Liz Keogh @lunivore - GOTO Conference · 2016. 11. 21. · Way Forward @lunivore. Growing Givena...
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Liz Keogh @lunivore http://lizkeogh.com @lunivore
Transcript of Liz Keogh @lunivore - GOTO Conference · 2016. 11. 21. · Way Forward @lunivore. Growing Givena...
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
@lunivore
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
@lunivore
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!
@lunivore
“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
