LizKeogh@lunivorehttp://lizkeogh.com

@lunivore

@lunivore

Forbes:Top10qualitiesthatmakeagreatleader

HonestyDelegate

CommunicationConfidenceCommitment

PositiveAttitudeCreativityIntuitionInspire

Approach

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

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@lunivore

@lunivore

“…afundamentalassumptionoforganizationaltheoryandpractice:

thatacertainlevelofpredictabilityandorderexistsintheworld.“

- DaveSnowden,“ALeader’sFrameworkforDecisionMaking”

@lunivore

Cynefin

@lunivore

Obvious

ComplicatedComplex

Chaotic

categorize

analyzeprobe

actWith thanks toDavid Snowden and Cognitive Edge

Cynefin

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Obvious

ComplicatedComplex

Chaoticleadershipthroughcontrol

Leadershipthroughexpertise

emergentleadership

Leadershipthroughaction

EstimatingComplexity

5.Nobodyhaseverdoneitbefore4.Someoneoutsidetheorghasdoneitbefore(probablyacompetitor)3.Someoneinthecompanyhasdoneitbefore2.Someoneintheteamhasdoneitbefore1.Weallknowhowtodoit.

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Estimating Complexity5 4 3

2

1

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TheInnovationCycle

CommoditiesDifferentiators

Buildon

Spoilers

DreyfusModelling

Novice

ExperiencedBeginner

Competent

KnowledgeablePractitioner

Expert

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Practitioner

DreyfusModelling

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

WayForward

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Growing

Given acontextWhen aneventhappens

Then anoutcomeshould occur

Context inwhich weact

Growing

Given acontextWhen aneventhappens

Then anoutcomeshould occur

Action we take

Growing

Given acontextWhen aneventhappens

Then anoutcomeshould occur

Outcomes

Areallygreatleadershiptrait!

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“I am feeling stressed…

that’s interesting.”

TheSafetyCheck(numbers)1. Iamgoingtonodandstayquiet.

2. ImighttalkaboutsomethingsIwanttofix.

3. Iwillsharemyopinions,butI’llstayawayfromsomecontroversialstuff.

4. Iwilltalkfranklybutsensitively.

5. Ifeelsafetosayanythinginfrontofthisgroup.

TheSafetyCheck(ESVW)

ExplorerShopper

VacationerPrisoner

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@lunivore

JulianBirkinshaw’s OrganizingModels

Bureaucracy

Position

ByRules

Hierarchy

ExtrinsicRewards

Meritocracy

Knowledge

MutualAdjustment

LogicalArgument

PersonalMastery

Adhocracy

Action

Opportunity

Experiment-ation

Achievement

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InformationArrival

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t

Information

Pointatwhichmostdecisions

aremade

DeliberateDiscovery

Assumeignorance

Assumesecondorderignorance

Optimizefordiscovery

RealOptions

Optionshavevalue

Optionsexpire

Nevercommitearlyunlessyouknowwhy

Whereareyourcommitmentsandinvestments?

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Yearlybudgetingcycle

Up-frontanalysiswork

Workdonebutnotinuse

Highcostofmakingreadyforuse

Regulatoryrequirements

Quarterly/rollingbudget

Regulatoryfeedback

Lightweightplanning

Small,frequentchanges

Greatengineering,continuousdeployment,cultureofchange

BainAnalysis,2007

11%

AlignmentTrapHighlyAligned

+13-14 7%

-6

+35IT-EnabledGrowth

LessAligned

LessEffective

HighlyEffective

MaintenanceZone

74%0

-2

%3-yeargrowth

%ITSpending

Well-OiledIT

-15+11

8%

Cynefin

Breaking things down

Trying things out

ASafe-To-FailProbehas…

Awayofknowingit’ssucceedingAwayofknowingit’sfailing

AwayofdampeningitAwayofamplifyingit

Coherence

Coherence

Arealisticreasonforthinkingtheprobe

mighthaveapositiveimpact

Canyougivemeanexample?

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Examples

Given acontextWhen aneventhappens

Then anoutcomeshould occur

Well-formedoutcomesVisionHearingSmellTaste

SensationKinesthetic

Propriaception

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Inhighuncertainty…

…scenariosprovidecoherence,

nottests

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Multiplesuccessscenarios

Ensuresyou’renothungupononeoutcome

Makesitmorelikelythatyou’llconsider

failure

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Coherence

Given Katedoesn’tknowmuchabout thePOrole

When shereadsmyguideThen sheshouldunderstanditbetter.

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“Thatwon’tworkbecause…”

FailureScenarios

Given Katedoesn’tknowmuchaboutthePOrole

When shereadsmyguideThen shemightfeelhelplesslylost.

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ASafe-To-FailProbehas…

Awayofknowingit’ssucceedingAwayofknowingit’sfailing

AwayofdampeningitAwayofamplifyingit

CoherenceAwayofavoidingfailurecompletely

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ChangingtheContext

Given Katedoesn’tknowmuchaboutthePOrole

And sheknowseverythingisnewandwe’retryingthingsout

When shereadsmyguideThensheshouldletusknowthatdidn’tworkforher.

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Fail-Safe

Thenitshouldalsoworkinproduction

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Safe-To-Fail

Thenweshouldbeabletorollitback

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ThePalchinsky Principles

Seekoutnewideasandtrynewthings

Whentryingsomethingnew,doitonascalewherefailureissurvivable

Seekoutfeedbackandlearnfromyourmistakes

asyougoalong

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@lunivore

Yes,and…

LizKeoghFreelanceConsultanthttp://lizkeogh.com@lunivore

Writeafailingtest

Newbehaviour

Refactor

Existingbehaviour

andanchorwhatyouvalue!

Number1ruleoffeedback:

Anchorwhatyouvalue!

Writeafailingtest

Refactor

Existingbehaviour

andanchorwhatyouvalue!

Newbehaviour

Writeafailingtest

Refactor

Existingbehaviour

andanchorwhatyouvalue!

Makeitpass

Newbehaviour

Describedesired

behaviour

Changethe

behaviour

Thesandwichmodel

Startwithsomethinggood

Saysomethingbad

Finishwithsomethinggood

Thesandwichmodeldoneright

Anchorwhatyouvalue

Describedesiredbehaviour

THENchangethebehaviour

(Peoplecandothisbitthemselves!)

LizKeoghFreelanceConsultanthttp://lizkeogh.com@lunivore