Give Control Create Leaders Agile 2017

Give Control, Create Leaders
Your Biggest Barrier to Engagement
is You
@AdamYuret#agile2017

W W W. C O N T E X T D R I V E N A G I L I T Y. C O M
Adam Yuret #agile2017

Please Turn Your
Smartphones… ON!
@adamyuret
#Agile2017

@AdamYuret
Please Turn Your
Galaxy S7… ON!
#agile2017

My
Favorite
People
Kris
Sam
Ben
@AdamYuret
My Favorite People!
#agile2017

My Other Interest @AdamYuret#agile2017

LEARNING! @AdamYuret#agile2017

Seriously @AdamYuret#agile2017

Seriously
Me (not speaking)
5 crew solving
problems

L E A D E R - F O L L O W E R M O D E L

What IT Executives Are Taught About
Leadership
@AdamYuret
Jon Snow
(knows nothing)
Eggbert
(Knows Everything)

C O M M A N D A N D C O N T R O L

Demand and be Disappointed

(Leader-Follower) (Leader-Leader)
@AdamYuret
#agile2017

“Change requires pain, we need to make them feel
shame in order for them to want to change.”
“I don’t need predictability I just need to be able to
report that engineers are working as hard as possible.”
“Scrum isn’t working but it’s our (leadership’s) fault. We
didn’t tell them hard enough. “
“I don’t want ‘the business’ involved in our process. I just
want agile to create hyper productive horizontal
engineering teams.”
L E A D E R - F O L L O W E R M O D E L

Psychological Safety is Essential
Safe to: Question authority, make decisions, experiment, learn, and support family.

Certify vs. Brief
Push vs. Pull

1 . T E L L M E W H AT T O …
2 . I T H I N K …
3 . I R E C O M M E N D …
4 . I R E Q U E S T …
5 . I I N T E N D T O …
6 . I ’ V E D O N E …
Marquet Ladder of Leadership

“ S T R AT E G Y D E P L O Y M E N T ”

R O A D M A P S H AV E
M O R E T H A N  
O N E R O A D .
@AdamYuret
#agile2017

@ C AT S W E T E L

@AdamYuret
L E A N
L E A D E R S TA N D A R D W O R K
A C C O U N TA B I L I T Y B O A R D S
D ATA D R I V E N D E C I S I O N - M A K I N G

“ L E A D E R S TA N D A R D W O R K ”
• Create Spreadsheet of Leader Standard Practices
• Design and Implement ‘Accountability Boards’
• Communicate Cadence For Board Review

S TA N D A R D I Z E AT T H E A P P R O P R I AT E L E V E L

@AdamYuret
“ L E A N ”
A C C O U N TA B I L I T Y B O A R D S

Pressure Makes The Bad Thinkings“I ﬁnd that when the immediate predecessor iscorrect, a speller has a 13 to 64 percent greaterprobability of making a mistake, relative to  the predecessor being incorrect.”
*Johnathan Smith Georgia State University
(jhr.uwpress.org/content/48/2/265.abstract)

“ L E A D E R S TA N D A R D W O R K ”
R E A C TA N C E ! @AdamYuret#agile2017

• Create and Maintain Psychological Safety
• Seek to Understand and Communicate Strategy
• Invite and Publicly Reward Candor
• Support Your Reports (No ‘They’)
• Understand Demand and Grow Capability

Vice Presidents
C-Suite
Directors
Line Managers
Delivery Teams (Design - Deploy)
Customers

Directors
Vice Presidents
C-Suite
Line Managers
Delivery Teams (Design - Deploy)
Customers

A leader: Seeks to know what their customers want.
A leader: Seeks to know their capacity to meet that demand both
technically and volumetrically.
A leader: Grows technical capability through hiring, cross-training,
bringing in consulting, developing technical communities of practice.
A leader: Mentors their reports to ensure a clear succession plan and
takes stewardship of their org to ensure people are advancing equitably in
their careers and satisfied with their workplace.
A leader: Communicates strategic intents at the appropriate time-
horizon to their reports and encourages honest feedback about
those strategic intents to effectively communicate that feedback
upwards into the longer strategic time-horizons into which that leader's
org nests.
A leader: Stewards a community and environment of respectful
psychological safety without which none of the essential
communication previously listed can survive.

