Making Agile Leadership Work: A Journey From Coach to Manager - Martin Cronjé - AgileNZ 2017

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AgileNZ Conference

The relationship between a coach and manager is crucial to building effective teams. Managers often don’t have the slack or flexibility to help their teams reach high performance while coaches often lack context of the challenges that teams and leaders face on a day-to-day basis. About Martin Cronjé: Martin is a Software Development Manager at MYOB, New Zealand with more than 17 years’ experience in the IT industry. He's passionate about working with teams to create beautiful, well-crafted software. He previously worked in South Africa as the co-founder of nReality Systems, a software engineering consultancy firm where they coached teams ranging from hi-tech startups to large-scale enterprise IT. He has a long career as developer and lead on projects ranging from mobile, data analytics to high-volume, mission-critical systems in government and financial sectors. The most notable projects directly affected the South African economy and democracy.

Präsentationen & Vorträge

Making agile leadership work
Martin Cronje
Development Manager at MYOB

Helping teams flourish

What if we don’t have coaches?

Systems.

Systems Thinking
purpose, boundaries and interactions

Respect for people
and continuous improvement

Your role as manager or coach?

Where do you fit into the system?

Feedback.

Idealism, objectivity and context

Being vulnerable

Do you have someone that
can act as a coach?

Experiment, learn and
improve

Connecting to why
values > principles > practices

Nemawashi
quietly laying the foundation

What can you change in your
environment?

Build awesome teams!

Belonging

Bootstrapping
purpose, boundaries, and agreement

What can you do to improve belonging?

Summary

More info…

It is all about the
mushy stuff!

Making Agile Leadership Work: A Journey From Coach to Manager - Martin Cronjé - AgileNZ 2017

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"Essentially, all models are wrong, but some are useful”. This quote captures the fact that, in the complex world of IT, we need the best insights and methods Agile, DevOps and Lean IT offer to drive radical improvement. About Mike Orzen: Mike Orzen has been learning and applying lean and continuous improvement for over 25 years. Considered a pioneer in the field of Lean IT, Mike is co-author of Lean IT: Enabling and Sustaining Your Lean Enterprise which was awarded the Shingo Prize. Last year, he co-authored a second book The Lean IT Field Guide which provides a deployment framework to make Lean IT transformation a reality. An internationally recognised consultant, coach and keynote speaker, Mike is an advisor and instructor with the Lean IT Association, an assessor with The Shingo Institute for Operational Excellence and faculty member of the Lean Enterprise Institute. He also teaches at several universities. A lifelong learner of lean and IT, Mike coaches C-level leaders, managers and transformation coaches in several different industries. As President of Mike Orzen & Associates, he works with organisations to leverage lean thinking while emphasising respectfully engaging people, improving business process capability and leveraging technology to enable a culture of enterprise excellence.

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Despite remarkable successes in various domains such as robotics and games, Reinforcement Learning (RL) still struggles with exploration inefficiency. For example, in hard Atari games, state-of-the-art agents often require billions of trial actions, equivalent to years of practice, while a moderately skilled human player can achieve the same score in just a few hours of play. This contrast emerges from the difference in exploration strategies between humans, leveraging memory, intuition and experience, and current RL agents, primarily relying on random trials and errors. This tutorial reviews recent advances in enhancing RL exploration efficiency through intrinsic motivation or curiosity, allowing agents to navigate environments without external rewards. Unlike previous surveys, we analyze intrinsic motivation through a memory-centric perspective, drawing parallels between human and agent curiosity, and providing a memory-driven taxonomy of intrinsic motivation approaches. The talk consists of three main parts. Part A provides a brief introduction to RL basics, delves into the historical context of the explore-exploit dilemma, and raises the challenge of exploration inefficiency. In Part B, we present a taxonomy of self-motivated agents leveraging deliberate, RAM-like, and replay memory models to compute surprise, novelty, and goal, respectively. Part C explores advanced topics, presenting recent methods using language models and causality for exploration. Whenever possible, case studies and hands-on coding demonstrations. will be presented.

