Lean leadership agile 2013

Lean LeadershipHow to change as a manager from an expert to a coach

By Ed Kraay@ekraay

Agile Coach Yahoo!

Tuesday, August 6, 13

My Role Model

• 2003: new development manager, team of 5

• Phil (my boss):

• Expert in craft of development (3 Software Patents), degree in organizational psychology

• In MS fashion, strong belief in not telling people how they should work - mentor, facilitator, coach.

• 2004: Encouraged me to explore agile methods

Philip Ljubicich

About Me

enthusiasm.com

Influence2000 2002 2007 2009 2011

Career Map

About You

Lean leaders develop their team members

thinking.

Ask questions.

You will leave a legacy for the next generation

of leaders.

1. Open2. What is a Lean Leader?3. How do I teach scientific thinking?4. How do I become a mentor?5. How do I sustain the change?5. Close

What is the role of the manager in Scrum?

WILL REMOVE IMPEDIMENTS

FOR FOOD!

Yahoo! Recommendation

Remove roadblocks

Coaching and

Mentoring

Input/advice on features and

technical difficulties

Training and skills

development

Stay abreast of industry and technology developments

Performance evaluations and

career development

Recruit, hire, build teams

Decide and Assign Tasks

Track tasks and what

people are doing

Make commitments to mgmt on what team can do

Weekly status reports

Do Don’t Do

Weekly staff

meetings?

Work across teams

Remove roadblocks

Coaching and

Mentoring

Training and skills

development

career development

people are doing

Do Don’t Do

Weekly staff

meetings?

Work across teams

Don’t tell people what to do

Remove roadblocks

Coaching and

Mentoring

Training and skills

development

career development

people are doing

Do Don’t Do

Weekly staff

meetings?

Work across teams

Develop people Don’t tell people what to do

There is nothing new here.Tuesday, August 6, 13

Taylor

“...the workman who is best suited to actually doing the work is incapable of fully understanding this science."

Developer = Glorified Typist

“Out of the Crisis” 1982 – Ch.2 -Principles for Transformation-, page 53

Deming

“The greatest waste … is failure to use the abilities of people.”

“We do not just build cars, we build people.”

Toyota Saying: Liker, J.. N.p.. Web. 4, Toyota Talent, Aug 2013. <http://thetoyotaway.org/excerpts.html>.

As my research makes clear, Gen Y workers see no value in reporting to someone who simply keeps track of what they do, when much of that can be done by themselves, their peers, or a machine. What they do value is mentoring and coaching from someone they respect. Someone, in other words, who is a master—not a general manager.

Lynda Gratton, HBR 2011

Who cares?

Managers at Toyota

Facilitator Coach

Bureaucrat AutocratAut

HighLowMastery

Purpose

Yes, but how?

Adapted from Jeffrey Liker: Toyota Way

Adjust

Fog of Uncertainty

Improvement Kata

currrentcondition

targetcondition

challenge

Fog of Uncertainty

Improvement Kata

currrentcondition

targetcondition

challenge

1. In consideration of a challenge... (e.g. 1x1 flow)

Fog of Uncertainty

Improvement Kata

currrentcondition

targetcondition

challenge

2. Grasp the current condition. (go see)

Fog of Uncertainty

Improvement Kata

currrentcondition

targetcondition

3. Define the next target condition.

(about 2 weeks - 3 months away)

challenge

Fog of Uncertainty

Improvement Kata

currrentcondition

targetcondition

3. Define the next target condition.

(about 2 weeks - 3 months away)

challenge

4. Iterate daily with the scientific

method to uncover and eliminate

obstacles toward the target.

Traditional Management

Focus on solutions

• Establish Targets

• Describe Solutions

• Provide Incentives

• Get out of the way and periodically check results

Toyota Kata Management

Focus on how solutions are developed

• Establish Targets

• Develop, via practice with coaching, the capability in people to develop new solutions...

...by having people practice a common way of improving, like the improvement kata.

Lean Management is not MBO!

