Catalytic leadership - TriAgile - final
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Transcript of Catalytic leadership - TriAgile - final
Catalytic Leadership
Paul M BoosIT Executive CoachExcella Consulting
What we’ll cover…Define Catalytic Leadership
Relationships of Leadership, Change, and Culture
Leadership Concepts to Support Change:1. Anyone 2. In the Small3. Environment, Support, and Trust
Some Byproducts
A show of hands…Who has had trouble with…• Having people follow you as you tried to introduce ‘Agile’?• Keeping good people as you went through change?• Getting people to initiate change?
What is Catalytic Leadership?
Catalyst :: an additional substance
that through its participationincreases the rate of a(chemical) reaction and withless energy
Wikipedia Definition (paraphrased)
inferring…
Catalytic Leadershipincreases the rate of ____with less effort
Fill in the _________AdoptionTransition
TransformationMetamorphosisTransmorgrification
…[ Change ]
… being able tolead change
is importantbecause…
Agile Transformation isstrategic in
nature.
(Transition, Adoption, etc.)
Top 5 Reasons Agile Projects Failed
Company philosophy/culture at odds w/core agile values
Lack of experience w/agile methods
Lack of Management Support
Lack of Support for Cultural Transition
External pressure to follow traditional waterfall processes
Ability to Change Org Culture 55%General Resistance to Change 42%Pre-existing non Agile Framework 40%Personnel w/Agile Experience 39%Management Support 38%
Top 5 Barriers to Agile Adoption
Sources: VersionOne State of Agile Survey 2016
Culture
Over the prior 6 years…• These same reasons have shown up!
• Just some mild shuffling around in percentages and order.
• Consistently at the top is inability to change organizational culture
Sources: VersionOne State of Agile Surveys 2010-15
“Culture eats Strategy for breakfast.”- Peter Drucker
Decisions Habits Culture
Evolutionary Theory of Economic Change,Richard Nelson & Sidney Winder, 1982
Most organizations don’t make fully rationale decisions those decisions are unknowingly steeped in their habits.
Evil is committed by
the well-meaning
The Power of Habit, Charles Duhigg
Decisions Δ Habits Δ Culture
So you may be wondering…
• How do we lead this change?
• How do I begin to take action?
• How do I do this when I am not the CIO or other executive?
"The only definition of a leader is someone who has followers.”
- Peter Drucker
This means anyone can be a leader.
Corollary: you only have the authority granted to you by others;
meaning you have constraints imposed by their willingness
“It’s often easier to ask for forgiveness than to ask permission.”
- RADM Grace Hopper
Start with decisions where permission is unnecessary.
An Example!For meetings you conduct, could you do ANY of these?
• Post purpose and agendas in room• Send these out in the invite• Make these agenda items questions to answer vs bullet point lists
(“In what way will we measure the impact of this solution?”)• Send out read-aheads before meetings• Create a parking lot for off-topic items• Use time-boxes on particular discussion points• Use exercises vs free-form discussion• Provide a visual means for seeing progress during the meeting
(Checklist, Meeting Kanban, pile of index cards with the topics on them)
• Solicit input ahead of time for the agenda and find out concerns• Use the invite lines: Required, Optional, FYI (that it is occurring)What of these are synergistic? Which ones require another
one to be in place?
Another Example!When learning information from another, could you do ANY of these?• Ask open-ended questions (Turn yes/no questions into --
what options do you think we have?)• Ask about what things are most important• Repeat/paraphrase what you heard and ask if you have
it right?• Listen for changes in HOW the person tells you the
answer, not only what they say• Be mindful of your own facial expressions or body
language
Something to remember…
Leadership in a traditional sense tends to view it in terms of linear transactions and roles, not organic relationships between people exerting influence.
-Gerald Weinberg (paraphrased)
EXERCISE TIME!• In 1 min, by yourself, write down as many reasons as you can
think of as to WHY either of my examples (learning info from another or conducting meetings) may exert influence.• Then pair up and for the next 2 min share and refine your
answers.• After that, get into groups of 4, share your answers and select
prioritize what you feel are the most important reasons. • Also determine one thing that could derail it and • how you might try and mitigate that. • You have 4 min. Elect a spokesperson
• Lastly, your spokesperson will share the top answer that has not been previously selected – AND – if any the other answers that were previously selected.
