Agile Leadership: Inside the Project and From Above

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L e a d i n g C h a n g e T h r o u g h C o l
l a b o r a t i o n
Agile Leadership Inside the Project and From
Above
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L e a d i n g C h a n g e T h r o u g h C o
l l a b o r a t i o n
Pollyanna Pixton Founder, Accelinnova President,
Evolutionary Systems Director Institute of
Collaborative Leadership
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Overview

• Inward Facing
• What leaders wantfrom teams
• How do they get it
• Outward Facing
• What teams wantfrom leaders
• How do they get it
• Team Warning Signs
• What to Do

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Inward Facing What Do Leaders Want?
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Inward Facing

• What Do
• You Want
• From Your
• Teams?

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Inward Facing

• Results
• To Look Good
• To Help TeamsSucceed

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How?
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Inward Facing

• Ricardo Semler, CEO of Semco, believes that all
  people desire to achieve excellence and that
  autocracy dampens peoples creativity and
  motivation.
• - The Seven-Day Weekend

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Collaborative Leadership

• Free Team to Question, Analyze and Investigate

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Collaborative Leadership

• The Opposite of Control is Discovery

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Project Management

• Quality Management

Create an Open Environment
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Working Together

• Create an Open Environment

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Open Environment

• What Kind of Environment Do We Need To
• Foster creativity and innovation?
• Encourage ideas?
• Create team ownership and commitment?
• Implement mission critical and differentiation
  ideas?
• What Is an Open Environment?

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• Make Sure Everyone Has What They Need to Succeed

Great Environments
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Unleashing Innovation

• Collaboration Process

Create a Culture of Trust
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Project Management
Remove Debilitating Fear

• Dependency Management

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Project Management

• Remove Obstacles

Team Based Measurements
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Team Based Measurements

• People Do What They are Measured By
• Measure Results, Not Time
• Let Team Evaluate Each Other

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Protect Team Boundaries

• Protect Team Boundaries

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Project Management

• Change Management

Build Team Confidence
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Project Management
Trust First !

• Risk Management

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Unleashing Innovation

• Collaboration Model

Short Iterations
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Expect Success Accept Mistakes

• Protect Team Boundaries

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Culture of Trust

• Take the
• Fun
• Out of
• Being
• Dysfunctional

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Project Management
Keep Focus Through Questions

• Focus, Communication, and Expectation Management

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Value Model!
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Focus

• Organizations change in the directionin which
  they inquire.
• Inquire.
• Question.
• Listen.

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Focus

• Ask
• How does that fit with our purpose?
• Do we need to modify our purpose?
• When do we need to do this?

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Stay Positive
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Appreciative Inquiry

• Appreciative Inquiry
• Value What Is
• Envision What Can Be
• Discuss Next Steps
• Basic Assumption
• An organization and the people know the
  possibility.
• Fall Forward !

• Problem Solving
• Identify the Problem
• Analyze the Causes
• Plan the Actions
• Basic Assumption
• An organization is a problem to be solved.

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Appreciative Inquiry

Appreciative Orientation
Problem-Solving Orientation
CURRENT STATE
FUTURE
PAST
DISCOVER REALIZE POSSIBILITIES
ANALYZE FILL THE GAP
QUESTIONS
QUESTIONS
Whats Wrong? What Happened? Whos to Blame? How
Do We Fix It?
Whats Working? Wheres the Passion? Whats
Possible? How Do We Achieve It?
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Motivation
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• Authentic Motivation
• The 3 Cs
• Collaboration
• Choice
• Content
• - Alfie KohnPunished By Rewards

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Collaboration
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Project Management

• How Do We Deliver?

None of us are as smart as all of us. - Japanese
Proverb
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Collaboration Model

• Convene People FromThe Entire Enterprise!
• Customers
• Marketing
• Sales
• Finance
• Technology
• Manufacturing
• Stakeholders

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Collaboration Model

• Foster
• Creativity
• Innovation
• via
• Collaboration Process

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Collaborative Leadership

• Step Aside,
• Let
• Them
• Work!

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Unleashing Innovation

• Collaboration Process

Collaboration Process
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Collaboration Process

• Agree to
• Goals
• Objectives
• Purpose

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Brainstorm
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Collaboration Process

• Group

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Collaboration Process

• Prioritize

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Collaboration Process

• Individuals
• Volunteer
• For What
• And
• By When

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Choice
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Choice

• Let Individuals Choose How
• Let Teams Decide
• On success measurements
• How to hold each other accountable
• Self-evaluations and what to share with
  leadership

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Choice

• They Tell You
• What Needs
• to Happen
• for Success
• and Results

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• Create a Place Where People Want to Be Not Have
  to Be

Great Leadership
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Content
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Definitions
Create Meaningful Work
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Outward Facing

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Outward Facing

• What Do
• You Want
• From Your
• Leader?

