J oh n K r e ws on Ma s ter Card Wor l dwi de, I n c. Transforming Leaders

Transcription

1 John Krewson MasterCard Worldwide, Inc. ransforming Leaders

2 How confident are you In your ability to change team behaviors? In your ability to change manager behaviors? In your ability to change leadership behaviors? How critical is leadership behavior to transformation success? Who s in the room?

3 Leadership Ummmmmmmmmmm Be a servant leader? Simplicity? Trust? Management Backlog refinement Release planning Portfolio kanban Retrospectives Teams Continuous integration Pair programming Self-organization Unit testing

4 Give them the environment and support they need, and trust them to get the job done. Simplicity the art of maximizing the amount of work not done is essential. The manifesto is silent

5 Grow the business Increase revenue, decrease expenses Beat the competition Optimize Build a vision Make decisions What do they do?

6 Cost focused Under pressure Spread thin Successful Tensions and disconnects

7 Start Doing Stop Doing tart Doing, Stop Doing

8 Empirical vs. defined Principles vs. practices Products vs. projects Outcome vs. output Teams vs. pools Learning vs. best practices Discovering vs. bestowing The Agile Leadership Mindset

9 Empirical vs. CONTROL Principles vs. CONTROL Products vs. CONTROL Outcome vs. CONTROL Teams vs. CONTROL Learning vs. CONTROL Discovering vs. CONTROL The Agile Leadership Mindset

10 et s define leadership.

11 Management is doing things right; leadership is doing the right things. Peter Drucker

12 Someone who will inspire us to be what we know we could be. Ralph Waldo Emerson

13 The greatest leader is not necessarily the one who does the greatest things. He is the one that gets the people to do the greatest things. Ronald Reagan

14 Leadership is the art of getting someone else to do something you want done because he wants to do it. Dwight D. Eisenhower

15 A leader...is like a shepherd. He stays behind the flock, letting the most nimble go out ahead, whereupon the others follow, not realizing that all along they are being directed from behind. Nelson Mandela

16 I start with the premise that the function of leadership is to produce more leaders, not more followers. Ralph Nader

17 Empirical vs. CONTROL Principles vs. CONTROL Products vs. CONTROL Outcome vs. CONTROL Teams vs. CONTROL Learning vs. CONTROL Discovering vs. CONTROL Who s the leader?

18 Trust. The opposite of control?

19 Agile Scrum XP Individuals and interactions Focus Simplicity Working Software Courage Courage Customer Collaboration Openness Communication Responding to change Commitment Feedback Respect Respect here is trust?

20 lah blah blah agile blah blah blah blah ag lah blah blah blah blah blah agile blah bl lah blah agile blah blah blah blah blah bl gile blah blah blah blah agile blah blah b lah blah blah agile blah blah blah blah ag lah blah blah blah blah blah agile blah bl lah blah agile blah blah blah blah blah bl gile blah blah blah blah agile blah blah b lah blah blah agile blah blah blah blah ag o something. lah blah blah blah blah blah agile blah bl

21 Effectiveness of words vs actions in establishing trust words actions A simple pie chart

22 hat will you do?

23 Your followers requirements Trust Compassion Stability Hope Strengths Based Leadership

24 rom Trust to Transformation

25 Vision Goal Communication Behavior Emotion Change Management

26 Workshop: The Discipline of Market Leaders Product Innovative Operationally Efficient Customer Intimate The Vision

27 Improve quality Increase speed to market Reduce waste Align expectations Prioritize Improve morale The Goal

28 Leading Outside the Lines Facilitate, don t execute Pair Effective frequency The Communication

29 Proactive metrics Start Doing Invent skills The Behaviors

30 Acknowledge past decisions Start with Why The Emotions

31 Successful Advertising, Thomas Smith (1885) The first time people look at any given ad, they don't even see it. The second time, they don't notice it. The third time, they are aware that it is there. The fourth time, they have a fleeting sense that they've seen it somewhere before. The fifth time, they actually read the ad. The sixth time they thumb their nose at it. The seventh time, they start to get a little irritated with it. The eighth time, they start to think, "Here's that confounded ad again." The ninth time, they start to wonder if they're missing out on something. The tenth time, they ask their friends and neighbors if they've tried it. Effective Frequency

32 The eleventh time, they wonder how the company is paying for all these ads. The twelfth time, they start to think that it must be a good product. The thirteenth time, they start to feel the product has value. The fourteenth time, they start to remember wanting a product exactly like this for a long time. The fifteenth time, they start to yearn for it because they can't afford to buy it. The sixteenth time, they accept the fact that they will buy it sometime in the future. The seventeenth time, they make a note to buy the product. The eighteenth time, they curse their poverty for not allowing them to buy this terrific product. The nineteenth time, they count their money very carefully. The twentieth time prospects see the ad, they buy what is offering. Effective Frequency

33 Switch, Heath Influencer, Grenny Leading Change, Kotter Strengths Based Leadership, Rath Leading Outside the Lines, Katzenbach The Discipline of Market Leaders, Treacy The Future of Management, Hamel Management 3.0, Appello Start with Why, Sinek Mindset, Dweck Suggested Reading

34 ItemsOnTheLeft.com Thank you.