A show of hands…Could you…• Introduce this in a meeting you attend?• Suggest this as a way of ‘brainstorming’ ideas?
You just experienced a Liberating Structure
called 1,2,4,ALL
For the next two slides, record each concept you can do where permission is unnecessary.
Some other
LiberatingStructures
TRIZ / List what you can do to get worst possible result Doing any of that? (be brutally honest) Create actions to eliminate these behaviors
Appreciative Interviews / Have another tell a story of something most proud of… What made that possible?
Five Whys / Ask why at least 5 times Gets to root-cause
Lean Coffee / Generate topics of interest Prioritize Openly Discuss in a timebox Decide on actions to take Vote to continue or dismiss
WINFY / You generate what you need ID who you need it from Get unambiguous responses from providers
The Surprising Power of Liberating Structures – Lipmanowicz & McCandless
Open Space / Get a space Create an invitation Right people Right time Over when over Only thing that could happen Law of Two Feet
And…Some Fearless Change Patterns
Fearless Change and More Fearless Change – Manns & Rising
discuss the ideas at Brown Bags as everyone enjoys food
find an interested Guru, convert them, so they are on Your Side
get a Champion Skeptic, someone that is critic on the inside
create a Big Jolt by giving a well-known person an invitation to present on the topic
periodically reflect to have an Evolving VisionPiggyback on other ideas, work, or meetings to get the idea heard
show Sincere Appreciation to those help youshow your passion as an Evangelist
find the Go-To Person for different critical issues where you need help
Advertise Your Successes
16How many of the sixteen did you record?
approaches as these low effortThink of
= lower risk
and
• Cultural Anthropology’s diffusion mechanisms
• Technological innovation’s adoption mechanism
Rely on…
not
occur in that you will leadThe changes
EnvironmentSupportTrustWhere did that come from..?
Build projects around motivated individuals. Give them the environment and support they need,
and trust them to get the job done.
Environment ∆sclimate and structures,
Examples: the set of communication paths, authority for decisions, safety for open discussions
“Leadership is the process of creating an environment in which people become empowered.”
-Gerald Weinberg
Support ∆show communications are conducted and the resulting decisions
Being Supportive
Behaviors one might exhibit• Cognitive Empathy
• Curiosity
• Commitment
• Communication
Actions one might take• Work to understand what
is impacting people• Ask questions; look for
root-cause (not blame)• Follow-through on
decisions• Conversations and
dialogue about change and alignment
Trust ∆show decisions are congruent with opening vulnerability between co-workers, and between co-workers and supervisors (granting authority), which improves the climate
“Leadership is a two-way street, loyalty up and loyalty down. Respect for one's superiors; care for one's crew.”
- RADM Grace Hopper
Trustor’s Propensity
Trust
Perceived Risk
Risk Taking in the Relationship
Authority
Benevolence
Integrity
Factors of Perceived
Trustworthiness
Outcomes
Model of Organizational Trust
“An Integrative Model of Organizational Trust”; Mayer, Davis, & Schoorman; Academy of Management Review; 1995; page 715 (available at JSTOR)
Vulnerabilty
Trust Examples:
Small (low risk) assignmentsPromises made (integrity)Congruence with stated intention (benevolence)Decisions made and not over-turned (authority)
Environment
Support
Trust
Some Byproducts• Creating change in the small improves the ability
for trust to be given (show vulnerability), perceived risk is lower• Positive outcomes improve perception (advertise
successes from Fearless Change)• Asking for help (another Fearless Change pattern)
increases trust based on benevolence• WINFY (Liberating Structure) also increases trust
based on benevolence• Creating trusting relationships increases safety
More Byproducts• Opens up more engagement
• Uses our normal networks to spread ideas
• Improves culture, trust, and ultimately change at a natural pace
• Helps people align with purpose
“When divorced from purpose, people focus on mastery. What they do masterfully may benefit nobody. But it is important to them.”
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What questions do you have?
Paul M. Booshttp://paulmboos.com [email protected]
@paul_boos 703-307-4322 (mobile)
Games for Agility, Learning, and Engagement (GALE)
Agile Dialogues