Leadership Agility. Prepare yourself for a new approach to leadership. #TechAtLiberty

Transcription

1 Leadership Agility Prepare yourself for a new approach to leadership #TechAtLiberty

2 Your Speakers Today 2

3 73rd 800 OFFICES 4,000+ 3

4 Today s discussion Leadership To guide or direct To serve To go Agility To move To be graceful Goals of Presentation Help you understand it will be different as managers Once through the process, it will be better / more effective Lower your fear and concerns about agile change Ideas and tools to help implement some of the processes 4

5 The classic view of management Planning Four Functions of Management Organizing Leading Controlling 5

6 How we (used to) get work done Assist in scope definition, documentation and project schedule construction with Project Manager. Aid in deployment communications, gap analysis, workarounds and training sessions. Represents the business interests and provides clarification on acceptance criteria and other detailed requirements. Review test cases for alignment with requirements. Participate in UAT sessions and defect review. Deployment (Transition) Testing (Q/A & UAT) Provide on-going information and feedback to training plans, communication plans, and materials. Scope (Idea / Inception) Release Management, Training & Communications Development (Construction) Business Requirements (BRS) (Inception) Technical Requirements (Elaboration) Represents the business interests and provides clarification on acceptance criteria and other detailed requirements. Owns and manages gathering, soliciting, documenting and verifying business requirements. These should include business cases, acceptance criteria, process flows, etc. Advises and Informs on business requirements, process flow, etc. Attends design sessions and contributes to knowledge transfer to SA. Signs-off on solution specifications, ensuring stakeholder awareness, understanding, and agreement. 6

7 And then this happened 7

8 Our Agile roadmap so far D A D Large Scale SAFe Pilot Agile Transition Office Formed Investment Themes Organizational Design New Jobs / Roles A New Culture Forms Wave 1 Wave 2 Wave 3 Wave 4 Wave

9 It s not just changes to how software is developed Cloud Computing and Security Artificial Intelligence Leadership Agility Employee Expectations Speed to Market Product Distribution Channel Evolution New Risk Categories (Driverless Cars and Trucks) New Technologies (Block Chain) 9

10 Pause and Reflect Our evolution towards an agile framework; with it s new ceremonies, new tools, new values, new terminology, new roles, and new responsibilities, has caused us to pause and reflect. And what we realized, is that we have to look at management and leadership in an entirely new light. 10

11 How have we applied leadership agility Resource Culture Role Changes Give Control Re- Skilling Agile Coaching Performance Reviews Talent Selection Recognition & Rewards 11

12 Resource 12

13 Culture Beliefs Culture Values Waterfall Agile Behaviors 13

14 Role Changes Manager Technical Capabilities Manager Current Associate P.O. Product Owner Sr. Product Owner Scrum Master Business Analyst X X X X Developer Systems Analyst X X X Developer X Team Member UAT/QA X X 14

15 Role Changes Big Brainpower Engagement Passion Energy Commitment Grit Changes Faster Better Lighter Questions Thinking Defend 15

16 Give Control Job Crafting Give Control Provide Clarity Achieve Greatness Develop Competence 16

17 Innoversity Presents In Association with Cox-O Brien Moving Pictures Achieving Greatness 17

18 T-Skills Soft Leadership Re- Skilling Coaching Team Dynamics Go-4-Code 18

19 Agile Agile All In Agile Transition Office Human Resources Portfolio Management Business Drivers IT Strategy Go & See Coaches Un-conference New Tools Terminology MVP Libraries Mentors / Shadowing Industry Resources Manager Transition 19

20 Tools and Ceremonies Coaching Team NOT Individual Team Development Encouragement Negotiation Politics Disagreement Leadership Strong Personalities Release Control Rewards Trusting Others 20

21 Performance Reviews Continual TEAM Support and Success Must look at individual impact to the team 21

22 Interview Tools Retraining Recruiters Criteria Team Involvement Purists versus Realists Soft Skills Talent Selection 22

23 Recognition - Individual verses the Agile Team Recognition & Rewards Acknowledgement, Identification, Provide Credit, Appreciation, Value, Honor, Attention, Success. 23

24 Recognition Checklist Personal Recognition Timing Make sure the recognition is timely o Give recognition as soon as possible after good performance takes place! Target / Specify Make sure to tell the individual exactly what they are being recognized for o Be specific and target the message you are giving the recognition. Reinforce the good behavior you saw Sincerity / Transparency Be totally transparent and sincere when presenting the recognition. o Remember insincere praise is usually worse than none at all. Practice speaking from the heart. Make sure it is personable. Personal Ensure you give the right recognition for the individual. o Target the individual and not the general team. Personalize the delivery. o Remember it does not need to be expensive but memorable. Proportional Is the recognition appropriate for the achievement? o Align the right award for the results of the effort. Memorable Will the employee remember this in the future or just another item? o It does not need to be expensive. Agile/core principle behaviors Did the employee reinforce the importance of living and demonstrating the core principles we want demonstrated Team Recognition Who, Why, When, What (Who) You need to make all employees eligible for the recognition. Never exclude any employee or group of employees. (Why) The recognition must supply the employer and employee with specific information about what behaviors or actions are being rewarded and recognized. The more clearly you design and communicate the criteria for eligibility for the award, the easier it is for employees to perform accordingly. (When) The recognition should occur as close to the performance of the actions as possible, so the recognition reinforces the behavior the employer wants to encourage. (What) Tie to the employee s perception of value people know when they re valued, and they should have a good idea of their value to the organization. Monetary rewards can skew this notion of value, linking it to cash when it should be linked to appreciation of extra effort and smarts. Money is appropriate much of the time, but it s not the only or even the most effective motivator. It s all about making the employee feel valued, special and wanting to replicate the action 24

25 What s happening with you Resource Culture Role Changes Give Control Re- Skilling Agile Coaching Performance Reviews Talent Selection Recognition & Rewards 25

26 Thank you and we hope you enjoy the conference! 26