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Outward Facing

• Action from Leader
• Information to Succeed
• Get Leader to Stand Back or Step Up

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How do you say what you need?
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Research First

• Research First

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Research

• Where Does
• Your
• Leader
• Focus?

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Research

• How Does
• Your Leader
• Define
• Success?

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Research

• What Are Your
• Leaders
• Hot Buttons?

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Research

• Assess System
• Politics
• Competition
• Style Differences

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Research

• Where is your leader on this scale?Where are you
  on this scale?
• Command
• and
  Collaborative
• Control
• How do you define Command and Control?
  Collaborative Leadership?

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Leading Up

• What are Your Risks?

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Can you.

• Handle being fired?
• Find another job within three months?
• Handle your career being derailed?
• Deal with public humiliation?
• Deal with any undeserved, negative labels?
• Survive without your mentors?
• Let someone else take the credit for your ideas?

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How To Lead Up

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How to Lead Up

• Your are
• Not Going
• to Change
• Your Leader

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How to Lead Up

• Speak
• So You
• Can Be
• Heard

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How to Lead Up

• Focus on
• Business Value!

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How to Lead Up

• Timing

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How To Lead Up

• Deliver
• Results as
• Committed
• and
• Often

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How To Lead Up

• Let It Be Their Idea

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How To Lead Up

• Trust your Intuition
• Listen, remember and trust your first thoughts
• Rely on your gut reaction for warning signals
• Listen openly for the secondary messages
• Collect data note when you first thoughts have
  been accurate

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How to Lead Up

• Communicate, Often
• Pass on Results
• Check in Once per Week, or Daily
• Find the Best Communication Format

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How to Lead Up

• Bring Solutions, Not Just Problems

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How To Lead Up

• Find
• Common
• Ground

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How To Lead Up

• Working with
• Different
• Leadership
• Styles

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How To Lead Up

• Dont take it personal.
• Ill get back to you on that.

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How to Lead Up

• List Three Professional Options

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Monitoring and Tracking

• Making Adjustments For Successful Results

Your most useful How To ?
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How Do You Know Things Arent Going Well?
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Red Flags

• How do you know a teammate is struggling?

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Red Flags

• How do you know a team is struggling?

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Red Flags

• Lack of Interest
• Poor Communication
• Lack of Velocity
• Too Much Overtime
• Lack of Focus
• Scope Mismanaged
• Body Language

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Red Flags

• Watch
• Team Velocity
• Value Velocity
• Team Interactions
• Who Talks to Who
• Who Ignores Who
• Individual Delivery Rates
• Budget vs. Actual

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Getting Back on Track
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Back on Track

• Stop.
• Bring Team Together
• Ask
• Whats Working
• Whats Not
• How To Correct?

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Back on Track

• Get Buy In By Giving Ownership Individuals
  Decide What and How

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Dont Overload Iterations

• Transaction
• Costs

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Get the right people on the bus in the right
seats.
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Get the wrong people off the bus.
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Project Management

• Remove Obstacles

Summary
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Summary

• Inward Facing
• Open Environment
• Culture of Trust
• Authentic Motivation
• Outward Facing
• Leading Up
• Red Flags
• Getting Back on Track

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Summary

• Remove Debilitating Fear
• Team-based Measurement
• Short Iterations
• Allow Mistakes
• Take the Fun Out ofBeing Dysfunctional

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Leading Up Summary

• Know When to Lead Up
• Discover Your Leaders Style
• Speak So Your Leaders Can Hear You
• Hone Your Message, Dont Just Present Problems,
  Bring Solutions
• Manage Your Risk

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Summary

• Your
• Next
• Steps?

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References

• Stand Back and Deliver, co-author, published by
  Addison Wesley, due out in November 2008
• The Seven-Day Weekend, Ricardo Semler
• Orbiting the Giant Hairball A Corporate Fool's
  Guide to Surviving with Grace, Gordon MacKenzie
• Punished By Rewards, Alfie Kohn

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Contact

• Pollyanna Pixton
• www.accelinnova.com
• www.evolutionarysystems.net
• www.collaborativeleadership.com
• 801 . 209 . 0195
• p2_at_ppixton.com