshelpotherslearnhow tothinktothinkforthemselves

• Itend tolookoutacrossavarietyoffunctionsacrosstheorg

• Leadershipteam meetingsarekeytoimprovingmyinitiatives

• Whenpeoplecan thinkbetterforthemselves,theybecomebetterpartnersinmymission

• ”Vision”iskeytohelpingusdefineour mostimportantgoals


LeaderasCatalyst:AcrosstheThreeHorizons


• Focusedonpurpose• Realityisever-evolvingand

ever-emerging• Myperspectiveisever-

incompleteandcanonlybecompletedbyconsideringother’sdiffering perspectives

• Identifiedwithmyselfnotasathing,butasaprocess

• Iamalmostalwaysawareofwhatishappeninginmeinreal-time,andcanusuallymanagemyreactions

• Relationshipsarekeytoshaping ourreality

• IassumethatIcanneverreallyknowanother;assuch,Imostmaintaincuriosity

• Thepurposeofcommunicationisorientingourselvesaroundaviewofreality

• Iamresponsibleforcreatinganenvironmentinwhichdirectreportsdevelop/grow

• Itendtoseeourorganizationasanever-unfolding ecosystem

• Meetingswithmystaffiswhereourbestideasemerge

• People’sinner developmentisjustasimportantaslearning newskills/competencies

• “Vision”isthecultural‘ether’whichhelpsusbeorientedtowardcongruentaction


ThinkAboutIt

Howwouldyoucharacterizethenatureofyourownsense-makingOS?Howmightthisbehelpingyouragileleadership?Howmightitbehampering?


ApplicationMappingtoStagesofAgileAdoption


DeliveryAgility• FocusonDeliveryprocess• Gettingtheteamprocessright• Dealwithimpedimentstactically

BusinessAgility• Focusonstrategiesforbusinessvalue

&cross-orgcollaboration• Gettingthethelargersystemsright• Dealwithimpedimentsstrategically

OrganizationalAgility• Focusonbroaderorganizational,

ecosystemtransformation• Bothhuman &operational agility• Impedimentsarekeyorg’l feedback

Increasin

gCo

mplexity

StagesofAgileAdoption LevelsofSense-makingAgility

AgileLeaderasTactician

AgileLeaderasStrategist

AgileLeaderasCatalyst


ComingSpring2018!

AgileLeadershipInstituteMichaelHamman,Co-founderCliveProut,Co-founder

ComingWorkshops….

Evolvagility:TransformingYourselfasanAgileLeaderMichaelHamman&CliveProut,WorkshopLeaders

Dallas,September27-292017 SOLDOUTDallas,October25-272017WashingtonDC,Dec6-82017

(Moretocomein2018!)

Registerat:https://tinyurl.com/y6w5f4rmEmail:[email protected]


Thankyou!MichaelHamman

@dochamman

growing yourself as a transformational leader - with annotations sept 2017

Leadership & Management