Lean leadership agile 2013

Lean Leadership
How to change as a manager from an expert to a coach
By Ed Kraay
@ekraay
Agile CoachYahoo!
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
#ofreports
Inﬂuence2000 2002 2007 2009 2011
Career Map

AboutYou

Lean leaders develop
their team members
thinking.

Ask questions.

You will leave a legacy
for the next generation
of leaders.

1. Open
2. 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
Input/advice on
features and
technical
difficulties
Training and
skills
development
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
Don’t tell people what to do

Remove
roadblocks
Coaching
and
Mentoring
Input/advice on
features and
technical
difficulties
Training and
skills
development
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
Develop people Don’t tell people what to do

There is nothing new here.

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, GenY 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 Autocrat
Autonomy
HighLow
Mastery
High
Purpose
Yes, but
how?
Adapted from Jeffrey Liker:Toyota Way

1. Open
2.What is a Lean Leader?
3. How do I teach
scientiﬁc thinking?
change?
5. Close

Plan
Do
Check
Adjust

Fog of Uncertainty
Improvement Kata
currrent
condition
target
condition
challenge
P
D
C
A
P
D
C
A
P
D
C
A
P
D
C
A
P
D
C
A

Fog of Uncertainty
Improvement Kata
currrent
condition
target
condition
challenge
1. In
consideration
of a challenge...
(e.g. 1x1 ﬂow)
P
D
C
A
P
D
C
A
P
D
C
A
P
D
C
A
P
D
C
A

Fog of Uncertainty
Improvement Kata
currrent
condition
target
condition
challenge
1. In
consideration
of a challenge...
(e.g. 1x1 ﬂow)
2. Grasp the current
condition. (go see)
P
D
C
A
P
D
C
A
P
D
C
A
P
D
C
A
P
D
C
A

Fog of Uncertainty
Improvement Kata
currrent
condition
target
condition
3. Deﬁne the next
target condition.
(about 2 weeks - 3
months away)
challenge
1. In
consideration
of a challenge...
(e.g. 1x1 ﬂow)
condition. (go see)
P
D
C
A
P
D
C
A
P
D
C
A
P
D
C
A
P
D
C
A

Fog of Uncertainty
Improvement Kata
currrent
condition
target
condition
3. Define the next
target condition.
(about 2 weeks - 3
months away)
challenge
1. In
consideration
of a challenge...
(e.g. 1x1 flow)
condition. (go see)
4. Iterate daily with
the scientific
method to uncover
and eliminate
obstacles toward
the target.
P
D
C
A
P
D
C
A
P
D
C
A
P
D
C
A
P
D
C
A

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-3101182

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

1. Open
thinking?
4. How do I become a
mentor?
change?
5. Close

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?
Observe
closely
PDCA CYCLES RECORD
Date:
Process:
Process
Metric
(Each row = one experiment)
Rother, Mike. Resources to Download: http://www-personal.umich.edu/~mrother/Materials_to_Download.html

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
Coach
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
mentor

Mentor-Apprentice
Program
created by aYahoo!
architect.

28 experts in 2012,
started as 8 in 2011

Beneﬁts for learner:
Self esteem
Increased inﬂuence
Career growth

Beneﬁts for mentor:
Teach problem solving
Increase inﬂuence
Identify 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

1. Open
thinking?
change?
5. Close

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.”

IdentifyVital 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 aVital 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
Team
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
Visit your Default
Future
Surpass your
limits
Harness peer
pressure
Find strength in
numbers
Invert the
Economy
Change the
environment
Will Skill
Individual
Team
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
Visit your Default
Future
Surpass your
limits
Harness peer
pressure
Find a coach,
social network
Invert the
Economy
Change the
environment
Will Skill
Individual
Team
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
Visit your Default
Future
Surpass your
limits
Harness peer
pressure
Find a coach,
social network
Invert the
Economy
Change the
environment
Will Skill
Individual
Team
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
Visit your Default
Future
Surpass your
limits
Harness peer
pressure
Find a coach,
social network
Invert the
Economy
Change the
environment
Will Skill
Individual
Team
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
Visit your Default
Future
Surpass your
limits
Harness peer
pressure
Find a coach,
social network
Invert the
Economy
Change the
environment
Will Skill
Individual
Team
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

1. Open
3. How do I teach scientiﬁc thinking?
5. How do I sustain the change?
6. Close

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. NewYork: 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. NewYork: McGraw-Hill, 2008.
Print.

1 2
3 4
5 6
Will Skill
IndividualTeamStructuralKey Behavior __________________
How can you make the undesirable desirable? What incentives
can 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? What
will 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?

Lean leadership agile 2013

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