Are We As Agile As We Think? Christopher Avery at Agile Day NYC

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Christopher Avery

This was the keynote presentation at Agile Day NYC, September 15, 2010. My objective was to relate the empirical process control mechanisms embedded in lean, agile, Scrum to the very essence of the empirical process control every human is born with -- called The Leadership Gift

VERSUS

Us Them

PROBLEM

PROBLEM LAY BLAME

JUSTIFY
PROBLEM LAY BLAME

SHAME
JUSTIFY
PROBLEM LAY BLAME

OBLIGATION
SHAME
JUSTIFY
PROBLEM LAY BLAME

RESPONSIBILITY
OBLIGATION
SHAME
JUSTIFY
LAY BLAME

RESPONSIBILITY
OBLIGATION
QUIT
SHAME
JUSTIFY
LAY BLAME
DENIAL

RESPONSIBILITY
OBLIGATION
QUIT
SHAME
JUSTIFY
LAY BLAME
DENIAL

The Responsibility Process™

RESPONSIBILITY
OBLIGATION
QUIT
SHAME
JUSTIFY
LAY BLAME
DENIAL

Application

SUPERIORS
PEERS
SELF
LEADERSHIP
SUBORDINATES

3 Keys to Responsibility

TEACH STUDY

ASK DEMONSTRATE

YOUR LEADERSHIP GIFT
Exposes wasteful thought and
action so you can address it

Consistent application
Has rapid impact on delivering value

Catch Sooner

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at ChristopherAvery.com

Progress

Stuck

Learn

Defend

Grow

Cope

Change

Resistance

Value

Waste

Are We As Agile As We Think? Christopher Avery at Agile Day NYC

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You can build any team any time. It's true. And you don't need to be super charismatic, charming, or bubbly to do so. You may say "sure, theoretically." I say it is an assumption and intention that will separate you from other leaders and add enormous value to the business and to the lives of the team members. What if you could do that routinely? Unfortunately, most people don't know that teambuilding is a proven and repeatable skill set. So they don't hold the assumption and intention for it to happen. They end up on "okay" teams (or worse) time after time, instead of being on Wow! teams. In this presentation, I'll introduce you to the 5-step Team Orientation Process that thousands of technical professionals have mastered to routinely build and lead powerful teams. You will diagnose your current teams via the process so you know what to attend to first to help the team improve collective direction and energy (the two behavioral measures I use to diagnose teams).

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Your goals might suck. So many statements we call "goals" feel like burdens pushed on us, or that we push on ourselves, and less like something we are pulled toward. What if you knew how to determine whether a stated goal was a good goal or a sucky goal—before you committed to it? What if you could help peers, teams, and others assess their current goals and re-craft them into good goals (or drop them, or renegotiate them)? The 4 characteristics of good goals—clarify intention, focus attention, remove obligation, generate energy— comes from a rigorous application of The Responsibility Proces to goal-setting. In this study, we asked Why do we take ownership of some goals and achieve them, but not others? This will be an application workshop. Bring your goals—your annual performance goals, your S.M.A.R.T. goals, or any other kind of goals. We'll see how good they are and how they can be improved. Or discarded.

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"Something hit me very hard once, thinking about what one little man could do. Think of the Queen Mary—the whole ship goes by and then comes the rudder. And there's a tiny thing at the edge of the rudder called a trim tab. It's a miniature rudder. Just moving the little trim tab builds a low pressure that pulls the rudder around. Takes almost no effort at all. So I said that the little individual can be a trim tab. Society thinks it's going right by you, that it's left you altogether. But if you're doing dynamic things mentally, the fact is that you can just put your foot out like that and the whole big ship of state is going to go. So I said, call me Trim Tab." —Buckminster Fuller

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Getting more done with others over whom you have no control may be the most important skill to develop. The steps in the Team Orientation Process are proven to give a group of people the best chance of coming together as a high performance team. Accomplish each step in dialog among team members. The same list has been found to be worth re-visiting any time a team has lost energy or direction and needs re-orienting.

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Most problems go unaddressed because they don’t belong to anyone. They are between. Everyone is sure someone else should do something about the problem. So we Lay Blame on those across the problem from us. Or we Justify that it’s beyond our control (because it is between). The problem will remain until someone – anyone -- steps up to take Responsibility for solving the problem. Apply the Keys to Responsibility – Intention, Awareness, and Confront. As a leader… Are you blaming others for problems between that you also aren’t owning? How could you approach the other and ask “Does this problem between frustrate you as it does me? Let’s team up and resolve it once and for all.” How can you encourage and allow your peers and charges to own problems between?

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Many people and leaders confuse the mental states of obligation and responsibility. Obligation is the mindset of “have to, don’t want to.” In this state one’s performance is barely adequate to get a pass. One resents the trap they are in and demonstrates resistance. Responsibility is the mindset of self-empowerment. One feels they are freely choosing their life and work. High performance follows, as does happiness. As a leader… Notice your feelings of obligation about your life and work, and the impact to performance and happiness. What do your charges learn when you demonstrate obligation, i.e., “I have no choice. I have to”? How can you lead from and demonstrate responsibility and nurture your charge’s experience of responsibility?

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Every organization has problems between roles, departments, and silos. Solving problems between adds tremendous value. But problems between go unaddressed because they don’t belong to anyone. They are between. Anyone can confront and address a problem between. Doing so demonstrates personal responsibility beyond one’s accountability. Nurturing such personal leadership allows a culture of shared responsibility to emerge. As a leader… Are you blaming others for problems between that you also aren’t owning? How could you approach the other and ask “Does this problem between frustrate you as it does me? Let’s team up and resolve it once and for all.” How can you encourage and allow your charges to own problems between?

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