From Mike Rother: http://www.slideshare.net/mike734/toyota-kata-3101182Tuesday, August 6, 13

Improvement Kata Questions

1. What challenge are we striving to meet?

2. What is the happening now?

3. What pattern of operating do we want to have next?

...then PDCA toward the target condition using the coaching kata.

Rother, Mike (2009-08-11). Toyota Kata : Managing People for Improvement, Adaptiveness and Superior Results (Kindle Locations 2260-2265). McGraw-Hill. Kindle Edition.

My Story

1. The challenge -> 70% of goals achieved by end of quarter.

2. Current Condition -> Ad hoc, last minute requests coming from all directions.

3. Pattern of operating -> Daily progress toward my goals.

4. PDCA toward target. -> Ran many experiments (plan next 4 tasks, wip limits, two teams per quarter, limit # of active goals).

PDCA Cycles Record

Obstacles(off board)

Weekly Standup with Coaching Kata

Mentor using Coaching Kata

1. What are you trying to achieve?

2. Where are you now?

3. What’s currently in your way?

4. What is your next step and what do you expect?

5. When can we see what you’ve learned from that step?

Rother, Mike (2009-08-11). Toyota Kata : Managing People for Improvement, Adaptiveness and Superior Results (Kindle Locations 2260-2265). McGraw-Hill. Kindle Edition.

For the learner

Step Result What We LearnedWhat do you

expect?Observeclosely

PDCA CYCLES RECORDDate:

Process:

Process Metric

(Each row = one experiment)

Rother, Mike. Resources to Download: http://www-personal.umich.edu/~mrother/Materials_to_Download.htmlTuesday, August 6, 13

For the learner

Rother, Mike. Resources to Download: http://www-personal.umich.edu/~mrother/Materials_to_Download.html

Start by forming an advance group

Coach Learner

Manager,Agile Coach, or Team 1*

Manager, Agile Coach or Team 2*

Team 1

Team 2

http://www.slideshare.net/mike734/improvement-kata-quick-start

Learner

*Learner should ideally pair with or be a manager. Don’t work around management!

Why mentor?

You’ll have less urgent, unplanned tasks as people start solving their own problems.

Everyone at Toyota has a mentor

Even Fujio Cho, Chairman of Toyota, had a

mentorTuesday, August 6, 13

Mentor-Apprentice Program

created by a Yahoo! architect.

28 experts in 2012, started as 8 in 2011

Benefits for learner:Self esteem

Increased influenceCareer growth

Benefits for mentor:Teach problem solving

Increase influenceIdentify new leaders

Offer a coaching class to managers

• We offer these to our managers

• Coaching scenarios with deliberate practice

• Groups formed for deliberate practice afterwards

Identify key behaviors.Get results you want.Sustain the change.

What to change?Pick a change you want in yourself or others.

If it’s an annoying habit, tie it to your purpose (why are you here on earth?) or your organization’s purpose (what is your true north?).

Examples:

• “I want to stop impulse spending so I can be a supportive husband and father. “

• “I want to stop micromanaging and be a coach so I can make this the best place to work.”

Identify Vital Behavior

Think of a behavior for the change that, more than anything else, will help you succeed.

They are usually challenging or outside your comfort zone.

Identify a Vital Behavior

Example:• “When I think of something I want, I’ll put it on a list and wait 30

days instead of buying it right away.”

• “When someone comes to me with a problem, instead of offering a solution, I will ask them a coaching question.”

Tip: Think Positive Deviance

A scenario where you or someone else exhibited the positive behavior, usually in an environment where typically exhibited a negative behavior.

Benefit - since you or your team did it before, it doesn’t seem out of reach.

Example:• “I once paid down my credit card debt and kept myself on a budget. I

did this by paying cash for everything, and keeping a list of things I wanted to buy.”

Step 1

Visit your Default Future

Surpass your limits

Harness peer pressure

Find strength in numbers

Invert the Economy

Change the environment

Will Skill

Individual

Structural

What will make the behavior motivating?

Visit your default future. What happens if you don’t change?

Example:• “If I don’t stop impulse spending, I won’t afford to send my son to

college and he will live at home with me until he is 30.”

• “If I don’t stop telling my team what to do, I will always be a stressed out middle manager and won’t grow in my career.”

