Liz Keogh @lunivore http://lizkeogh.com @lunivore @lunivore - - PowerPoint PPT Presentation

Liz Keogh @lunivore http://lizkeogh.com

@lunivore

@lunivore

Forbes: Top 10 qualities that make a great leader

Honesty Delegate Communication Confidence Commitment Positive Attitude Creativity Intuition Inspire Approach

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Roger Trapp

http://www.forbes.com/sites/tanyaprive/2012/12/19/top-10-qualities- that-make-a-great-leader/

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“…a fundamental assumption

• f organizational theory and practice:

that a certain level of predictability and order exists in the world.“

• Dave Snowden,

“A Leader’s Framework for Decision Making”

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Cynefin

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Obvious Complicated Complex Chaotic categorize analyze probe act

With thanks to David Snowden and Cognitive Edge

Cynefin

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Obvious Complicated Complex Chaotic

leadership through control Leadership through expertise emergent leadership Leadership through action

Estimating Complexity

• 5. Nobody has ever done it before
• 4. Someone outside the org has done it before

(probably a competitor)

• 3. Someone in the company has done it before
• 2. Someone in the team has done it before
• 1. We all know how to do it.

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Estimating Complexity

5 4 3 2 1

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The Innovation Cycle

Commodities Differentiators Build on Spoilers

Dreyfus Modelling

Novice Experienced Beginner Competent Knowledgeable Practitioner Expert

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Practitioner

Dreyfus Modelling

• 1. Novice
• 2. Beginner
• 3. Practitioner
• 4. Knowledgeable
• 5. Expert

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“You do you” Seek Independence Seek Desire Impostor Syndrome! Oh, yeah!

The “Grow” Framework Goal Reality Options Way Forward

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Growing

Given a context When an event happens Then an outcome should occur

Context in which we act

Growing

Given a context When an event happens Then an outcome should occur

Action we take

Growing

Given a context When an event happens Then an outcome should occur

Outcomes

A really great leadership trait!

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“I am feeling stressed… that’s interesting.”

The Safety Check (numbers)

• 1. I am going to nod and stay quiet.
• 2. I might talk about some things I want to fix.
• 3. I will share my opinions, but I’ll stay away from

some controversial stuff.

• 4. I will talk frankly but sensitively.
• 5. I feel safe to say anything in front of this group.

The Safety Check (ESVW) Explorer Shopper Vacationer Prisoner

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Julian Birkinshaw’s Organizing Models

Bureaucracy

Position By Rules

Hierarchy Extrinsic Rewards Meritocracy Knowledge Mutual Adjustment Logical Argument Personal Mastery Adhocracy

Action

Opportunity Experiment- ation Achievement

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Information Arrival

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t Information Point at which most decisions are made

Deliberate Discovery

Assume ignorance Assume second order ignorance Optimize for discovery

Real Options

Options have value Options expire Never commit early unless you know why

Where are your commitments and investments?

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Yearly budgeting cycle Up-front analysis work Work done but not in use High cost

• f making

ready for use Regulatory requirements Quarterly / rolling budget Regulatory feedback Lightweight planning Small, frequent changes Great engineering, continuous deployment, culture of change

Bain Analysis, 2007

11% Alignment Trap

Highly Aligned

+13

• 14

7%

• 6

+35 IT-Enabled Growth

Less Aligned Less Effective Highly Effective

Maintenance Zone 74%

• 2

% 3-year growth % IT Spending

Well-Oiled IT

• 15

+11 8%

Cynefin

Breaking things down Trying things out

A Safe-To-Fail Probe has…

A way of knowing it’s succeeding A way of knowing it’s failing A way of dampening it A way of amplifying it Coherence

Coherence

A realistic reason for thinking the probe might have a positive impact Can you give me an example?

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Examples

Given a context When an event happens Then an outcome should occur

Well-formed outcomes

Vision Hearing Smell Taste Sensation Kinesthetic Propriaception

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In high uncertainty…

…scenarios provide coherence, not tests

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Multiple success scenarios

Ensures you’re not hung up on

• ne outcome

Makes it more likely that you’ll consider failure

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Coherence

Given Kate doesn’t know much about the PO role When she reads my guide Then she should understand it better.

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“That won’t work because…”

Failure Scenarios

Given Kate doesn’t know much about the PO role When she reads my guide Then she might feel helplessly lost.

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A Safe-To-Fail Probe has…

A way of knowing it’s succeeding A way of knowing it’s failing A way of dampening it A way of amplifying it Coherence A way of avoiding failure completely

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Changing the Context

Given Kate doesn’t know much about the PO role And she knows everything is new and we’re trying things out When she reads my guide Then she should let us know that didn’t work for her.

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Fail-Safe

Then it should also work in production

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Safe-To-Fail

Then we should be able to roll it back

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The Palchinsky Principles

Seek out new ideas and try new things When trying something new, do it on a scale where failure is survivable Seek out feedback and learn from your mistakes as you go along

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Yes, and…

Liz Keogh Freelance Consultant http://lizkeogh.com @lunivore

Write a failing test

New behaviour

Refactor

Existing behaviour

and anchor what you value!

Number 1 rule of feedback: Anchor what you value!

Write a failing test Refactor

Existing behaviour

and anchor what you value!

New behaviour

Write a failing test Refactor

Existing behaviour

and anchor what you value! Make it pass

New behaviour

Describe desired behaviour Change the behaviour

The sandwich model

Start with something good Say something bad Finish with something good

The sandwich model done right

Anchor what you value Describe desired behaviour THEN change the behaviour (People can do this bit themselves!)

Liz Keogh Freelance Consultant http://lizkeogh.com @lunivore