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I had the honour of presenting my reflections on the autobiography of Professor Isaac Folorunso Adewole, titled "Uncommon Grace." As someone deeply invested in documentation and history, I found Professor Adewole's decision to narrate his journey from humble beginnings to occupying one of the highest offices in the land both inspiring and invaluable. In this eloquently written memoir, Professor Adewole provides a comprehensive account of his life, from his ancestral roots to his time as Minister of Health in Nigeria. The unique aspect of this autobiography is that he portrayed himself authentically without taking the help of third-party narratives, which is often seen in accounts of high-ranking officials. His upbringing was greatly influenced by his father's commitment to education. He became a prominent figure in advocating for the rights of the underprivileged through trade unionism. His story is one of unwavering determination, resilience, and faith. His experiences, including both successes and struggles, provide priceless lessons on leadership, perseverance, and the alignment of personal values with public service. While reading "Uncommon Grace," I was struck by the deep leadership lessons that are embedded within its chapters. Professor Adewole stresses the importance of inclusivity, servant leadership, and planning, which are all highly relevant in today's complex world. His commitment to accountability, as well as his primary responsibility as a researcher, serves as a guiding light for aspiring leaders across various disciplines. During his tenure as the Vice Chancellor of the University of Ibadan, he led with visionary leadership and transformative impact. His accomplishments have been meticulously documented in the book, which can serve as a blueprint for rejuvenating institutions and promoting academic excellence. In the latter part of his autobiography, Professor Adewole shares his experiences as a Minister, detailing the challenges he faced while serving the public with integrity and courage. His reflections on the complexities of public service, coupled with his commitment to the well-being of the nation, offer practical insights for policymakers and citizens alike. I have carefully read "Uncommon Grace" and it is more than just a memoir. It is a timeless book that is hard to put down once you start reading. While intellectuals may continue to debate whether uncommon grace was made possible by uncommon preparation or the other way around, I applaud Professor Adewole for sharing his ideas, knowledge, and experience with the public. I highly recommend this book to everyone.

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Digital collaboration with Microsoft 365 as extension of Drupal

Digital collaboration with Microsoft 365 as extension of Drupal

Uncommon Grace The Autobiography of Isaac Folorunso

Uncommon Grace The Autobiography of Isaac Folorunso

Uncommon Grace The Autobiography of Isaac Folorunso

Making Agile Leadership Work: A Journey From Coach to Manager - Martin Cronjé - AgileNZ 2017

1. Making agile leadership work Martin Cronje Development Manager at MYOB

2. Helping teams flourish

3. What if we don’t have coaches?

5. Systems Thinking purpose, boundaries and interactions

6. Respect for people and continuous improvement

7. Your role as manager or coach?

8. Where do you fit into the system?

10. Idealism, objectivity and context

11. Being vulnerable

12. Do you have someone that can act as a coach?

13. Experiment, learn and improve

14. Connecting to why values > principles > practices

15. Nemawashi quietly laying the foundation

16. What can you change in your environment?

17. Build awesome teams!

19. Bootstrapping purpose, boundaries, and agreement

20. What can you do to improve belonging?

22. More info…

23. It is all about the mushy stuff!

Hinweis der Redaktion

Icebreaker Pace Many if not most teams are face challenges on their journey towards improving the way the build software. Pace Often this is caused by leaders (coaches and manager) not having support they need to create and environment in which teams can flourish. Pace I am sure that you would agree that help leader achieve this is critical. Lead Today I will share practical tips on how coaches and managers alike can improve the environments in which they operation Reduce Friction Maintain The good that you already have Improve Continuous improvement POO many say “jeez” what does he know, going into management he lost touch with coaching. And actually, I see coaching and enabling my teams as the primary means of leading teams Because I’ve seen how effective this could be in my 7 years of coaching before making the transition to management and this gives me a unique perspective Coach at nReality Development Manager at MYOB
Leaders irrespective if it is a coach or manager…. This is about how people work together to create awesome teams… The coaching relationship!
So who are you?
So who are you?
So who are you?
So who are you?
> Systems: Interactions of people > Feedback: Objectivity and Idealism > Change: Quietly laying foundations > People: Belonging
> Coaching beyond the team (Esther Derby / Donald Gray) > The Five Dysfunctions of a Team (Patrick Lencioni) > Liftoff: Launching Agile Teams & Projects (Ainsley Nies / Diana Larsen)
Agile Methodologists are really about "mushy" stuff—about delivering good products to customers by operating in an environment that does more than talk about "people as our most important asset" but actually "acts" as if people were the most important, and lose the word "asset". So in the final analysis, the meteoric rise of interest in—and sometimes tremendous criticism of—Agile Methodologies is about the mushy stuff of values and culture.