A leadership survival guide to transformation

A Leadership Survival Guide to Transformation Andy Cooper Aldo RallWhy this talk?Different backgroundsPartnering on this learning journeyChallenged by the same…
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A Leadership Survival Guide to Transformation Andy Cooper Aldo RallWhy this talk?Different backgroundsPartnering on this learning journeyChallenged by the same questionsSharing our insights and experienceA visit to a house somewhere in Wellington..Highly orderedMark Thompson, 2012Increase in entropy“I blame entropyâ€?Making sense of our world: cynefin OrderedUnorderedVolatility UncertaintyVUCA Complexity AmbiguityComplex Probe Sense Respond EmergentComplicated Sense Analyse Respond Good Practice DisorderChaotic Act Sense Respond Novel Cause-and-effect is unknownFor more see: framework and David Snowden and Cognitive EdgeSimple Sense Categorise Respond Best Practice Cause-and-effect is knownResponses to disruption by industry % of respondents reporting organization-wide agile transformations at their companies,1 by industry 54 High tech50 46Social Sector42 38Basic materials Automotive and assembly34Advanced industries30TelecommunicationsElectric power and natural gas Pharmaceuticals And medical products Professional services Private equity and principal investorsFinancial services RetailMedia and entertainmentHeathcare systems and services Oil and gasInfrastructureConsumer packaged goods26 Travel, transport, and logistics22 0 LowPerceived instability of business environment2How to Create an Agile Organisation: McKinsey and Company, October 2017HighThe “busynessâ€? epidemic Managers are spending fewer than seven hours per week of uninterrupted time to do deep versus shallow work Rest of time spent attending meetings, sending ecommunications or working in time increments of less than 20 minutes Busyness drains energy, equals less innovation and engagement Labour Productivity has been declining in NZ over the last 5 years and sits at less than 1% per annum Only 14% of NZ employees are engaged in their jobsChallenges with adopting agile 63%Company philosophy or culture at odds with core agile values47% 45% 43% 41% 34% 34% 31% 20%Lack of experience with agile methods Lack of management support General organization resistance to change Lack of business/customer/product owner Insufficient training Pervasiveness of traditional development Inconsistent agile practices and process Fragmented tooling, data, and measurements Ineffective collaboration Regulatory compliance and governance Don’t know19% 15% 2% *Respondents were able to make multiple selections.VersionOneÂŽ - 11th Annual State of Agile Report (2017)Our hypothesis: “How can you arm yourself to that you successfully tackle those new, unfamiliar situations that are bound to come your way? Through Learningâ€?Start here LeadershipFrom: Becoming an Agile Leader, Victoria SwisherWe support this statement and our talk will show you how we came to the same conclusion. We believe that Learning Agility is a key leadership skill required for sustainable transformations.TransformationLearning AgilityEmployee EngagementSystems, structures and processesThe A and A Adaptive Leadership Survival GuideA3 version can be found here: Org. StrategyPurposeAA META MENTAL MODELHistoryProcessesBehaviours Objectives Purpose HabitsPolicies and rulesStrategy & objectivesValue Chain Roles and responsibilities Realising ValueStructure HistoryLearning habits Awareness of value History Values Beliefs and biases Attitudes Habits DecisionsDecisions Purpose Internal conflictShared learning processes and habits Processes and rules DecisionsOrganisational learning HabitsSkills Emotions Empathy Behaviours Conflict agreements Understanding of valueBy Andy Cooper and Aldo RallAA META MENTAL MODEL: My leadership and learning agility skills 1. Me Learning habits Awareness of value History MindsetValues Beliefs and biases Attitudes Habits DecisionsAdapting / SurvivalMaslow’s Hierarchy of NeedsDecisions Purpose DisciplineSkills Emotions Empathy BehavioursSCARF ModelSurvival skills for me: develop thinking and memory skills Chunking * is a term referring to the process of taking individual pieces of information (chunks) and grouping them into larger units. By grouping each piece into a