1.
David Hawks | @austinagile
Path to Agile
Leadership

2.
AGILE VELOCITY
David Hawks
2
• Executive Agile Coach
• Founder, Agile Velocity
• Certified Scrum Trainer
• Certified Enterprise Coach
• Path to Agility Facilitator
Contact:
@austinagile
david@agilevelocity.com

3.
AGILE VELOCITY
Breakout Rooms
Technology Today
Technology Today

4.
Align
Accelerate
Adapt
Predict
Learn
Status Quo

5.
Why Change?

6.
LIVING IN A VUCA WORLD

7.
Volatile - Speed, magnitude, turbulence and dynamics of change

8.
Uncertain - Unclear about the present and hard to predict the future

9.
Complex - Multiple interdependencies amongst a globally interconnected world

10.
Ambiguous - Lack of clarity of the meaning of events

11.
Taylorism
Command and Control
Standards
UtilizationManagement 1.0

12.
Management 1.0
Management 2.0
Lean
Eliminate Waste
Reduce
Volatility

13.
Management 1.0
Management 2.0
Management 3.0
Agile
Empower the
Worker
Servant Leadership

14.
AGILE VELOCITY
Good Leader vs Bad Leader?
25
1. What are 3-5 Capabilities of Bad Leaders
2. What are 3-5 Capabilities of Good Leaders?
Breakout Discussion for 8 minutes
(Take a few minutes to introduce yourselves)

15.
AgileVelocity.com | 512.298.2835 | info@AgileVelocity.com

16.
AgileVelocity.com | 512.298.2835 | info@AgileVelocity.com

17.
Inspire with
Compelling
Vision

18.
Why = Purpose
How = Process
What = Result

19.
Empower Team
Excellence

20.
AGILE VELOCITY
Foster a Learning Culture
Foster a Learning Culture
What is needed from the leader:
• For the team to take ownership?
• For the team to establish a learning culture?

21.
PROPRIETARY AND CONFIDENTIALAGILE VELOCITY ACCELERATE AGILITY
Let Go

22.
AGILE VELOCITY
Letting Go
45
As a leader, what do you need to do to “Let
Go” and allow the team to thrive?
Take a minute and jot down a couple thoughts

23.
Create Focus

24.
Drowning
in a Sea of
Opportunity

25.
Project 1
Project 3
All High
Priority!
How does Alex decide what to work on next?
Carter
How We Normally Assign
Work
Alex
James
Camryn
Janet
Will
Project 2

26.
Project 1
Project 3
Carter
Alex
James
Camryn
Janet
Will
Team
Prioritized
Team Backlog
Project 2
How We Should Prioritize
Work

27.
Stop Starting,
Start Finishing

28.
Decision Agility

29.
Traditional Hierarchy Network of Teams
How does the decision making differ in the two models?
1. How do the leaders need to operate differently?
2. How do the employees operate differently?
3. What are the benefits of each?
Breakout Discussion for 6 minutes

30.
Self-Organizing teams lead to better outcomes

31.
Knowledge
Workers
want
Autonomy

32.
AGILE VELOCITY
Decisions
59
Write down 3 different leadership decisions made at your company
recently:
1. What was a really tough decision?
2. What was a really easy decision?
3. What was one in the middle?

33.
AGILE VELOCITY
Delegation Poker
60
1. Take turns in your group reading one your decisions
2. Everyone simultaneously votes (use fingers) for one of the following delegation levels
3. Discuss
4. Repeat on next decision
Breakout Activity for 8 minutes

34.
Purpose Driven
Leadership

35.
Go Get Me a Rock!

36.
AGILE VELOCITY
Subjective vs Objective Decision Making
63
Which of the following is a subjective vs objective based decision criteria?
A. The CEO selects features X, Y and Z as the highest priority
B. 20% of customers surveyed say that Feature X is important
C. A Sales Rep says if we get this feature done she can close a $5M deal
D. The Sales VP wants a feature complete by the June 15th TradeShow
E. When A/B tested version B of the feature performed 5% better
F. 300 New customers provided their email on the landing page for our new
offering
G. 30% of shoppers abandon their cart at the place order page
Breakout Discussion for 5 minutes
(complete the survey)

37.
AgileVelocity.com | 512.298.2835 | info@AgileVelocity.com

38.
© Copyright Agile Velocity, LLC All Rights Reserved
Objective
• Key Result 1:
________________
• Key Result 2:
________________
• Key Result 3:
_______________
Objective:
_____________________

39.
5 Elements of OKR
Make Goals
Inspiring
Failure
Happens
Always
Measure
Progress
Make Goals
Public
Make Clear
Goals

40.
AGILE VELOCITY
Bad and Good OKRs
Drive Customer Promoters
• Implement 5 new features
• Post job to hire 3 new CSRs
Improve Employee Engagement
• Run employee satisfaction survey by
March 30
• Schedule 1-1s with all employees
• Create plan to implement OKRs
Drive Customer Promoters
• Average monthly NPS of over 25
• <90 day repeat business increase of
20%
Improve Employee Engagement
• Average monthly eNPS score of over 50
• Conduct weekly Fun Fridays with an
external speaker
• 4 New innovation ideas pitched at the
monthly meeting by employees

41.
AGILE VELOCITY
Writing good objectives
68
1. Each person think of an initiative your team has ownership of this quarter.
2. Share with each other
3. Help each other turn 1 or 2 into an OKR
A. Is it measurable?
B. Is it outcome-oriented?
C. Is the purpose clear?
D. Does it have a mix of leading and lagging key results?
E. Did you remove the “How”? i.e. remove the tasks?
Breakout Activity for 8 minutes

42.
AGILE VELOCITY
Agile Velocity is a holistic business agility firm that helps
organizations build the capabilities needed to achieve measurable
business results. Results like predictability, speed, employee
engagement, and market responsiveness.
We do this using our framework, the Path to Agility®. Using it, we’ve
helped organizations of all sizes and across many industries avoid
standard pitfalls and realize results more quickly.
As your partner, we promise to...
● Focus 100% on business results
● Prioritize outcomes and capabilities over process and
practices
● Be a true partner and equip you with the skills to sustain agility
71
About Agile Velocity
Our partners
For more information email us at info@agilevelocity.com