Agile.managers.essence.leadership
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My keynote at AgileIndyConf was about Agile Management: what agile managers do in an agile organization. The reality is this: they perform the leadership work that managers do in any great organization. Managers don't do tactical work. Oh, they might need to do some problem-solving, *if* the team asks for their help. But what managers need to do is create an environment in which people can perform great work. That's what this talk is all about. I had stories which were quite funny. Ask me to speak and I will be funny for you, too!
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Agile.managers.essence.leadership
- 1. Agile Managers: The Essence of Leadership Johanna Rothman New: Hiring Geeks That Fit @johannarothman www.jrothman.com jr@jrothman.com 781-641-4046
- 2. Do We Need Managers in Agile Organizations? 2 © 2013 Johanna Rothman
- 3. What’s a Leader? Organize yourselves into two’s and three’s Together, in your team, take a minute to write down your definition of a leader Once you look like you’re done writing, I’ll ask you to shout out your definitions 3 © 2013 Johanna Rothman
- 4. What Kind of A Team? Just now, in your two’s and three’s, what kind of team were you? What kind of management did you need? 4 © 2013 Johanna Rothman
- 5. Some Definitions of Leader Guide Conductor A person who has commanding authority or influence 5 © 2013 Johanna Rothman
- 6. Agile Managers Are Leaders Set strategy Manage the project portfolio Remove organization obstacles Build trusting relationships with people Lead hiring decisions and process Build the capacity of the organization Enable communities of practice 6 © 2013 Johanna Rothman
- 7. Manage the Project Portfolio Say No Say When Strategically important work What it is When to start it and stop it Not making those decisions creates management debt As well as chaos 7 © 2013 Johanna Rothman
- 8. A Calendar View of a Project Portfolio 8 © 2013 Johanna Rothman
- 9. A Kanban View of a Project Portfolio 9 © 2013 Johanna Rothman
- 10. Managing the Project Portfolio... Allows for management iteration and management flow Cycles allow you to assess strategy Cycles help you see organizational obstacles Frees the technical teams to finish work 10 © 2013 Johanna Rothman
- 11. Leaders Remove Organizational Obstacles Individual reviews are an organizational obstacle I bet some of you don’t believe me, so let’s discuss what you want from reviews 11 © 2013 Johanna Rothman
- 12. Instead of Individual Reviews Build a trusting relationship Share the strategy Share the profits Provide cost of living raises to the team Give the team a team bonus The team decides 12 © 2013 Johanna Rothman
- 13. Trusting Relationships What keeps people in a job? 13 © 2013 Johanna Rothman
- 14. What Does That Mean for Functional Managers? 14 © 2013 Johanna Rothman
- 15. Managers Become Champions No micromanaging! Meet often enough, one-on-one to build a trusting relationship Allows manager to see the system 15 © 2013 Johanna Rothman
- 16. Feedback and Meta-Feedback Not evaluation or praise; feedback When you use a peer-to-peer feedback approach: Create an opening Describe behavior or results State the impact Make a request 16 © 2013 Johanna Rothman
- 17. Coaching and Meta-Coaching Not just teaching, offering options with support 17 © 2013 Johanna Rothman
- 18. Career Development Where can people go in their careers? How do they know? How can you help them? 18 © 2013 Johanna Rothman
- 19. Build Organizational Capacity How many of you know your organizational velocity now? Remove system obstacles Recognize when a team’s velocity is stuck 19 © 2013 Johanna Rothman
- 20. Lead Hiring Effort Recognize when you need more people Initiate the hiring Job analysis Job description Manage the phone screens Manage the interviews and interactions with HR 20 © 2013 Johanna Rothman
- 21. Enable Communities of Practice Consider the small world network approach to problem solving Six degrees of separation Communities of practice 21 © 2013 Johanna Rothman
- 22. Agile Management is Leadership Managers serve the people in the organization Guiding Coaching Using their influence to ease the way for the work 22 © 2013 Johanna Rothman
- 23. References and Reading http://www.influentialagileleader.com/ Rothman, Johanna. Agile Managers: The Essence of Leadership, Cutter IT Journal,Vol. 23, No. 3, March 2010. Much more on jrothman.com Stay in touch? Pragmatic Manager: www.jrothman.com/pragmaticmanager Please link with me on LinkedIn 23 © 2013 Johanna Rothman