large whole, you can improve the amount of information you can remember.Using focused and diffused modes *: “your mind needs to be able to go back and forth between the two different learning modes…. allowing yourself to grow a neuro-scaffold to hang your thinking on”*From: Learning how to learn, A Coursera MOOC with Dr. Barbara Oakley & Dr. Terrence SejnowskiMental Models ** • Chunking on Steroids = Latticeworks of Chunks = mental models • Mental models = mind’s toolbox for making decisions • “you must have a large number of them, and they must be fundamentally lasting ideas” ** From Farnam Street Blog: enough sleep! *Learning agility research for me “The illiterate of the 21st century will not be those who cannot read and write, but those who cannot learn, unlearn, and relearnâ€? Alvin Toffler3X15% Is a top predictor of high potential. It is estimated that just 15% of the global workforce are highly agile. We can help you identify and develop this crucial growth attribute.2X+25% Korn Ferry found companies with highly agile executives have 25% high profit margins than their peer group. *Korn Ferry Institute study, 2014 with high levels of learning agility, tolerance for ambiguity, empathy and social fluidity are five times more likely to be highly engaged.2x Individuals with high learning agility are promoted twice as fast as individuals with low learning agility. *Korn Ferry Institute study, 2014Survival skills for me: learning agility • Traditional learning practices are becoming less effective • Learning does not stop with reading or attending training • Life around us provides opportunities to learn (the experience is active learning) • How do we improve the effectiveness and value of our active learning?Learning Agility Spiral for Active, Continuous and Intentional Learning AwarenessShare and Explain AwarenessEvaluate the LearningExplore Alternatives Implement via ExperimentsI may be biased “We’d rather do the quick, simple thing than the important complicated thing, even if the important complicated thing is ultimately a better use of time and energyâ€? tools for me: “know thyself” Use the SEEDs Model to understand and Manage your BiasesUse the SCARF model to understand your triggers.AWAY From threat responseStatus Certainty Autonomy Relatedness Fairness© David RockTOWARD5 Main types of Biases: • Similarity • Expedience • Experience • Distance • SafetyInscription over the Greek temple in DelphiClarity of Purpose Why Discovery course by Simon Sinek: “Everyone has a WHY. Your WHY is the purpose, cause or belief that inspires you. Knowing your WHY gives you a filter to make choices, at work and at home, that will help you find greater fulfilment in all that you do”Reward Response META MENTAL MODEL: Me and my teams 2. My Teams Behaviours Objectives Purpose Habits P. Lencioni: 5 dysfunctions of a team1. Me MaslowStrategy & objectives Structure History SafetyShared learning Discipline Processes and rules Decisions AdaptSCARFTuckman Model & Lean Change ManagementTeam charter Social contractBeliefs Agreements Understanding of value Experiment friendlyResearch for me and my teams 1Psychological safety exists when you’re not afraid to Psychological safety Team members feel safe to take risks and be vulnerable in front of each other.Safe to take risks = experiment friendlyTake RisksBe YourselfMake mistakesRaise ProblemsAsk QuestionsDisagree2 Dependability Team members get things done on time and meet Google’s high bar for excellence.3 Structure & Clarity Team members have clear roles, plans, and goals.Clarity and purpose4 Meaning Work is personally important to team members.5Recognition and acknowledgementImpact Team members think their work matters and creates change.