Agile leadership practices for PIONEERS

Agile Leadership Practices for Pioneers Stefan Haas #SCB13 Independent Agile Coach & Trainer www.haaslab.net @haaslab 1

STEFAN HAAS - INDEPENDENT AGILE COACH AND TRAINER • 15+ years practice in Agile Product Development • Lead Program Manager for Media/Telco, Product Owner and CTO in Startup • Initiator of #PoDoJo learning community for product owner, Agile Game Lab for making&playing learning games of Lean&Agile and a business culture hacker community • Founder of kunstraummitte, a platform for contemporary art and Traktor, an open space for electronic live music during 90s in Berlin stefan.haas@haaslab.net www.haaslab.net @haaslab facebook.com/haaslab +49 171 2878591

Build projects around motivated individuals. Give them the environment and support they need, and trust them to get the job done. http://agilemanifesto.org/principles.html, principle # 5 3

The best architectures, requirements, and designs emerge from self-organizing teams http://agilemanifesto.org/principles.html, principle # 11

„...these software developers had discovered a solution to the problem of combining disciplined execution of high- level intellectual work with continuous innovation...“ (Steve Denning) http://blogs.forbes.com/stevedenning/2011/04/29/scrum-is-a-major-management-discovery

http://www.youtube.com/watch?v=UA4o1LUIqts&feature=share&list=PLSi_pM0_nNmPMwcUS6WlJ8EnI5zbMv_eg

„In our industry, value has a habit of changing because, quite often, customers don’t really know what they want. In addition, once they see new software in action, their idea of what they want will invariably shift.“ Mary and Tom Poppendieck, Implementing Lean Software Development From Concept to Cash

http://theleanstartup.com/principles

„As a result Beck’s Beyond Agile Manifesto comprises: Team vision and discipline over individuals and interactions (over processes and tools) Validated learning over working software (over comprehensive documentation) Customer discovery over customer collaboration (over contract negotiation) Initiating change over responding to change (over following a plan)“ (Steve Denning) http://www.forbes.com/sites/stevedenning/2011/05/04/innovation-applying-inspect-adapt-to-the-agile-manifesto

WORKSHOP TAKE-A-WAYS • Complexity Thinking as a point of view for leaders • Appreciate Agile as a way of dealing with uncertainty • Thinking Tools: • Systems Thinking Diagnostic Tools (5 Why, Ishikawa and Causal Loop) • Moving Motivators 3 hr

SELF-ORGANIZE FOR MAXIMUM DIVERSITY Decide on group size: 3-5 KPI: Sum of differences Properties: - Gender: Male, Female, Female, Complicated (3) - Company: Wooga, Wooga, Wooga, Wooga (0) - Job Role: - Passion: - Level of Experience with Agile: - Your Choice: Grab a sheet per group and GO! 5 Min.

WHAT IS YOUR PREDOMINANT OPERATION AND DECISION MODEL? 5 Min.

WHAT IS YOUR LEADERSHIP STYLE? 0 - Dysfunction, I don’t care about your needs 1 - I am receptive and open 2 - I respond to teams’ needs (remove impediments) 3 - My response generates velocity increase 4 - I anticipate teams’ needs and enable higher business value and team performance BEFORE becomes an impediment * Each level builds on the previous level 5 Min.

Commitment Focus Transparency Openness Respect Courage 5 Min.

10 Min. 15

CAUSAL LOOP DIAGRAM

ISHIKAWA AND 5WHY DIAGRAM

Exercise: System Thinking -‐ Analyse a Problem 1. Pick a Post-‐It from the Success & Failure exercise 2. Take a sheet of paper and draw a causal loop, ishikawa or 5 why diagram 3. Share with the other groups what you have found 15 Min.

1) Address complexity with complexity The brain is more complex than any tool Use stories, metaphors, pictures… The complexity of a system must be adequate to the complexity of the environment that it ﬁnds itself in. Max Boisot, “Complexity and the I-‐Space” The InteracLon of Complexity and Management

2) Use a diversity of perspec6ves Mul8ple weak models can make more sense than one strong model. Complexity itself is anLmethodology. It is against "one size ﬁts all." Tom Petzinger, “Reality and Complexity” The InteracLon of Complexity and Management

3) Assume dependence on context What worked in the past, or for others, is not guaranteed to work for you now. Best pracLce is always past pracLce. Dave Snowden, “From Organic to Complex Knowledge Management…” The InteracLon of Complexity and Management

4) Assume subjec6vity and coevolu6on The observer inﬂuences the system, and the system inﬂuences the observer. What you measure is what you get. hNp://en.wikipedia.org/wiki/Goodhart's_law Goodhart’s Law

5) An6cipate, adapt, explore Apart from looking forward (proac8ve), and looking backward (reac8ve), don’t forget to try things out (safe-‐to-‐fail experiments). EvoluLonary systems by their nature involve experimentaLon. Mike Rother, Toyota Kata, 2009

Example: Paper Prototypes Experiment with tools, techniques, and architectures.

