Copyright © 2016 Steve Martin and SolutionsIQ Inc. All rights reserved.
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Managers and the Land of the Lost
Steve MartinEnterprise Lead Agile [email protected]
Copyright © 2016 Steve Martin and SolutionsIQ Inc. All rights reserved.
Agenda
Challenges for Today’s Managers
Roles & Responsibilities Exercise:
Part 1 : What are you doing now?
What should Managers focus on?
Roles & Responsibilities Exercise:
Part 2: What should you be doing
Part 3: Becoming Less Lost
Q&A
Copyright © 2016 Steve Martin and SolutionsIQ Inc. All rights reserved.
Couple housekeeping tips
Highly interactive with your table-matesOur time is limited - please refrain from using
technology during sessionPlease feel free to ask questions
But, want to respect our time box togetherMay use a Parking Lot for questionsFollow up afterwards to those we can’t get to
during the sessionLeave your card to get an electronic copy of this slide deck
Copyright © 2016 Steve Martin and SolutionsIQ Inc. All rights reserved.
TODAY’S MANAGERS…
Copyright © 2016 Steve Martin and SolutionsIQ Inc. All rights reserved.
What do I mean by Manager?
Copyright © 2016 Steve Martin and SolutionsIQ Inc. All rights reserved.
Small Group Exercise
Use your sticky notes & sharpie pens.
In your tables/small groups, think of a time when you had a really amazing Manager.
Write on your sticky notes:
What characteristics did they have?
Think of as many ideas as you like.One characteristic per sticky note.
Time box: 4 minutes.
So what’s wrong with Managers today, then?
Copyright © 2016 Steve Martin and SolutionsIQ Inc. All rights reserved.
There is guidance for Team members roles in Scrum
» Voice of Customers» Owns and Prioritizes
Product Backlog» “What” not “How”
» Is a facilitator, not a PM
» Ensures Scrum followed
» Removes Blockers
» Servant Leader
Product Owner ScrumMaster
» Responsible for:• Creating product• Product quality
» Size the work» Pulls in work» Commit to the work
Team
Copyright © 2016 Steve Martin and SolutionsIQ Inc. All rights reserved.
There’s guidance for Executives in Agile
Copyright © 2016 Steve Martin and SolutionsIQ Inc. All rights reserved.
ROLES & RESPONSIBILITIES
(PART 1)
Copyright © 2016 Steve Martin and SolutionsIQ Inc. All rights reserved.
Exercise: Roles & Responsibilities – Part 1
Write down your current job responsibilities on small stickies
» Only 1 responsibility per sticky (we’ll be moving them around later)
» Be as comprehensive & complete as possible
» Include both official and unofficial responsibilities
Refer to next slide for examples
Time box for this workshop: 4 mins
Time box when you do back at your office: 10-15 mins
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Copyright © 2016 Steve Martin and SolutionsIQ Inc. All rights reserved.
Examples of Current Manager Responsibilities
Plan budgets
Track and manage to budgets
Keep track of what all my staff are doing
Define metrics for my staff
Collect metrics/data from my staff
Provide weekly status report to my Management
Make commitments for my staff to Management
Make sure staff get their work done
Participate in standups
Remove staff members who are not doing well with a team
Hold weekly staff meeting
Hold weekly 1:1’s with my staff
Do annual performance evaluations
Perform career development/guidance to staff
Recruit, interview, and hire new staff
Copyright © 2016 Steve Martin and SolutionsIQ Inc. All rights reserved.
WHAT SHOULD MANAGERS BE FOCUSED
ON?
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What’s not working today
Mindset
Copyright © 2016 Steve Martin and SolutionsIQ Inc. All rights reserved.
Managers tending to use position of power to:
• Tell/direct subordinates what to do
• Focus on efficiency of individuals and departments
• Over-emphasize cost containment
• Separate teams performing work from their actual customers/clients, removing feedback loops
• Require unnecessary documentation with layers of sign-offs
• Mandate metrics collection and reporting with little actionable value as proof of progress
• Reduce risk by ensuring conformity across organization with blind application of process for consistency purposes
Copyright © 2016 Steve Martin and SolutionsIQ Inc. All rights reserved.
Some impacts to the organization
• Folks wait to be told what to do and how to do it, which establishes:– Lack of accountability
• “I just did what you told me to”– Limitations in creativity– Culture of fear; no safety net to try things– Less satisfied workers (lower morale)
Copyright © 2016 Steve Martin and SolutionsIQ Inc. All rights reserved.
Some impacts to the organization• Waste in the process (hierarchies of signoffs, handoffs), leading
to:– Complicated governance processes– Increasing time from concept to in the customers’ hands
• Focus on individual(s) or department(s) rather than the system. – While you may have local efficiencies, it actually hurts
overall end-to-end delivery (slower, more issues, poor quality, greater risk).
Copyright © 2016 Steve Martin and SolutionsIQ Inc. All rights reserved.
Some Considerations for Today’s Managers
1. Servant Leadership
2. Motivation
3. Leadership Agility
4. Designing the organizational environment
Copyright © 2016 Steve Martin and SolutionsIQ Inc. All rights reserved.
What is Servant Leadership?
“A servant-leader focuses primarily on the growth and well-being of people and the communities to which they belong. While traditional leadership generally involves the accumulation and exercise of power by one at the ‘top of the pyramid,’ servant leadership is different. The servant-leader shares power, puts the needs of others first and helps people develop and perform as highly as possible.”