© Google From: @HeidiHelfand @JoshuaKerievskySurvival skills for me and my teams: Combat “busyness” Lean work practicesLearn more:•Focus on value••Treat hours like dollars with a real opportunity costDeep work – rules for a focused success in a busy world•Smarter, faster, better•Understand where your time goes and strive to reduce over communicationUnderstand your energy cyclesCreate time•Meeting free mornings•20% goal for learning and applying•100% on and then 100% off••High energy things when you have high energyDiffused thinking time and activities for creativitySurvival skills for me and my teams: A3 Thinking Considerations for successful Learning Agility: •Participate in Active learning•Be aware of the step currently being practiced•Visualize every step•Have multiple tools available to perform at every step•Celebrate the learning•Keep the environment fail safeSurvival skills for me and my teams: A learning Kanban DoneBacklogCelebration gridMental model sub topicsMistakes(Highest Priority)Learn it right away(Lowest Priority)(High Priority)PracticesYay! You exceeded AND your learned!WTF, dude! You screwed up! Where’s your brain?Yay! You exceeded by doing the right things!OK, You failed BUT you learned! Argh, bad luck!Usefulness/ Value/ Impact of the featureAdapted from the original HBR article by Marc Zao-Sanders. See 2017/09/a-2x2-matrix-to-help-you-prioritize-the-skills-to-learn-right-nowNo learningLEARNINGNo learningCelebration Grids from Jurgen Appello’s Management 3.0 materials. See it as the chance arisesExperimentsYou lucky bastard!FAILURE(Low Priority)BehaviourOutcomeTime to learnDecide whether you need to learn itSchedule a block of time for learning itSurvival skills for me and my teams: A3 thinking Reducing waste and communicating efficiently and effectively Project area:Owner:Background & problem statementTarget conditionCurrent conditionSteps, schedule and measurements skills for me and my teams: Recognition and appreciation Management 3.0 tools for recognition:Some hints and tips for recognition:•Kudos Box•Kudo Cards1. Recognize people based on specific results and behaviours•12 steps to happiness2. Implement peer to peer recognition 3. Share recognition stories 4. make recognition easy and frequent 5. Tie recognition to your company or team valuesSee by Josh Bersin, Forbes magazine, see skills for me and my teams: Change leadership PROSCI ADKAR modelMcKinsey’s 7s Framework: Hard factors •Strategy•Structure•SystemTHE PEOPLE SIDE OF CHANGEAwarenessDesire KnowledgeAbility ReinforcementSkills•Style•Staff 7S FrameworkPREPAREINSIGHTSShared values•OPTIONSSuccessful changeSoft factors •Lean Change Management (Jason Little)Business needConcept & designImplementationPost implementation(START HERE)EXPERIMENTINTRODUCEREVIEWPHASES OF A CHANGE PROJECT© Prosci Inc META MENTAL MODEL: Me and my organisation 3. My Organisation Organisational cultureF. Laloux: Reinventing Organisations2. My Team1. MeP. Lencioni: 5 dysfunctions of a team MaslowTrust and accountabilityCollaborative Adapt Tuchman ModelSCARF Team charter Social contractOrg. transformation models Disruptive modelsOrganisational valuesExperiment friendly and safety5 practices of exemplary leadership 5 Practices10 CommitmentsModel the Way1 Find your voice by clarifying your personal values 2 Set the example by aligning actions with shared valuesInspire a Shared Vision3 Envision the future by imagining exciting and ennobling possibilitiesChallenge the Process5 Search for opportunities by seeking innovative ways to change, grow, and improveEnable Others to Act7 Foster Collaboration by promoting cooperative goals and building trustEncourage the Heart4 Enlist others in a common vision by appealing to shared aspirations6 Experiment and take risks by constantly generating small wins and learning from mistakes8 Strengthen others by sharing power and discretion 9 Recognize contributions by showing appreciation for induvial excellence 10 Celebrate the values and victories by creating a spirit of communityExtraordinary Leadership in Australia and New Zealand : The Five Practices That Create Great Workplaces By James M. Kouzes, Barry Z. Posner, With Michael BuntingSurvival skills for my organisation: Learning agility A learning organisation is â€œâ€Śwhere people continually expand their capacity to create the results they truly desire, where new and expansive patterns of thinking are nurtured, where collective aspiration is set free, and where people are continually learning how to learn together.