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Agile Culture, The: Leading through Trust and Ownership

Agile Culture, The: Leading through Trust and Ownership

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  • Copyright 2014
  • Dimensions: 7" x 9-1/8"
  • Edition: 1st
  • eBook (Watermarked)
  • ISBN-10: 0-13-346316-8
  • ISBN-13: 978-0-13-346316-3

Build Agile Cultures That Unleash Passion, Innovation, and Performance

What do you want? Delighted customers. How do you get them? By rapidly delivering innovative, exciting products and services your customers will love to use. How do you do this? By uniting talented people around shared ideas and purpose, trusting them, helping them take ownership, and getting out of their way. It sounds easy—but you know it isn’t. To make it happen, you must create an agile culture: one that’s open to change and can respond quickly to whatever your customers need and desire. The Agile Culture gives you proven models, pragmatic tools, and handy worksheets for doing just that. Building on their experience helping hundreds of companies, three world-class experts help you align and unleash the talents of everyone in your organization. Step by step, you’ll learn how to move toward a culture of trust, in which everyone knows, owns, and improves the results. You’ll learn practical ways to refocus on differentiators and value, resurrect energy and innovation, deal more honestly with ambiguity and risk, and overcome resistance, no matter where it comes from. This text will help you go beyond buzzwords to transform the way you deliver software—so you can delight customers, colleagues, and executives.

Coverage includes

• Creating cultures of trust and ownership, in which individuals, teams, and organizations can do amazing things

• Assessing where you stand, so you can move toward higher levels of performance, innovation, and motivation

• Leading as an enabler, not a controller

• Rebuilding trust where it’s been lost—or building it where it never existed

• Clarifying quickly the design goals of any project, product, or process

• Using iteration to reduce risk and make commitments you can keep

• Managing uncooperative people (and processes)

• Selecting metrics that focus on business value, foster trust, and don’t compromise ownership

Sample Content

Table of Contents

Foreword xv

Preface xvii

Acknowledgments xix

Chapter 1: Unleashing Talent 1

The Big Ideas 1

Who Moved My World? 1

The Power of Trust and Ownership 2

Getting Started with Trust and Ownership 8

Book Conventions 11

References 11

Chapter 2: Trust and Ownership 13

The Big Ideas 13

Some Teams Do Better Than Others 13

The Trust-Ownership Model 15

Energy and Innovation 26

Why Purpose Matters 29

You Cannot Defy Gravity 32

A Foundation of Integrity and Honesty 39

In Summary 40

Chapter 3: Building Trust and Ownership 41

The Big Ideas 41

Getting to “Green” 41

Trust-Ownership Assessment 42

Getting to Trust and Ownership 46

Hitting the Walls 56

In Summary 57

Chapter 4: Trust Tools 59

The Big Ideas 59

Why Trust Matters 59

Trust Assessment 60

Broken Trust or Lack of Trust 62

Creating a Culture of Trust 64

Your Leadership Role 67

Making a Change 68

Decision Filters 69

In Summary 70

References 70

Chapter 5: Ownership Tools 71

The Big Ideas 71

Give or Take? 71

Taking Ownership 72

Don’t Take Away Ownership 72

Help Teams Take Ownership 75

Macro-Leadership Cube 81

In Summary 86

References 86

Chapter 6: Business Alignment Tools 87

The Big Ideas 87

Are We Aligned with the Company’s Business Goals? 87

Purpose-Based Alignment Model 88

Business Value Model 94

Product/Project Inception Planning 100

In Summary 110

References 111

Chapter 7: Dealing Honestly with Ambiguity 113

The Big Ideas 113

Easing the Need for Certainty 113

Proactive Risk Management 114

 “Purchasing” Options to Reduce Risks 127

Making Proactive Risk Management Visible 130

Make Progress Visible 131

Ambiguity and Iterative Methods 133

In Summary 135

Chapter 8: Tools to Deal with Walls 137

The Big Ideas 137

It’s Hard 137

“I Need It by This Date! And I Need It All!” 138

Managing Up 141

Collaborating with Non-Collaborators 143

In Summary 161

References 162

Chapter 9: Metrics 163

The Big Ideas 163

Why Metrics Matter 163

Integrity 165

Measuring Culture Change 169

Metrics Walls 174

Getting Useful Metrics, Removing the Rest 176

Metrics Programs 183

Getting Started 184

In Summary 184

References 185

Chapter 10: Case Study 187

Appendix A: Quick Reference Guide 207

Appendix B: Trust-Ownership Assessment 209

Team Questions on Trust and Ambiguity 209

Team Questions on Ownership and Alignment 210

Leader Questions on Trust and Ambiguity 211

Leader Questions on Ownership and Alignment 212

Mark Your Positions 213

Discussion Points 213

Appendix C: Collaboration Process 215

What It Is 215

When to Use It 215

How to Use It 215

Appendix D: Collaborating with Non-Collaborators Worksheet 217

Think of a Non-Collaborator You Struggle With 217

What Are the Traits (Behaviors) of Your Non-Collaborator? 217

What Type Is Your Non-Collaborator? 217

What Makes Your Non-Collaborator Tick? 218

What Makes You Tick? 219

Where Are You Compared to Your Non-Collaborator? 220

Why Do You Want to Collaborate with This Non-Collaborator? 221

Manage Your Risks 221

Dealing with Non-Collaborators 222

Appendix E What to Do about Metrics 223

A Detailed Description 223

Internal Metrics 223

Organizational Metrics 224

External Metrics 226

Examples of Possible Metrics 227

About the Authors 231

Index 233


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