AgileCamp 2014 Track 2: 5 Key Leadership Ideas You Cannot Miss, Pollyanna Pixton, Principal of Accelnova

1. five free leadership
tools that improve
agile results

2. Co-Founder, Accelinnova
801. 209. 0195
accelinnova.com
blog: pollyannapixton.com
t: @pollyannapixton
Pollyanna PIXTON

3. Agile connection…

4. Agile Manifesto
We are uncovering better ways of developing
software by doing it and helping others do it.
Through this work we have come to value:
Individuals and interactions over processes and tools
Working software over comprehensive docs
Customer collaboration over contract negotiation
Responding to change over following a plan
That is, while there is value in the items on
the right, we value the items on the left more.
www.agilemanifesto.org© 2001

5. Agile Manifesto
We are uncovering better ways of developing
software by doing it and helping others do it.
Through this work we have come to value:
Individuals and interactions over processes and tools
Working software over comprehensive docs
Customer collaboration over contract negotiation
Responding to change over following a plan
That is, while there is value in the items on
the right, we value the items on the left more.
www.agilemanifesto.org© 2001

6. Agile Principles
 Customer Satisfaction
 Embrace and welcome change
 Deliver working software frequently
 Business people and developers work
together daily
 Build projects around motivated individuals.
Support and trust them.
 Face-to-face communication is best

7. Agile Principles (cont.)
 Working software is measure of progress
 Sustainable development with a consistent
pace
 Attention to technical excellence
 Simplicity is essential
 Best designs and requirements emerge from
self-organized teams
 Team reflects regularly on how to improve

8. Overview
1. Trust
2. Ownership
3. Fix Processes
4. Right People
5. Integrity Matters

9. Trust
trust

10. Unleashing Innovation
Collaboration Process
why is
trust important?

11. the data …

12. 2004-2008:
high trust companies
out perform low trust
companies by 43%
- Great Place to Work
add 2009:
high trust companies
out perform low trust
companies by 126%

13. trust companies
double performance
over S&P for 10 years
- Great Place to Work
- Watson Wyatt study
high trust companies
out perform low trust
companies by 300%

15. Transaction
Costs
transaction costs

16. self
protection

17. repair
broken
trust?

18. other price tags?

19. Project Management
 Change Management
how can leaders
help teams build Trust?

20. Project Management
 Dependency Management
remove
debilitating Fear

21. in collaboration, people
fear …
- Warren Bennis
Beyond Bureaucracy

22. losing
identity

23. losing
intellectual
mastery

24. losing
individualism

25. what do people fear ?

26. Unleashing Innovation
Collaboration Process
group and
prioritize

27. Leadership Role
What can leaders do?

28. fostering
trust

29. advance each other’s
intentions
and interests
don’t impede them

30. be proactive in
moving work
forward

31. create transparency

32. Project Management
 Focus, Communication, and Expectation
Management
honest and open
communication

33.  Build the right product
share
experiences

34. team to team trust…

35. “a mega team”

36. validate others

37. accept risks collectively

38. leadership role ?

39. Leading Agile
 Collaboration Model
 Collaboration Process
team based
measurements

40. people do
what they are
measured
by
measure results

41. let
teams
evaluate
themselves

42. build
confidence

43. Collaboration Model
short iterations …
early wins

44. celebrate success !

45. Project Management
 Risk Management
trust First !

46. Leadership Role
Suspicion is a permanent condition.
- Marcus Buckingham

47. Leadership Role
other leadership roles?

48. Trust
 remove fear
 validate others
 accept risks together
 team-based
measurements
 authenticity
trust summary

49. ownership

50. use
authentic motivation
- Alfie Kohn
Punished By Rewards

51. Unleashing Innovation
Collaboration Process
foster
collaboration

52. teams
collaborate
to
make their
decisions

53. let people
choose

54. let people
choose
how,
what,
and when

55. content

56. provide
meaningful
work

57. don’t take
back
their
ownership

58. don’t give the
answers

59. or……
givethem
the
solutions

60. ask
questions

61. questions
that
help teams
discover
solutions

62. How can we avoid the temptation to rescue
our teams?
 Ask Questions.
 What would you like me to do?
 How would you like to solve that problem?
 What would you like to do?
how
would you like
to
solve it?

63. what would you
like me to do?

64. exercise: leader and worker conversation

65. Stay Positive
what questions worked?

66. Trust/Ownership Model
Command &
Control
Team Does as Instructed
No Ownership
Leader / Process
is Bottleneck
Conflict
Team Demotivated
Mired in Bureaucracy
& Wasted Effort
Energy &
Innovation
Team Trusted
Team Accountable
Leader Freed
Failure
No One Cares
HighTeam/Individual Ownership
Control
Trust
Low
Leadership
&BusinessProcess

67. Stay Positive
how can you help
teams/people take
ownership?

68. macro-
leadership
tool

69. Macro Leadership Cube

70. Stand BackStand Back

71. Step UpStep Up

72. Example…Example

73. Your cube?Your cube?

74. ownership summary
 ask questions
 macro leadership cube
 don’t take back
ownership

75. process

76. fix
processes
not
people

77. what processes
aren’t working?

