The current rate of disruption and increasing amount of global competition demand leaders work differently. On top of that, there is a new workforce dynamic in place that requires leaders to empower teams, inspire workers, and lead with intention.
In this session at Dallas ALN, David discussed key capabilities leaders need to develop to thrive in this new, unpredictable world.
8. PROPRIETARY AND CONFIDENTIAL
AGILE VELOCITY ACCELERATE AGILITY
THE PATH TO AGILITY®
Our proven transformation framework
Align
Accelerate
Adapt
Predict
Learn
Chaos & Resistance
Integration
&
Practice
New Status Quo
Status Quo
9. OrgSystemTeam
Purpose Driven
Leadership
Whole Org Agility
Financial Agility
Customer Centered
Market
Responsiveness
Experiment Driven
Development
Objective Data-Driven
Decisions
Compelling Purpose
Rollout Strategy
Teams Aligned to
Value
Team Formed
Team Empowerment
Action Enabled
Ability to Measure
Cross-Team
Coordination
Visibility Created
Team Ownership
Agile Leadership
Ability to Focus
Multi-Team
Predictability
Ability to Forecast
Complexity Reduced
Predictable Delivery
Cadence
Quality Feedback
Loop Shortened
Faster Time to Value
Reduced Cycle Time
Release Continuously
Sustaining
Improvement
Decision Agility
Network of Teams
The Path To Agility® Transformation Framework
Align Learn Predict Accelerate Adapt
19. AgileVelocity.com | 512.298.2835 | info@AgileVelocity.com
1. What are 3-5 Capabilities of Bad Leaders
2. What are 3-5 Capabilities of Good Leaders?
Good Leader vs Bad Leader?
Breakout Discussion for 6 minutes
(Take a few minutes to introduce yourselves)
28. AgileVelocity.com | 512.298.2835 | info@AgileVelocity.com
As a leader, what do you need to do to “Let Go”
and allow the team to thrive?
Letting Go
Take a minute a jot down a couple thoughts
30. Traditional Hierarchy Network of Teams
How does the decision making differ in the two models?
1. How do the leaders need to operate differently?
2. How do the employees operate differently?
3. What are the benefits of each?
Breakout Discussion for 6 minutes
33. AgileVelocity.com | 512.298.2835 | info@AgileVelocity.com
Write down 3 different leadership decisions
made at your company recently:
1. What was a really tough decision?
2. What was a really easy decision?
3. What was one in the middle?
Decisions
34. AgileVelocity.com | 512.298.2835 | info@AgileVelocity.com
1. Take turns in your group reading one your decisions
2. Everyone simultaneously votes (use fingers) for one of the
following delegation levels
3. Discuss
4. Repeat on next decision
Delegation Poker
Breakout Activity
for 8 minutes
38. AgileVelocity.com | 512.298.2835 | info@AgileVelocity.com
Which of the following is a subjective vs objective
based decision criteria?
A. The CEO selects features X, Y and Z as the highest priority
B. 20% of customers surveyed say that Feature X is important
C. A Sales Rep says if we get this feature done she can close a $5M deal
D. The Sales VP wants a feature complete by the June 15th TradeShow
E. When A/B tested version B of the feature performed 5% better
F. 300 New customers provided their email on the landing page for our
new offering
G. 30% of shoppers abandon their cart at the place order page
Subjective vs Objective Decision Making
Breakout Discussion for 5 minutes
(complete the survey)
41. 5 Elements of OKR
Make Goals
Inspiring
Failure
Happens
Always
Measure
Progress
Make Goals
Public
Make Clear
Goals
42. AgileVelocity.com | 512.298.2835 | info@AgileVelocity.com
Drive Customer Promoters
• Implement 5 new features
• Post job to hire 3 new CSRs
Bad and Good OKRs
Improve Employee Engagement
• Run employee satisfaction survey by
March 30
• Schedule 1-1s with all employees
• Create plan to implement OKRs
Drive Customer Promoters
• Average monthly NPS of over 25
• <90 day repeat business increase of 20%
Improve Employee Engagement
• Average monthly eNPS score of over 50
• Conduct weekly Fun Fridays with an
external speaker
• 4 New innovation ideas pitched at the
monthly meeting by employees
43. AgileVelocity.com | 512.298.2835 | info@AgileVelocity.com
1. Each person think of an initiative your team
has ownership of this quarter.
2. Share with each other
3. Help each other turn 1 or 2 into an OKR
A. Is it measurable?
B. Is it outcome-oriented?
C. Is the purpose clear?
D. Does it have a mix of leading and lagging key results?
E. Did you remove the “How”? i.e. remove the tasks?
Writing good objectives
Breakout Activity for 8 minutes
44. PROPRIETARY AND CONFIDENTIAL
AGILE VELOCITY ACCELERATE AGILITY
THE PATH TO AGILITY®
Our proven transformation framework
Align
Accelerate
Adapt
Predict
Learn
Chaos & Resistance
Integration
&
Practice
New Status Quo
Status Quo
45. OrgSystemTeam
Purpose Driven
Leadership
Whole Org Agility
Financial Agility
Customer Centered
Market
Responsiveness
Experiment Driven
Development
Objective Data-Driven
Decisions
Compelling Purpose
Rollout Strategy
Teams Aligned to
Value
Team Formed
Team Empowerment
Action Enabled
Ability to Measure
Cross-Team
Coordination
Visibility Created
Team Ownership
Agile Leadership
Ability to Focus
Multi-Team
Predictability
Ability to Forecast
Complexity Reduced
Predictable Delivery
Cadence
Quality Feedback
Loop Shortened
Faster Time to Value
Reduced Cycle Time
Release Continuously
Sustaining
Improvement
Decision Agility
Network of Teams
The Path To Agility® Transformation Framework
Align Learn Predict Accelerate Adapt
46. PROPRIETARY AND CONFIDENTIAL
AGILE VELOCITY ACCELERATE AGILITY
RELATED CONTENT
David Hawks
Executive Agile Coach and
Trainer
david@agilevelocity.com
Provide your email in the poll for
more info on Agile Leadership. We
will send you….
! Full slide deck
! 8 Common Pitfalls of An Agile Transformation
Whitepaper
! Business Outcomes Part I: Speed
47. PROPRIETARY AND CONFIDENTIAL
AGILE VELOCITY ACCELERATE AGILITY
AGILE VELOCITY
Learn more about our services & Path to Agility® Framework
Email us at
info@agilevelocity.com
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