â€?From: Building a Learning Organization by David Garvin, Skills for meTools for meSkills for me and my teamCynefin Chunking Focussed & Diffused thinkingTools for me and my teamSome skills for my organisationCynefin Clarity of PurposeSCARF modelCynefinA3 thinking CanvassesExperimentSleepLearning Decision MatrixMental ModelsCelebration Grid Combat “Busynessâ€? Find Your WhyLearning AgilityProcess not Product BiasesSome tools for my organisationRecognition and AppreciationSEEDs modelLearning AgilityRecognition and Appreciation tools (Management 3.0 and Maslow) Change leadership tools (ADKAR, 7s framework and Lean change Management)Successful people, teams and organisations have better Beliefs, Habits and DisciplineLearning Agility5 Practices of Exemplary Leadership Start-up Way (Eric Reis)In conclusion Start here Leadership“Only three things happen naturally in organisations: friction, confusion, and underperformance. Everything else requires leadership.â€? Peter DruckerEveryone is a leader, we just have different domains of authorityTransformationLearning AgilityEmployee EngagementSystems, structures and processesWhere do I start? It starts with me (You don’t need permission from management to start learning)Visualise your learningHave a clear sense of purposeReduce wasteBe comfortable with failure and ambiguityExperimentInvitation ‌ As our world becomes increasingly volatile, unpredictable and overwhelming, imagine the possibilities if we develop the capabilities (personal & organisational) to quickly and easily adapt to changing business conditions and actually create change to outpace competitors and increase our value. We fearlessly welcome challenges with confidence and inspire (and empower) our teams to do the same knowing that we will learn from emerging future challenges.Thanks for listeningReferences to our talkAnd additional tools, skills and methods to considerReferences for AA Meta Mental Model: Me and My Team All Blacks Legacy: what the All Blacks can teach us about the business of life, James Kerr Google Teams From: Leadership Extraordinary Leadership in Australia and New Zealand : The Five Practices That Create Great Workplaces By James M. Kouzes, Barry Z. Posner, With Michael Bunting Psychological safety From: Experiment Management 3.0: Leading Agile Developers, Developing Agile Leaders, Jurgen AppeloSCARF Model Maslow’s Pyramid (Hierarchy of needs) hierarchy of needs Tuckman model stages of group development Lean change Management Lean Change Management: Innovative Practices for managing Organisational change, Jason Little Team Charter (High Performance Tree) Coaching Agile Teams: A companion for Scrum masters, Agile Coaches, and project Managers in Transition, Lyssa Adkins 5 Dysfunctions of a team The five dysfunctions of a team: A leadership Fable, Patrick LencioniReferences for AA Meta Mental Model: Me and Organization 5 exemplary practices of LeadershipReinventing Organisations1. Model the wayReinventing Organisations: A guide to creating organisations inspired by the next stage of human consciousness, Frederic Laloux2. Encourage the heart 3. Challenge the process 4. Enable others to act 5. Inspire a shared vision • Extraordinary Leadership in Australia and New Zealand : The Five Practices That Create Great Workplaces By James M. Kouzes, Barry Z. Posner, With Michael BuntingGeneral References and Background Reading Agile Base Patterns in the Agile Canon, Daniel Greening, Coaching, Rachel Dabies and Liz Sedley FYI™ for Learning Agility 2nd Edition, Korn FerryHelp employees create knowledge – not just share it, John Hagel II and John Seely Brown, SCG’s Agile Transformation Approach, Ahmed Sidky A 2x2 Matrix to help you prioritise the skills to learn right now, Marc Zao-Sanders, High Performance via Psychological Safety, Joshua Kerievsky how to learn MOOC from Coursera, Mindshift MOOC from Coursera, Forget About setting goals. Focus on this instead, James Clear, Differences between Busy people and productive people, Connor Neil, References and Background Reading How to use the Feynman Technique to Learn Faster, Thomas Frank, Biases cheat sheet, Buster Benson,, Matthew Syed, Agile Delivery, Scott Ambler and Mark LinesBusiness articles: • id=532&objectid=11407591 • • Good Leaders and good Learners, Lauren Keating, Peter Heslin, Susan Ashford, vc=rr item page.bottomAn Executive’s Guide to Disciplined Agile, Scott Ambler and Mark Lines Breaking Bias updated: The Seeds Model™, Matthew Liebermann, David Rock, Heidi Grant Halvorson and Christine Cox, Neuroleadership Journal, Volume Six, November 2015 Mental Models, Farnam Street Blog, Putting lifelong learning on the
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