" N O P L A N O F O P E R AT I O N S
E X T E N D S W I T H C E RTA I N T Y
B E Y O N D T H E F I R S T
E N C O U N T E R W I T H T H E
E N E M Y ' S M A I N S T R E N G T H ”
- H E L M U T H K A R L B E R N H A R D G R A F V O N M O LT K E
@AdamYuret

Friction
Activity in war is movement
through a resistant medium.
-Carl Philipp Gottfried von Clausewitz

M A K E W O R K V I S I B L E

“This absolutely MUST ship by 07/01!”
-CIO
“I’m not going to be the one to tell him.”
-Everyone
“…besides, there’s a ton of garbage in
our backlog we shouldn’t even do!”
-Everyone
D ATA - D R I V E N D E C I S I O N S

D ATA - D R I V E N D E C I S I O N S

50
INFORMATION
AUTHORITY

Leadership is Community

52
Leaders
1.Make people feel safe
2.Encourage people to think
3.Don’t brief, certify!
4.Leaders fix the environment (not people)
5.Leaders understand capacity and seek to
match it to demand.
6.Leaders grow capabilities, creating more
leaders.

John M. Darley and C. Daniel Batson
40 seminary students invited to give a talk on the
parable of the good samaritan…
1973 Princeton Theological Seminary Study
*http://psycnet.apa.org/journals/psp/27/1/100/

54
T I M E U R G E N C Y P E R C E N T W H O H E L P E D
L O W R U S H 6 3 %
M E D I U M R U S H 4 5 %
H I G H R U S H
What would you do?

55
T I M E U R G E N C Y P E R C E N T W H O H E L P E D
L O W R U S H 6 3 %
M E D I U M R U S H 4 5 %
H I G H R U S H 1 0 %
What would you do?

John M. Darley and C. Daniel Batson
Main Finding: Acts of kindness are largely influenced by
situational factors, not simply dispositional ones.
1973 Princeton Theological Seminary Study
*http://psycnet.apa.org/journals/psp/27/1/100/

http://imgur.com/JjBMudp
“Gave our poodle a summer haircut and broke our cat.”
Give Control!

Summary
58
@AdamYuret #agile2017

Competence Doesn’t Mean Typing
60

Competence means understanding how
to do your job effectively. Abdicating
this responsibility to authority is  
not competent.
61

Summary
62
@AdamYuret
#agile2017

Clarity means understanding why you
do what you do. Strategy deployment,
customer-focused product portfolio
management and data-driven
decision-making are all concrete ways
to increase clarity.
63

“Technical” Coach!
• Programming Mother#$%^
• Pairing, Mobbing,  
xDD All The Things
• #NOAllTheNotProgrammingThings
• #Typing!

“Non-Technical” Coach!
• Status Meetings!
• Harmful Estimates
• Wasteful Not-Typing
• Micromanagement

#NoFalseDichotomy
• Craftsmanship supporting customers
• Estimates and forecasts where useful
• Responsible balanced metrics
• Professional leadership
• Shared ownership of outcomes

68
“Soft” “Hard”
• Take a genuine  
Interest in people.
• Build an organization 
that is socially equitable  
& strategically purposeful.
• Encourage people to  
make their own decisions 
by removing tacit and  
explicit constraints.
• Use data to understand and  
grow capacity and capability.
• Invite people to measure  
what can/should be measured
• Mentor and be mentored.
• Learn psychology, analytics,  
organizational design, and  
statistical modeling.
Create
Leaders

69
How do you measure the effectiveness  
of a coach or leader?

“People don’t want easy, they want agency”
Out of 14 Santa Fe ofﬁcers
10 became Submarine Captains

“ L E A D E R S H I P I S T H E A B I L I T Y T O E N H A N C E
T H E E N V I R O N M E N T S O T H AT E V E RY O N E I S
E M P O W E R E D T O C O N T R I B U T E C R E AT I V E LY T O
S O LV I N G P R O B L E M S . ”
-Jerry Weinberg

Lean Coffee
73
Gatlin A 7:15-8:30
Available at the book table

Books & References
The best data things: FocusedObjective.com
Great leadership things: http://www.davidmarquet.com/
Leadership, agile & forecasting services:
http://bit.ly/YuretA

@AdamYuret http://Sayat.me/ayuret

Give Control Create Leaders Agile 2017

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Give Control Create Leaders Agile 2017