Path to Leadership Agility - David Hawks, Dallas ALN | Agile Velocity

1. David Hawks @austinagile Path to Agile Leadership

2. PROPRIETARY AND CONFIDENTIALAGILE VELOCITY ACCELERATE AGILITY David Hawks @austinagile david@agilevelocity.com Executive Agile Coach & Trainer

3. AgileVelocity.com | 512.298.2835 | info@AgileVelocity.com Breakout Rooms Technology Today

4. PROPRIETARY AND CONFIDENTIAL AGILE VELOCITY ACCELERATE AGILITY THE PATH TO AGILITY® Our proven transformation framework Align Accelerate Adapt Predict Learn Chaos & Resistance Integration & Practice New Status Quo Status Quo

5. OrgSystemTeam Purpose Driven Leadership Whole Org Agility Financial Agility Customer Centered Market Responsiveness Experiment Driven Development Objective Data-Driven Decisions Compelling Purpose Rollout Strategy Teams Aligned to Value Team Formed Team Empowerment Action Enabled Ability to Measure Cross-Team Coordination Visibility Created Team Ownership Agile Leadership Ability to Focus Multi-Team Predictability Ability to Forecast Complexity Reduced Predictable Delivery Cadence Quality Feedback  Loop Shortened Faster Time to Value Reduced Cycle Time Release Continuously Sustaining Improvement Decision Agility Network of Teams The Path To Agility® Transformation Framework Align Learn Predict Accelerate Adapt

6. 10 Why Change?

7. LIVING IN A VUCA WORLD

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

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

10. Complex - Multiple interdependencies amongst a globally interconnected world

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

12. Taylorism Command and Control Standards UtilizationManagement 1.0

13. Management 1.0 Management 2.0 Lean Eliminate Waste Reduce Volatility

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

15. AgileVelocity.com | 512.298.2835 | info@AgileVelocity.com 1. What are 3-5 Capabilities of Bad Leaders 2. What are 3-5 Capabilities of Good Leaders? Good Leader vs Bad Leader? Breakout Discussion for 6 minutes (Take a few minutes to introduce yourselves)

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

18. 22 Empower Team Excellence

19. PROPRIETARY AND CONFIDENTIALAGILE VELOCITY ACCELERATE AGILITY Let Go

20. AgileVelocity.com | 512.298.2835 | info@AgileVelocity.com As a leader, what do you need to do to “Let Go” and allow the team to thrive? Letting Go Take a minute a jot down a couple thoughts

21. 29 Decision Agility

22. 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

23. Self-Organizing teams lead to better outcomes

24. Knowledge Workers want Autonomy

25. AgileVelocity.com | 512.298.2835 | info@AgileVelocity.com 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? Decisions

26. AgileVelocity.com | 512.298.2835 | info@AgileVelocity.com 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 Delegation Poker Breakout Activity for 8 minutes

27. 35 Purpose Driven Leadership

28. Go Get Me a Rock!

29. Why = Purpose How = Process What = Result

30. AgileVelocity.com | 512.298.2835 | info@AgileVelocity.com 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 Subjective vs Objective Decision Making Breakout Discussion for 5 minutes (complete the survey)

33. 5 Elements of OKR Make Goals Inspiring Failure Happens Always Measure Progress Make Goals Public Make Clear Goals

34. AgileVelocity.com | 512.298.2835 | info@AgileVelocity.com Drive Customer Promoters • Implement 5 new features • Post job to hire 3 new CSRs Bad and Good OKRs 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

35. AgileVelocity.com | 512.298.2835 | info@AgileVelocity.com 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? Writing good objectives Breakout Activity for 8 minutes

36. PROPRIETARY AND CONFIDENTIAL AGILE VELOCITY ACCELERATE AGILITY THE PATH TO AGILITY® Our proven transformation framework Align Accelerate Adapt Predict Learn Chaos & Resistance Integration & Practice New Status Quo Status Quo

37. OrgSystemTeam Purpose Driven Leadership Whole Org Agility Financial Agility Customer Centered Market Responsiveness Experiment Driven Development Objective Data-Driven Decisions Compelling Purpose Rollout Strategy Teams Aligned to Value Team Formed Team Empowerment Action Enabled Ability to Measure Cross-Team Coordination Visibility Created Team Ownership Agile Leadership Ability to Focus Multi-Team Predictability Ability to Forecast Complexity Reduced Predictable Delivery Cadence Quality Feedback  Loop Shortened Faster Time to Value Reduced Cycle Time Release Continuously Sustaining Improvement Decision Agility Network of Teams The Path To Agility® Transformation Framework Align Learn Predict Accelerate Adapt

38. PROPRIETARY AND CONFIDENTIAL AGILE VELOCITY ACCELERATE AGILITY RELATED CONTENT David Hawks Executive Agile Coach and Trainer david@agilevelocity.com Provide your email in the poll for more info on Agile Leadership. We will send you…. ! Full slide deck ! 8 Common Pitfalls of An Agile Transformation Whitepaper ! Business Outcomes Part I: Speed

39. PROPRIETARY AND CONFIDENTIAL AGILE VELOCITY ACCELERATE AGILITY AGILE VELOCITY Learn more about our services & Path to Agility® Framework Email us at info@agilevelocity.com If you need to work on your foundational practices... We offer Private Agile Training to help leaders and their employees build a common base of practices for a successful Agile transformation. If you need to re-focus... Our Agile Assessment services will identify gaps, establish a baseline for the transformation moving forward, and determine key next steps for achieving your goals. If you feel stuck mid-transformation... Our Agility Tune-up service is customized to target the most pressing challenges or sticking points that are keeping your teams from achieving desired outcomes. If you need ongoing support during your transformation... Our Agile Transformation services are based on our Path to Agility® Transformation framework, helping organizations build the capabilities needed to achieve desired business goals with confidence.

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