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You’re the Problem. Why Leadership Culture is the Last Barrier
Charles Randles [email protected] @charlesrandles github.com/CharlesRandles
Delivery is a Solved Problem
• It’s Agile. • Collaborate with your actual customers • Deliver what they need • Deliver it frequently • Learn and adapt as your knowledge increases
• Scrum, Agile….
From Agile Team to Agile Organisation
• What is an agile organisation?
• What does it look like? • To its customers • To its people • To its owners
The Agile OrganisationOwners:
Profitable Competitive Responsive
Smart risk taking Transparent Predictable
People:Fun
Rewarding Exciting
Safe Challenging Worthwhile Engaging
“I’m Proud to Work Here!”
Customers: Gives me things I
need! Listens to me
Understands me Keeps its promises Is exciting to be a
customer Adaptive
Delivers value
So why is it still hard?
• Us. We’re the problem • Beliefs and Behaviours that make the world a
worse place. • By identifying our anti-agile behaviours, we can
make the world better
• Root causes • Predicting the Future • Optimising for the Wrong Things • Managing People
Predicting the Future• Budgets
• Plans
• Performance Reviews
• Common Element: making decisions about our work from the peak of the pinnacle of ignorance. Then we act surprised when we turn out to be wrong.
BudgetsWhen do we commit to our budgets?
When we have the least information.
From “How much will it cost”
To “How much is it worth?”
Go here => http://bbrt.org/
PlansPlans are Great!
“You are wrong” vs “The plan is wrong!”
“The Universe is Defective!”
Performance Reviews“The reality is that constructive
criticism is an oxymoron. All criticism is inherently destructive
and negative” - Ray Williams, author “Wired
for Success”
“[Performance reviews are perceived as] threats to self-esteem and sense of self-worth in the form of criticism can feel like threats to
our survival.” - Daniel Goleman, author “Emotional
Intelligence”
Performance reviews are "destructive and fraudulent."
This corporate sham is one of the most insidious, most damaging and
yet most ubiquitous of corporate activities
Performance reviews "instil feelings of being dominated”
The practice is more about intellectual laziness and ego-
building for managers - Samuel Culbert, Professor
of Psychology, UCLA
“The best kind of performance review is no performance review”
- Aubrey Daniels, inventor of “Performance Management”
Optimising for the Wrong Things
• Utilisation – Project Planning Tools
• Presence – Timesheets
• Minimising Blame – Status Reporting
Managing People
• “There are people here! I am a manager! I must manage these people!”
• “Where did we get all these miserable, unhappy, demotivated people? I don’t remember hiring them.”
Summary• We have a restricted amount of resources to
expend
• We are spending a lot of those resources on making the world worse
• We can make the world a better place just by stopping that
• So do! Find something stupid your organisation is doing, and stop it.
