There’s a massive difference between teams that rock and those that just don't. Not only do the teams that rock deliver some phenomenal, off-the-page results, they are a joy to work with and be part of. These teams act like magnets for more amazing people, deliver remarkable value for customers and inspire action in others. This session explored the ideas beneath the Open Leader Method(TM), a unique leadership programme for leaders in IT.

1. Building Teams
that
ROCK

2. “Batman works alone.
That’s my motto.
Copyright Batman.”
- Batman

3. ARE CONNECTED
ACT LIKE MAGNETS
DELIVER
Teams that rock

4. About Stephen

5. a Taoist tale

6. The Ups and Downs of Leading in IT

8. 5 Keys

9. What purpose?
Spread Ideas
To organize the world’s information and make
it universally accessible and useful
Shape the future of the Internet by creating unprecedented value
and opportunity for our customers, employees, investors, and
ecosystem partners

10. What purpose?
A computer on every desk and in every home
Put a man on the moon
To be the leading global provider of financial solutions for demanding clients,
creating exceptional value for our shareholders and people.
at founding
1961

11. How do they get you to want their products?

13. Instructions
Will be handed out on paper
5 minutes
Exercise

14. Types and Preferences
We all have a preferred way of communicating, solving problems and making decisions.
How do you approach the outside world?
JUDGING PERCEIVING
How do you decide and come to conclusions?
THINKING FEELING
How do you take in information?
SENSING INTUITION
How do you direct and receive energy?
EXTRAVERSION INTROVERSION

15. Making decisions
Feeling
Making decisions
based on values-
based, person-centred
criteria, seeking
harmony.
Thinking
Making decisions
based on impartial
criteria, cause-effect
reasoning, constant
principles or truths,
logic.

16. Be your authentic selfPersona
Key 1
Know position, direction and destinationPurpose
Communicate purpose in contextPitch
Visualise
Connect people to
purpose and form
the bedrock of
ownership,
engagement and
autonomy.
Key 1

17. Damocles
Dionysius
Sword

18. Investigating Factors Associated With Not
Reporting Medical Errors From the
Medical Team's Point of View
Global Journal of Health Science; Vol. 6, No. 6; 2014
Top reasons for NOT reporting errors:
Errors (procedural)
• Lack of clear definition for medical team
Manager’s behaviour
• Managers worry about defame of medical clinic
• Their focus on wrongdoer not cause
• Inappropriate reaction against errors
Psychological Safety

19. United Airlines Flight 173Everest Expedition - 1996

20. “What will people think about our team if
[with the new process] we’re less effective?”
- Senior Major Incident Manager

21. Key 1
Make it OK to fail and learn from itSafety
Promote individuality and creativityAutonomy
Ask for and act on the feedback you getSelf
Key 2
Humanise
Shift the default
failure response to
learning to promote
innovation,
collaboration and
autonomy.

22. “…it is critical that
businesses take an
active role in
supporting their
[people] through
reskilling and
upskilling”
Klaus Schwab
Founder, World Economic Forum

23. 46% of UK employers
believe the IT skills gap
is growing and that
emerging technologies
are the cause.
- CompTIA
The Skills and Talent Imperative
In the US, the top-5 most
promising jobs now
include Data Scientists
and Site Reliability
Engineers.
- LinkedIn

24. Number of adverts including sample skills Number of adverts including sample skills
UK Examples
Permanent Roles Contract Roles
Source data, IT Jobs Watch, Aug 19

25. AI, ML, Data Science
% of job adverts including AI, Machine Learning, Data Science
Permanent Roles Contract Roles
Source data, IT Jobs Watch, Aug 19

26. Instructions
a) Fill in the provided worksheet
b) Form a group of 3 or 4 including someone you don’t work with!
c) Share your thoughts
d) Question generalisations
15 minutes
Exercise: Why do you do what you do?