6) Develop models in collabora6on Does the model help people to make sense of the world (insight and understanding)? Those formula4ng the abstrac4on are making a gesture whose meaning can only emerge in many, many local interac4ons. Ralph Stacey, Complexity and OrganizaLonal Reality, 2010

7) Shorten the feedback cycle Systems with slower feedback cycles have higher ex8nc8on rates. The only way to win is to learn faster than anyone else. Eric Ries, The Lean Startup, 2011

8) Steal and tweak Successful systems spend most of their 8me copying and adap8ng ideas from others. We usually think of innovaLon as invenLng new things, but we may be smarter to think of it as recombining old ones. TheBuildNetwork, “A Smarter DeﬁniLon of InnovaLon” hNp://thebuildnetwork.com/innovaLon/innovaLon-‐by-‐combinaLon/

Example: Brainstorming Build on the Ideas of Others Defer Judgement Go for QuanLty

Complexity Thinking 1. Address complexity with complexity 2. Use a diversity of perspec8ves 3. Assume dependence on context 4. Assume subjec8vity and coevolu8on 5. An8cipate, adapt, explore 6. Develop models in collabora8on 7. Shorten the feedback cycle 8. Steal and tweak

Oh, and by the way... We should not take our models too seriously. Gerald M. Weinberg IntroducLon to Systems Thinking

People are the most important parts of an organizaLon and managers must do all they can to keep people acLve, creaLve, and moLvated. 38

http://www.youtube.com/watch?v=u6XAPnuFjJc&feature=share&list=PLSi_pM0_nNmPMwcUS6WlJ8EnI5zbMv_eg 39

10 Intrinsic Desires Curiosity The need to think Honor Being loyal to a group Acceptance The need for approval Mastery / Competence The need to feel capable Power The need for inﬂuence of will Freedom / Independence / Autonomy Being an individual Relatedness / Social Contact The need for friends Order Or stable environments Goal / Idealism / Purpose The need for purpose Status The need for social standing 40

Curiosity The need to think 41

Honor Sharing values with a group 42

Acceptance The need for approval 43

Mastery The need to feel competent 44

Power The need for inﬂuence of will 45

Freedom Being an independent individual 46

Relatedness The need for social contacts 47

Order The need for stable environments 48

Goal The need for purpose 49

Status The need for social standing 50

Exercise: Moving Motivators 1. Put the motivator cards in order, from unimportant to important 2. (You may leave out any cards you don’t want to use.) 51

Exercise: Moving Motivators 3. Consider an important change in your work (for example, becoming a more Agile organization) 4. Move cards up when the change is positive for that motivator; move them down when the change is negative positive change negative change 52

Exercise: Moving Motivators 5. Explain 1 or 2 of the changes 6. Repeat for each player 53

Exercise: Moving Motivators 15 minutes 54

Debrief 55

FEEDBACK • The workshop provided me with a basic understanding of the concepts systems thinking, complexity thinking, agile management, intrinsic motivation, organizational growth and situational leadership (1-5) •The workshop provided me with concrete practices to deal with complexity and uncertainty as a servant leader (1-5) •In case I brought an issue to the class I have received mentoring for my current scaling (1-5)

I LIKE, I WISH, WHAT IF? • ...

ALL THINGS CONSIDERED, WOULD YOU RECOMMEND THE 3 HOUR WORKSHOP TO SOMEONE? (1-10: 1 BEING “NO”, 10 • ... BEING “YES, ABSOLUTELY!”)

PLEASE ADD ANY ADDITIONAL COMMENTS OR FEEDBACK THAT I CAN SHARE ... •... write something now on a PostIt or send me an email: stefan.haas@haaslab.net and you will receive a discount of 15% for one of my upcoming workshops - don’t forget to add your e-mail/ twitter contact

Agile Leadership Practices for PIONEERS Stefan Haas & Mike Leber, 2-3. May 2013, Hotel Michelberger, Berlin 60

Product Owner DoJo, Stefan Haas & Catherine Louis, June 18-20 2013, betahaus, Berlin 61

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