Agile Project Management: Course 4. Agile Leadership Principles and Practices Module 3 of 4
Agile Project Management: Course 4. Agile Leadership Principles and Practices Module 3 of 4
Agile Project Management: Course 4. Agile Leadership Principles and Practices Module 3 of 4
Slide 2
Empowering to Align
Agile Leader’s Challenge
Slide 3
Agile Leaders Support Complex People Systems
• Agile Leaders must be excellent at sensing and communicating
– Able to identify & meet needs
– Able to listen and act with little bias
Slide 4
People Systems Engineering Drives Performance
Professional Development
• People Systems are complex (Growth & Opportunities)
and overlapping
Individual External
Motivation Trends
• Agile PMs must sense and (Self) Stress Changes
(Environment)
Happiness Politics
align individuals, teams, and
stakeholders
Team Dynamics Culture Stakeholder Management
(Loyalty & Engagement) Creativity (Trust & Excitement)
Process
Internal
(Team)
Slide 5
Learning to Lead by Listening with Control
• Deputy JM of MARFORRES Strategic Planning
– 20+ Consultants, 5 Execution Areas
– Developing siting and investment support system
Slide 7
People Systems Engineering Drives Performance
Professional Development
• Both Stories relate to this driving (Growth & Opportunities)
performance, aligning people to
empower them Individual External
Motivation Trends
(Self) Stress Changes
(Environment)
• Personal Empowerment at Happiness Politics
MARFORRES was about
empowering myself
Team Dynamics Stakeholder Management
(Loyalty & Engagement) Culture
• The Perfect Person for Creativity (Trust & Excitement)
Slide 10
Identifying and Overcoming Distortions
• All perception exists with both the precept (other) and concept (self)
Slide 11
Sensing Bias: Understanding & Deciding
1. Anchoring Bias (high-ball, low-ball)
2. Availability Bias (it’s on the news!)
3. Bandwagon Effect (everyone does it)
4. Blind-Spot Bias (never saw that)
5. Choice-Supportive Bias (mine is best!)
6. Clustering Illusion (looks like a pattern)
7. Confirmation Bias (just as I thought!)
Slide 12
There are so many biases….over 190 or more…
1. Lack Memory 2. Too Much Info
So Save Space by… Only notice..
- Editing (cut) memories - Changes
- Generalizing - Bizarreness
- Keeping an example - Repetition
- External memory use - Confirmation
https://en.wikipedia.org/wiki/List_of_cognitive_biases#/media/File:The_Cognitive_Bias
_Codex_-_180%2B_biases,_designed_by_John_Manoogian_III_(jm3).png
Slide 13
Summary There are many biases that come into play in different
situations
Slide 14
Is Thinking Clearly even Possible?
Managing Decision Bias
Slide 15
Managing Bias Requires Special Skills
Slide 16
Three of the Four ESI Competences Remove Bias
• Self-Confidence • Empathy
• Emotional Self Awareness • Organizational Awareness
• Accurate Self Awareness • Environmental Understanding
• Self-Control • Influence
• Trustworthiness • Inspirational Leadership
• Conscientiousness • Developing Others
• Adaptability • Building Bonds
• Drive and Motivation • Team Work, Collaboration
• Initiative
Slide 17
ESI Improves Leader Performance
• Original work by Daniel Goleman “Leadership that gets results,” HBR ’00
– Emotional Intelligence Business Leaders
– High ESI executives earn more and get better results
Slide 18
Mindfulness Practice Builds ESI
Competencies Mindfulness
Practice
Why Mindfulness Is a Superpower: An Animation
Mindfulness is..
“the ability to know what’s going on in your head
without getting carried away by it” Beneficial
Outcomes
https://www.youtube.com/watch?v=w6T02g5hnT4
Slide 19
Summary All biases, especially decision-making biases, can be managed
with ESI skills
Slide 20
Driving Truth into Every Day
Hidden Power
Slide 21
Mindfulness Requires Serious Practice
• Mindfulness enhances everything you do with emotional regulation,
attention control (focus), and self-awareness
• There are many types of mindfulness practices that build these skills
– Journaling
– Some games on your phone
– Meditation (and prayer)
Slide 22
Habits & Adaptive Unconscious
• Most of the time, we work via an “adaptive unconscious”
• This creates a powerful mapping how the world works, an efficient set
of routines
– Gives us great power, but easily fooled
– Need is to “tune” this unconscious self
– This tuning can be done by developing habits
Slide 23
Mindfulness about the Mind https://www.youtube.com/watch?v=VTA0j8FfCvs
“Attention drives neural activity and growth], you can literally change the
structural connections in your brain with what you do with your mind.”
Slide 25
Creating the Cocoon
Protecting Focus
Slide 26
Designing Your Decision Making Environment
What helps and hurts cognition?
• Interruptions
• Multi-tasking
https://www.youtube.com/watch?v=d
The builders of focus: BC6R75IE2U
Slide 27
Flip the Script on Micro-Reinforcements:
A Rolling Wave of Small Reinforcing Wins!
Agilists use multi-level planning, called
“Rolling Wave”
- Long term, low detail
- Short term, high detail
Knowledge Gap
Slide 29
Protecting Focus Means Protect the Sprint!
• Drive out fear!
– Stress, Anxiety, and Negative thoughts
– Multi-tasking and Distractions
• Drive in “just enough” safety to “play” to get creative
– Do It Wrong
– Reject Good Ideas
– Simplify and Accelerate
– Limit Innovation
– Failure Is An Option
• Reinforce your drive with many small wins!
Slide 30
You've just competed Module 3 of
Agile Leadership Principles and
Practices
Thank You!