27. Your
Company

28. Give your answers to your HR / Recruitment teams!

29. Key 1
Identify and promote reasons to join youMagnetise
Multi-dimensional skills developmentCultivate
Use unifying measures to orient teamsFocus
Key 3
Organise
Build adaptable,
skilled and focused
teams to deliver in
a volatile, changing
world.

30. “The only constant in the technology industry is change.”
- Marc Benioff

31. AI in the Service
Desk
Company 1 Company 2
Organisations failing
/ failing to adapt
Acquisitions Multi-Company
Working
Accelerating
Releases
Communications
Platforms
Ubiquitous Cloud Work anywhere

32. “84% Of Companies Fail At Digital
Transformation” - Forbes
The Statistics on Change
“Only 30 percent of change
programs succeed” - Kotter
A B
Time
“The vast majority of organisational
change efforts fail [estimates vary
from 60-80%]” - CEO World
“96% of Agile transformations fail to
adapt to changing conditions” -
2018 State Of Agile survey
“Any digital transformation project is
going to take around four years, and
85% of them fail” - IBM
“The UK wastes £37 billion a year on
failed Agile IT projects” - 6point6

33. Top 10 Reasons – Kotter (1995)
1. Not establishing a great enough sense of urgency
2. Not creating a powerful enough guiding coalition
3. Lacking a vision
4. Under-communicating the vision by a factor of 10
5. Not removing obstacles to the new vision
6. Not systematically planning for creating short-term wins
7. Declaring victory too soon
8. Not anchoring changes in the corporation's culture
9. Lack of a measurement system
10. Failure to involve people
Why do transformation programmes fail?
10 barriers to successful change - Evard and Gipple (2001)
1. Employees feel treated like robots
2. Change has a 'flavour-of-the-month' track record
3. Resistance goes undercover
4. Employees “don't know how this affects me”
5. The culture is different to the change
6. HR policies are different to the change
7. Your employees are stressed out
8. Turf battles occur
9. Employees believe change is not needed
10. Leader lacks credibility
McKinsey – Top Reasons for Failure (2013)
1. Employees resistant to change
2. Management behaviour doesn’t support change
3. Inadequate budgets or resources
4. Other obstacles

34. Complicated ComplexSimple Chaos

35. “What will people think about our team if
[with the new process] we’re less effective?”
- Senior Major Incident Manager

36. What makes them succeed?
1. Clear vision and impetus
2. (Continued) leadership focus and alignment
3. Emphasis and awareness of human behaviour
4. Open communication and feedback
5. Inspection, Adaption, Iteration

37. BehaviourAntecedents
(environment,
events,
interactions)
Consequences
Applied Behaviour Analysis
8
0
A B C A B C

38. Balancing Behaviours
Behaviour
Things that inhibit change Things that promote change

39. Balancing Behaviours
Behaviour
StimulatesInhibits
Will I still have a role?
It didn’t work last time
I’m not trying that
I’ll wait to see it working
What we have today works
They’ll give up soon
It’s just too hard / complex
I don’t know what to do
I’m waiting to be asked
I don’t like being told what to do
No one else is doing it
It wasn’t my decision
I don’t trust you
I’ll get blamed
It doesn’t apply to me
I get to grow my skills
I understand why it matters
I’m connected with the outcomes
This could help my position
Our customers will love this
My team will be more effective
I’m involved in the decisions
This is our change
I can help other people
We can be #1
This could develop my career
It will make my life easier
Failure is handled openly
Experimenting is encouraged
My opinions and ideas matter
I’ve got enough slack for it

40. Instructions
a) In pairs, record a stakeholder and the behaviour you want to see
b) Discuss and add some thoughts to the left of the scale:
- What antecedents (environment, situation, system) could inhibit the change?
- What consequences exist today that could inhibit the change?
c) Discuss and add some thoughts to the right of the scale:
- What antecedents (environment, situation, system) could promote the change?
- What consequences exist today that could promote the change?
15 minutes
Exercise: Balancing Behaviours

41. Exercise: Balancing Behaviours
Behaviour
StimulatesInhibits
Doesn’t think he has the skill
Training isn’t available
No-one in the team codes
Work already gets done!
Worried about redundancy
Peers will criticize
Too much work to do
Who do you want to change? Sam in the storage team
What is the behaviour you want? Learn coding to automate standard functions
Interesting
Prestige for being the first
Recognition from leaders
Reduction in mundane tasks

42. Key 1
Influence behaviour in a better wayBalance
Clear impediments and distractionsEnable
A culture of open, continuous feedbackFeedback
Key 4
Realise
Embed change
more quickly and
effectively using
attraction,
openness and
balance.