Really visit it. • Can you visit someone who is living this future?

Step 2

Surpass your limits

Find strength in numbers

Invert the Economy

Will Skill

Individual

Structural

What do you need to learn?

Do a skill scan.

Brainstorm at least 3 skills with your neighbor that would help you achieve your vital behavior.

Example:

• “ Keeping a budget. -> Reading the dummies book on personal finance. Taking a Dave Ramsey class on financial independence.”

• “Asking good coaching questions. -> Take a class on coaching.”

Step 3

Surpass your limits

Find a coach, social network

Invert the Economy

Will Skill

Individual

Structural

Who is encouraging bad behavior?

Identify accomplices who keep you from exhibiting the behavior

How can you turn them into allies?

Example:

• “My friends always have the latest Apple devices. Instead of encouraging me, I can ask them to hold me accountable for not spending. How about a bet on how long I can go between upgrades?”

• “My team often comes to me for answers. I can prepare them for this change by letting them know I’m trying to coach with questions instead of giving answers.”

Step 4

Surpass your limits

Invert the Economy

Will Skill

Individual

Structural

Who can you turn to to?

Identify a peer, mentor or a coach who is good at that behavior

Make the commitment to talk with them about coaching you, holding you accountable

Example:

• “My wife is good at being frugal. I can ask her to hold me accountable.”

• “Joe is a great mentor and is interested in agile methods. I can set up daily standup where he asks the coaching kata questions of me and we switch..”

Step 5

Surpass your limits

Invert the Economy

Will Skill

Individual

Structural

What incentives can you offer?

• Think of non-monetary rewards, because extrinsic rewards are fraught with peril.

• Example:

• “I track my spending every day. At the end of the month, I ask my coach to validate I spent less than $30. If I go over, she will donate $30 to a political charity I oppose.

• “On an index card, mark each time you give a solution to a problem and each time you ask a question. At the end of the sprint, if coaching is more than the solution-giving, then have your team give you a bowling trophy.”

Step 6

Surpass your limits

Invert the Economy

Will Skill

Individual

Structural

How can you make you environment conducive to your vital behavior? • Identify 3 things with your neighbor that

you can do to make the physical environment more conducive to your change.

• Example:

• “I uninstalled Amazon 1-Click on my phone. ”

• “I bring the 5 coaching questions card in my pocket. If someone comes with a problem, I pull it out to remind me.”

Pick 4

• Choose at least 4 of your strategies for change and make a commitment to trying them for 30 days.

• If you falter, that’s OK. That’s good data for how to adapt your change plan to your unique circumstances.

Present your change plan to a partner

Under the creative commons license

• Chicken: http://www.flickr.com/photos/locomotion/3556879530/

• Expert: http://www.flickr.com/photos/raster/3380860520/

• Upside down in a mosh Pit: @waterj2 http://bit.ly/191yaY4

References

• Deming, W. Edwards. Out of the Crisis. Cambridge, MA: Massachusetts Institute of Technology, Center for Advanced Engineering Study, 1986. Print.

• Rother, Mike. Toyota Kata: Managing People for Improvement, Adaptiveness, and Superior Results. New York: McGraw Hill, 2010. Print.

• Rother, Mike. Resources to Download: http://www-personal.umich.edu/~mrother/Materials_to_Download.html

• Rother, Mike. Toyota Kata: Mobilizing our Ingenuity Through Good Management. http://www.slideshare.net/mike734/toyota-kata-3101182

• Patterson, Kerry. Influencer: The Power to Change Anything. New York: McGraw-Hill, 2008. Print.

Will Skill

Key Behavior __________________

How can you make the undesirable desirable? What incentivescan you offer that support the change? (Think non-monetary).

What can you change about the environment that will support doing the key behavior?

Who is an accomplice? Who is a friend? How do you get more friends? How do you turn accomplices

into friends?

Who can teach you the skills you need?

What skills do you need? Where can you learn them?What will the world look like when you’re done? Whatwill your future be like by default if you don’t practice it?

How can you make that future more visible?

What specific behavior, more than anything else, will lead you to the change you want?

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