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Agile meets Special Forces
Leadership that lives disruption
James Brett
Scott Kinder
Scotts real action video
SCREW EMBRACING
DISRUPTION
CREATE IT!
Agile and Special Forces
Agile Special Forces (Agile Australia 2014)
Agile Special Forces (Agile Australia 2014)
Agile Special Forces (Agile Australia 2014)
Agile Special Forces (Agile Australia 2014)
Two completely different
worlds
One fundamental concept…
High Performance Teams
(and leaders)
Special Forces Truth 1:
Humans are more important
than the hardware
Special Forces Truth 2:
Quality is better than
quantity
Special Forces Truth 3:
Most special operations require
non Special Force assistance
Special Forces Truth 4:
Special Forces teams cannot
be mass produced
Truth 5:
Special Forces teams cannot be
created after emergencies occur.
• Great teams succeed despite the
processes
• Spend your money on fewer, better people
• Don’t isolate HP teams
• Put HP teams on the right work
• Envision your capability and build it
5 Truths
These are SOF Truths
If the military have nailed this
already, what else can we learn?
A SOF TeamA Special Forces Team
Special Forces (SF) train harder,
higher and longer to reach
exceptional levels of competency
Standard Operating
Procedures are essential to
success
Airborne Operations
Kinetic Operations
Waterborne Infiltration Techniques
Efficiency
Consistency
Speed
Reliability
TRUST!
These are the basics
Define your organisations
basic S.O.P.’s
Get EXCEPTIONAL
at them!
But the basics don’t
win wars!
Wars need disruptive
leadership
The corporate battlefield…
Leaders
Alignment
Competition
Peers
Influence
Prioritization
Stakeholder
s
Engagement Productivity Capability
Teams
KPI’s
Executives
So what do we do?
Special Forces have a disruptive
mindset that Plans, Lives, Adapts and
Creates disruption
It’s built into our DNA
This is my office…
Volatility
Uncertainty
Complexity
Ambiguity
This is my office…
Volatility
Uncertainty
Complexity
Ambiguity
Not skills and experience
Select
Critical Thinkers Inherent Ability
Select
Adaptability
Select
Educat
e
Growth Oriented Problem Solving
Educat
e
X-Functional
Educat
e
Empower
Leadership Creativity
Empower
Autonomy
Empower
Select
Educate
Empower
S.E.E.
Your organisation
S.E.E.
The benefits
5 Truths
SOP’s
S.E.E.
High
Performance
Who knew?
Scott Kinder
scott@thekindergroup.com
@TKGMGMT
Create DISRUPTION!
James Brett
james@curiously.com.au
@JamesCuriously

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Agile Special Forces (Agile Australia 2014)