43. You want to write
some music.
Which studio?

45. Fault Order No 654113 Address 1200 Summerhill Drive
Location Osborne Bank Anston
Contact S Knightly Perryhill
Phone 01277 678522 PP19 1WS
Severity 2 Loc ID RDC223/T
Product FCM Site Key FE776213
Sys FCM00/01 Received on 12/8/99 16:00
Serial 098854 First Contact 19/2/99 09:02
Failure E117 Last Update 20/2/99 15:27
Action Passed to DTECH
Received by A Perry Call status Open
Owner S Goodger
PROBLEM DESCRIPTION
10:01
e117 condition reported by the site communications module
security reports system recovered immediately and operating normally
log shows all other readings normal and entered. Hotline reports data inputs from sensors
not received by FCMs 00/01
13:19
DTECH support database reports:
Osborne bank customer profile appended
Status Data appended
13:23
Status data-
Full feature system updated and recommissioned 3 years ago and operational since then
Quarterly updates successfully completed
13:24
FCM history data
Circuit pack manufacturer reported a bad batch of motherboards where one layer had
chemical contamination that generated heat under certain conditions> most boards now
replaced. Some instances of misfit daughterboards; tech reps suspected bent pins or loose
solder joints, but found that removal and reinsertion is only fix necessary. A batch of FCMs
came in withrcuitry
Focuses on activity in
chronological order,
not on finding the
root causeInconsistent
recording of data
(people and tickets)
Hard to extract key
data to decide on
next action
Doesn’t help identify
critical data
Doesn’t help identify
recurring issues

46. DPM application is not available at both DC & HQ
sides, but 80% or more of the data has not
updated for 0 to 4 hours at 1 or more DC's IMOD
was not informed about this issue until after 4
hours elapsed. Informed Incident Manager for
Distribution
OR
Unstructured Thinking
Structured Thinking

47. Key 1
Be open and encourage others to beTransparency
Use structured, visible thinking methodsSystems
Organise around and emphasise flowNetworks
Key 5
Optimise
Increase quality
and performance
and reduce waste
with greater
alignment and
transparency.

48. Connect people to purpose and form the bedrock
of ownership, engagement and autonomy.
Visualise
Shift the response to failure to promote innovation,
collaboration and commitment.
Humanise
Build adaptable, skilled and focused teams to
deliver in a volatile, changing world.
Organise
Embed change more quickly and effectively using
attraction, openness and balance.
Realise
Increase quality and performance and reduce
waste with greater alignment and transparency.
Optimise

49. Open Leadership – Exploration
What impact you’re making as a leader of IT teams?
Find out at this 2-hour workshop and gain insight on where to focus
Where you and your team are now?
Insights from our unique framework
What inhibitors exist?
Where you want to be in 12 months?
Planning to get what you want
What will we cover?
“Great session, really helped me regain
focus” - IT Operations Director
“Insightful exercises that provoked self-
reflection” - VP Operations
“Thought provoking workshop!” –
Principal Agile Consultant
Delegate comments
Attendee Offer: £549 £139

50. Download
Book
Thank you
Free eBook: Changing IT Up
An IT Leader’s Guide for making and responding to change
downloads.opensquareconsulting.com/changing-it-up-free-ebook
Connect
07967 682006
linkedin.com/in/stephencloud
stephen@opensquareconsulting.com
opensquareconsulting.com
Open Leadership – Exploration
Speak to me now or contact me confirming you were at this
meetup session to take advantage of this offer!