78. Leadership Role
how can we fix them?
ask the team!

79. Project Management
 Dependency Management
collaboration
process

80. what can we do
to fix the process?

81. brainstorm

82. group
in
silence

83. prioritize
based on
business
value

84. Purpose
Considerations
Costs and Benefits
Business Value Model

85. individuals
volunteer
for
what
and by when

86. value stream mapping

87. Where do we waste time?
Cycle Time:
Average end-to-end process time
 From problem detection
 To problem solution
Begins and ends with customer.
Problem Solution
Cycle Time
Customer Request Customer Satisfied

88. Example: Customer Requests Fix
Where can we remove the waste?
Customer
requests fix
Support
triages
request
Dev team
triages
request
Dev fixes,
releases in
fix pack
Customer
deploys
fix pack
Work: 5 min 2 hrs 1 hr 2 wks 1 hr
Efficiency =
Value added time
Total cycle time
10.5 days
38.5 days
= = 27%
Wait: 5 min 3 days 1 wk 2 wks
Value Added Time = 10.5 days
Cycle time = Work + Wait = 38.5 days

89. Select Delivery Content
(no travel allowed!)
Need for
Scope Def.
2 Hours
Call & Email
With Cust
1 Hour
Call & Email
With Cust
1 Hour
7 Days 2 Days Agreement
Achieved
1 Day
X 6
Customer Request to Agreement
Working Time = 16 hours
Elapsed Time = 32 days
Wasted Time = 30 days
Efficiency = 6%
Note: Comparison assumes
• 1 day travel to customer site
• 1 day face to face work
• 1 day travel home is excluded since
customer is satisfied
Face to Face Meeting
Working Time = 8 hours
Elapsed Time = 2 days
Waiting Time = 1 days
Efficiency = 50%

90. As-Is Example
As a new customer, I want to enter my Information only once
in the Small Business Portal
SOW
Tech Central
(1 Day)
System Test
(5 Days)
GOL
(1 Day)
Digital
Cement
(2 Days)
Tech Central
(5 Days)
1 Day
2 Wks2 Days
2 Wks2-4 Wks
Process Efficiency = Work / Time = 14 / 56 = 25%

91. To-Be Example
Requirements
Planning
(2 Days)
System Test
(5 Days)
GOL
(1 Day)
Digital
Cement
(1 Day)
Tech Central
(5 Days)
1 Day
Work = 14 days
Time = 8 days
Efficiency = 175%

92. 9292
Create a Value Stream Map
 Select a Process that is relevant to you
 Create a Value Stream Map
 Calculate Process Cycle Efficiency
 Process Efficiency =
How can you change the process to reduce
the waste? (the To Be state)
Value Added Time
Total Cycle Time

93. Value Stream Maps
 Customer value not changed
 Reduces the delivery time to customer

94. Process summary
 Fix processes not people
 Use sticky notes for
improving processes
 Map value streams

95. right
people

96. get the right people on the bus
in the right seats.
- Jim Collins

97. get the wrong people off the bus.

98. Passion
Best
Organizational
Fit values

99. what are you passionate about?

100. what do you do best ?

101. how do you define
success?

102. Passion
Best
Organizational
Fit values
do your circles intersect?

103. what’s holding you back?

104. Passion
Best
Organizational
Fit values
what about your team?

105. right people summary
Intersection of:
 Your passion?
 What you do best?
 Organizational fit?

106. integrity matters

107. Trust
how do you
define
integrity?

108. Enron The Smartest Guys in the
Room
(book and documentary)

109. The
Insider
Movie and book

110. other examples
of integrity?

111. Attract and retain:
first on the basis of integrity
second, motivation
third, capacity
fourth, understanding
fifth, knowledge
last and least, experience.
- Dee Hock, CEO Emeritus VISA International

112. …knowledge
without integrity
is dangerous
and dreadful.
- Samuel Johnson,
British author

113. how do you know if
someone has integrity?

114. Summary
summary

115. Trust
 remove fear
 validate others
 accept risks together
 team-based
measurements
 authenticity
trust summary

116. ownership summary
 ask questions
 macro leadership cube
 don’t take back
ownership

117. team decides
summary
base decisions
on business value
collaboratively
decide!

118. process summary
 Fix processes not people
 Use sticky notes for
improving processes
 Map value streams

119. right people summary
Intersection of:
 Your passion?
 What you do best?
 Organizational fit?

120. integrity matters summary
hire and retain:
 Integrity first
 Motivation
 Capacity
 Understanding
 Knowledge
 Experience last

121. learn more