Notes de l'éditeur

  1. James and Scott dissected two very different fields and found out they may not be so different. James Brett Bio Tech Geek - 18 years in computers Still wiriting ios and embedded C code for quadcopters Passionate about gadgets and technology and products People Development CSC LA360 Coach Master NLP Practitioner Agile Transformation XP developer in 2002 Consulting and Coaching in the UK Suncorp Telstra Led the Agile transformation Practice at ThoughtWorks Offshore delivery in China Jim Highsmith – Adaptive Leadership Scott Kinder Bio The journey to understanding that each element has strengths that should be capitalized. They may not be as different as first thought. Welcome to the knowledge required to unfreeze the frozen middle.
  2. Disruption isn’t accidental – there is no need to “embrace” it – you plan for it, you expect it and when it comes you hit it hard and fast. YOUR MOST POWERFUL WEAPON IS YOUR MIND “EMBRACING DISRUPTION” = VICTIM MENTALITY Great leaders (and teams) Embrace / Live Plan Adapt
  3. James and Scott dissected two very different fields and found out they may not be so different. James Brett Bio Tech Geek - 18 years in computers Still wiriting ios and embedded C code for quadcopters Passionate about gadgets and technology and products People Development CSC LA360 Coach Master NLP Practitioner Agile Transformation XP developer in 2002 Consulting and Coaching in the UK Suncorp Telstra Led the Agile transformation Practice at ThoughtWorks Offshore delivery in China Jim Highsmith – Adaptive Leadership Scott Kinder Bio The journey to understanding that each element has strengths that should be capitalized. They may not be as different as first thought. Welcome to the knowledge required to unfreeze the frozen middle.
  4. Ken Wilber’s four quadrants – Integral Philosophy/Model
  5. Ken Wilber’s four quadrants – Integral Philosophy/Model
  6. Ken Wilber’s four quadrants – Integral Philosophy/Model
  7. Ken Wilber’s four quadrants – Integral Philosophy/Model
  8. Scott and I quickly found a huge amount of synergy between our two quite disparate worlds…. We found that…. Talk from a generic perspective and agree that there are 5 truths about high performance teams.
  9. Scott and I quickly found a huge amount of synergy between our two quite disparate worlds…. We found that…. Talk from a generic perspective and agree that there are 5 truths about high performance teams.
  10. Scott and I quickly found a huge amount of synergy between our two quite disparate worlds…. We found that…. Talk from a generic perspective and agree that there are 5 truths about high performance teams.
  11. Scott and I quickly found a huge amount of synergy between our two quite disparate worlds…. We found that…. Talk from a generic perspective and agree that there are 5 truths about high performance teams.
  12. Scott and I quickly found a huge amount of synergy between our two quite disparate worlds…. We found that…. Talk from a generic perspective and agree that there are 5 truths about high performance teams.
  13. As leaders its our job to define the basiscs…. We aren’t saying specifically how to do it – but you should know the how. Also, Knowledge is doing… if you know thiis and arent doing them… that’s not enough
  14. Some background to enhance understanding. Substitute AGILE PERSONNEL in place of Special Operations Forces… The right person will get the job done no matter the equipment given to them. 1 “right” person is better than 4 space fillers Special people are special for a reason and must be categorized as such. Proactive vs Reactive Special people need normal people’s help.
  15. Lets take a look at a typical SOF team.. Small and Stable Teams (can be given missions or projects) X-Functional and discrete Empowered and mission focused- will achieve the objective and wont quit Stringent selection process – 6 months of weeding out the weak of mind and body (McRaven quote) Highly Trained, Experienced and Motivated (25:1) And of course a mustache Leave this bit out - When planning - ALWAYS expecting disruption – hope for the best plan for the worst Your most powerful weapon is your mind A focused, agile mind. Physical toughness. That’s what it takes to join the Army Special Forces.
  16. Talk to a particualr specific example of an SOP
  17. Highly efficient, consistent, fast, reliable.
  18. Expectations are met. Communications are clear. Outcomes are achieved, TRUST is built. Intra and Extra team trust. BUT – You are not special forces if you are just doing these!
  19. They are basics – and we get really good at them.
  20. As leaders its our job to define the basiscs…. We aren’t saying specifically how to do it – but you should know the how. Also, Knowledge is doing… if you know thiis and arent doing them… that’s not enough
  21. Get exceptionals Basics are important and they don’t make high performance agile teams either…. Agile is 20 years old. This stuff isn’t new!
  22. Get exceptionals Basics are important and they don’t make high performance agile teams either…. Agile is 20 years old. This stuff isn’t new!
  23. Some background to enhance understanding. Substitute AGILE PERSONNEL in place of Special Operations Forces… The right person will get the job done no matter the equipment given to them. 1 “right” person is better than 4 space fillers Special people are special for a reason and must be categorized as such. Proactive vs Reactive Special people need normal people’s help.
  24. Some background to enhance understanding. Substitute AGILE PERSONNEL in place of Special Operations Forces… The right person will get the job done no matter the equipment given to them. 1 “right” person is better than 4 space fillers Special people are special for a reason and must be categorized as such. Proactive vs Reactive Special people need normal people’s help.
  25. The corporate challenge is this….
  26. If we agree on these – we can see that the military have already done this, so what else can we learn from this..
  27. That’s built into the DNA of every special forces leader and team. A common mantra is: Hope for the best, always plan for the worst. We don’t have a Victim mindset…
  28. This is our battlefield…. http://en.wikipedia.org/wiki/Volatility,_uncertainty,_complexity_and_ambiguity V = Volatility. The nature and dynamics of change, and the nature and speed of change forces and change catalysts. U = Uncertainty. The lack of predictability, the prospects for surprise, and the sense of awareness and understanding of issues and events. C = Complexity. The multiplex of forces, the confounding of issues and the chaos and confusion that surround an organization. A = Ambiguity. The haziness of reality, the potential for misreads, and the mixed meanings of conditions; cause-and-effect confusion.
  29. This is my office too We got talking…. So we created something new….. Want to talk you through our three step framework/model…
  30. How do we challenge people that think they do this already? Zappos – 2K offer. 25:1 ratio isnt about skillsets. Hiring is done on “Cultural Fit – I like you” Don’t worry – the SEE slides are supposed to be place holders for us to talk about how to do it. I can TALK this stuff for hours – I just want to give them food for thought so they call us. The question begs – what if I have nothing to select from and have to deal with the hand I’m dealt? Answer: find out what training you can offer that will bring people up to the expect STANDARD. Standards are unfailing and you much enforce them. If someone is unable to maintain your standard, often they must go – no matter how nice they are… Think thoroughbred horses. You want a stable full of powerful thoroughbreds. What happens is that we bring in a few donkeys. No thoroughbred wants to hang with a donkey so they leave. Next thing you know you have a stable full of jackasses.
  31. Every day is a school day on an ODA. So lets learn. People don’t inherently know how to problem solve – this is teachable. Teams are not cross functional by defauly – this is teachable. No one has to become a cross functional SME, but they can pull weight in other areas when needed (sickness, loss, etc)
  32. Empowering subordinates is key. This is the most often overlooked aspect of leadership and management. We call is micromanaging and other terms, but it NEVER works for long. You should clearly articulate what a successful endstate of the task looks like (DoD) and then allow phaselines/checkpoints/updates along the way. Truly empowered and knowledgeable subordinates thrive in these environments.
  33. If we agree on these – we can see that the military have already done this, so what else can we learn from this.. You have to live the SEE model and you have to SEE it’s benefits. BUT it takes practice, patience, and guidance. You can’t solve a problem by using the paradigm that created it – learn.
  34. Agile and Special forces teams are based on the same fundamentals Get great at doing S.O.P’s S.E.E. through your organisation and create a disruptive mindset
  35. Ken Wilber’s four quadrants – Integral Philosophy/Model
  36. James and Scott dissected two very different fields and found out they may not be so different. James Brett Bio Tech Geek - 18 years in computers Still wiriting ios and embedded C code for quadcopters Passionate about gadgets and technology and products People Development CSC LA360 Coach Master NLP Practitioner Agile Transformation XP developer in 2002 Consulting and Coaching in the UK Suncorp Telstra Led the Agile transformation Practice at ThoughtWorks Offshore delivery in China Jim Highsmith – Adaptive Leadership Scott Kinder Bio The journey to understanding that each element has strengths that should be capitalized. They may not be as different as first thought. Welcome to the knowledge required to unfreeze the frozen middle.