The Agile Manager Mindshift - Paul Ellarby

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The
Agile
Manager
MindshiI
Or,
we
are
not
all
made
the
same,
so
stop
trea1ng
us
the
same!
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Content:
Presenta%on
Title,
1

2. Paul
Ellarby
pellarby@solu1onsiq.com
Blog
–
paulellarby.com
Twi@er
-­‐
pellarby
Produc1on
Engineer
First
line
of
code
in
1978
VP
of
EDS
with
teams
across
Pacific
Rim
Used
agile
since
1998
Dakota
Curling
(www.dakotacurling.org)

3. 3

4. The
Making
of
an
Agile
Manager
Good at what you did, so they made you a manager
Trained you in command and control
Rewarded you for telling your resources what to do, when to do it, how to do it
You are the one who knew every detail, every aspect of your resources work
Your role – indeed, the organizations’ goal – was to exploit your resources
Then the organization “went agile”
Your boss - “Hey Nancy, we were just kidding about the management
style we asked you to use. You need to change”
Your agile coach – “Just become a servant leader – I have a book here
somewhere…”
WTF?
4

5. Goals
of
Adap%ve
Leaders
5
Envision
a
Responsive
Enterprise
Deliver
a
Con%nuous
Stream
of
Value
Create
an
Innova%ve
Culture
Why
Agile?
Be
Agile
Do
Agile

6. VUCA
6
Complexity Volatility
UncertaintyAmbiguity
» The
situa%on
has
many
interconnected
parts
and
variables.
» The
challenge
is
unexpected
or
unstable
and
may
be
of
unknown
dura%on,
but
it
is
not
necessarily
hard
to
understand.
» Causal
rela%onship
are
completely
unclear.
No
precedents
exist
;
you
face
“unknown
unknowns”.
» Despite
a
lack
of
other
informa%on,
the
event’s
basic
cause
and
effect
are
known.
Change
is
possible,
but
not
a
given.

7. The
Golden
Mean
7
VICE
VICE
Eat

8. Key
Virtues
8
Invite
Respond
Enable
Improve
Learn
Share
Listen
Clarify

9. Belbin
Team
Roles
9

10. Belbin
Team
Roles
10

11. Belbin
Team
Roles
11

12. Belbin
Team
Roles
12

13. 13
INVITE
Ignore
Laissez-­‐
faire
Demand
Bully

14. 14
RESPOND
Avoid
Postpone
Cancel

15. 15
ENABLE
Sabotage
Control

16. 16
IMPROVE
Stagnate
Perfect

17. 17
LEARN
Ignorance
Know

18. 18
SHARE
Take
Protect

19. 19
LISTEN
Silence
Speak
Talk

20. 20
CLARIFY
Confuse
Correct

21. Examples
of
the
ShiI
in
Leadership
Focus
Old
behavior
Agile
behavior
Coordina%ng
project
implementa%on
details
Building
trus%ng
rela%onships
with
the
business,
characterized
by
transparency
and
collabora%on
Managing
and
direc%ng
“resources”
(people)
Designing
organiza%onal
environments
(autonomy,
mastery,
purpose)
Making
project
decisions
Push
decision-­‐making
to
the
project
teams
Managing
to
the
project
porlolio
Collabora%vely
establish
and
manage
to
broad
business
goals
and
objec%ves
Solving
problems
Understanding
what
those
problems
reveal
about
the
underlying
organiza%onal
dynamics
and
structures.
Enable
people
close
to
the
problem
to
solve
them.
Defining
and
enforcing
policies
and
rules
of
engagement
Establish
objec%ves
;
keep
anen%on
close
to
where
things
are
happening
;
keep
necessary
details
transparent
Managing
systems
and
processes
Designing
organiza%onal
environments

22. Agility
Spectrum
Leaders
pushing
decision
making
down
&
mentoring
next
genera%on
Organiza%onal
feedback
loop
in
place
for
self
correc%ng
prac%ces
Accelerated
%me
to
market
on
new
products
&
features
Core
business
logic
insulated
by
tests
&
code
quality
improving
Teams
maturing
&
delivering
consistent
value