(Greenleaf 1970)
Copyright © 2016 Steve Martin and SolutionsIQ Inc. All rights reserved.
Benefits from Servant Leadership• For an organization1:
– 15-20% increase in business performance– 20-25% increase in group productivity– Consistently appear in best 100 corporations to work for
• For an individual2:– Tend to be more highly regarded– Greater productivity – they are “connected” to get things done– Since they share, are also great beneficiaries of knowledge
1. Wong, Dr. Paul T. P. and Davey, Dean (2007, July). Best Practices in Servant Leadership. Servant Leadership Research Roundtable, Regent University.
2. Heskett, James (2013, May). Why Isn't Servant Leadership More Prevalent? Forbes. Retrieved from http://www.forbes.com/sites/hbsworkingknowledge/2013/05/01/why-isnt-servant-leadership-more-prevalent/
Copyright © 2016 Steve Martin and SolutionsIQ Inc. All rights reserved.
Shout it out…
What are some examples of what Servant Leadership might look like?
Copyright © 2016 Steve Martin and SolutionsIQ Inc. All rights reserved.
Motivation
People can accomplish much more when inspired by a purpose beyond themselves
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(First) Three Levels of Leadership Agility*
Each level reflects a greater capacity to deal with complexity and rapid change.Each level builds upon, but expands the range of mental and leadership capability over the levels below
Expert Achiever Catalyst
Bill Joiner, Stephen Josephs, Leadership Agility: Five Levels of Mastery for Anticipating and Initiating Change
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Agile Leadership Principles
Why Do We Care?
There is a relatively low level of catalytic behavior demonstrated by managers
» 10% Pre-Expert
» 45% Expert
» 35% Achiever
» 5% Catalyst
» 4% Co-Creator
» 1% Synergist
90%
Bill Joiner, Stephen Josephs, Leadership Agility: Five Levels of Mastery for Anticipating and Initiating Change
Copyright © 2016 Steve Martin and SolutionsIQ Inc. All rights reserved.
Focus on the Environment
Copyright © 2016 Steve Martin and SolutionsIQ Inc. All rights reserved.
Focus on the Environment
In an agile organization, the job of leadership and
management shifts from managing individuals and
teams…
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…to managing, and continuously improving, the organizational environments in which individuals and teams operate
Copyright © 2016 Steve Martin and SolutionsIQ Inc. All rights reserved.
ROLES & RESPONSIBILITIES
(PART 2)
Copyright © 2016 Steve Martin and SolutionsIQ Inc. All rights reserved.
Managing and Directing People
Defining and enforcing policies and rules of engagement (abstracting out details)
Making project decisions
Managing to the project portfolio
Examples of the Shift in Leadership Focus
Designing organizational environments (motivation, etc.)
Establishing objectives; keeping attention closer to where things are happening; keeping necessary details transparent
Push decision-making down to teams
Collaboratively establishing and managing to broad business goals and objectives
Copyright © 2016 Steve Martin and SolutionsIQ Inc. All rights reserved.
Coordinating project implementation details with business
Managing systems and processes
Solving problems
Examples of the Shift in Leadership Focus
Building trusting relationships with business, characterized by transparency and collaboration
Designing organizational environments (org structures, etc)
Understanding what those problems reveal about underlying organizational dynamics/structures and our own thinking; people close to the problem space solve problems as they arise
Copyright © 2016 Steve Martin and SolutionsIQ Inc. All rights reserved.
Exercise: Roles & Responsibilities – Part 2
Write down what you should be (or want to be) doing on small stickies
» Only 1 responsibility per sticky (we’ll be moving them around later)
» Typically involves things you should/want to do, but don’t have the time to do
Time box: 4 mins
33
Copyright © 2016 Steve Martin and SolutionsIQ Inc. All rights reserved.
ROLES & RESPONSIBILITIES
(PART 3)
Copyright © 2016 Steve Martin and SolutionsIQ Inc. All rights reserved.
Exercise: Roles & Responsibilities – Part 3
Consider everything that we learned today.
Put “characteristics of great managers” down the left side (by keep/start doing)
Move items into the appropriate columns.
» Add new items as needed
» Move higher value activities towards the top of your sheet of paper
» Move lower value activities towards the bottom…
Time box: 5 mins
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Keep/Start Doing
Stop Doing / Delegate
Copyright © 2016 Steve Martin and SolutionsIQ Inc. All rights reserved.
Q&A
Copyright © 2016 Steve Martin and SolutionsIQ Inc. All rights reserved.
APPENDIX
TABLE 2: THREE-TIER MODEL OF ROLES NEEDED FOR TRANSFORMATIONROLE TYPICAL TITLES FOCUS AREAS
Executives Leaders of the organization, such as:• C-levels• Executive Vice
Presidents• Managing Directors
• Set vision, guideposts, and culture for Agile transformationo Is consistent and transparent on why they are
doing what they are doingo Empower Management and Agile Teams, then
get out of the way • Renegotiate contracts and relationships with their
customers’ Executives
Management
Typically directly manages staff on teams• Associate Vice
Presidents• Directors• Senior Managers
• Paves road for smoother Team execution by removing organization-wide blockerso Empower Teams, then get out of the way o Regularly shows up to reviews and are
“present” to give valued feedback
Agile Teams Individual contributors • Deliver high valued, high quality working product• Alter direction as needed based upon feedback
from stakeholders
Copyright © 2016 Steve Martin and SolutionsIQ Inc. All rights reserved.
Environments, Cause & Effect