Podcasts about turn ship around turning followers

In today's episode of the Better Leadership Team Show, I welcome David Marquet. He is a former US submarine force commander who transformed the USS Santa Fe from worst to first by empowering his crew. Marquet's revolutionary leadership approach, which treats crew members as leaders rather than followers, led to the highest retention and operational standing in the Navy. Marquet shares insights on the importance of language in fostering a culture of empowerment and ownership within teams. This conversation highlights how simple shifts in language, such as using 'we' instead of 'they,' and asking neutral questions, can transform organizations across various industries. Whether you're managing a hotel or running a nuclear power plant, these principles can be applied in any leadership role. Tune in to uncover the key principles behind turning followers into leaders and feel included in this universal approach.https://www.amazon.com/Turn-Ship-Around-Turning-Followers/dp/1591846404https://www.youtube.com/c/LeadershipNudgeshttps://www.youtube.com/watch?v=PjAm6F3uRc8 Thanks for listening! Connect with us at mike-goldman.com/blog and on Instagram@mikegoldmancoach and on YouTube @Mikegoldmancoach

Bio As CEO of Agile Velocity, David Hawks guides leaders through their agile transformation with a focus on achieving business results. David is a Certified Enterprise Coach and Certified Scrum Trainer who is passionate about helping organisations achieve true agility, not just implementing Agile practices. He helps create transformation strategies and manages organisational change through leadership coaching and was the creator of Path to Agility®.  Interview Highlights  03:58 Stumbling into agile 05:25 Agile Velocity 09:00 Path to Agility 14:30 Applying a different lens to each context 20:25 Philosophy around assessment 27:20 How to lead transformation  Websites: ·         https://pathtoagility.com/ ·         https://agilevelocity.com/ ·         Agile Transformation Management Tool | Path to Agility Navigator  Books: ·         Leadership is Language by L. David Marquet https://www.amazon.co.uk/Leadership-Language-Hidden-Power-What/dp/B083FXXNSP/ ·         Turn the Ship Around by L. David Marquet https://www.amazon.co.uk/Turn-Ship-Around-Turning-Followers/dp/B09BNR6L51  Social media: ·         LinkedIn: https://www.linkedin.com/in/davidhawks1/ ·         Twitter: @austinagile Episode Transcript Intro (Ula Ojiaku): Hello and welcome to the Agile Innovation Leaders podcast. I'm Ula Ojiaku. On this podcast I speak with world-class leaders and doers about themselves and a variety of topics spanning Agile, Lean Innovation, Business, Leadership and much more – with actionable takeaways for you the listener. Ula Ojiaku Thank you, David, for making the time for this conversation. David Hawks Thank you for having me. Ula Ojiaku Awesome. So let's learn a bit more about you, David. Can you tell us about yourself? David Hawks Let's see. So, I founded a company called Agile Velocity about 12 years ago. I live in Austin, Texas, and have two kids that are in college, trying to figure out how to get through ‘COVID college', which is quite the crazy time to, you know, one of them started college in COVID times, and so that's definitely a whole different experience. And, let's see, so I'm an avid Longhorn fan. So, Longhorns or the university here, we don't have any professional sports teams in Austin. So, that was my alma mater, and so I am known for long football tailgates and being at all the sporting events. Ula Ojiaku Awesome. Did you play any football yourself? David Hawks I did not play football, but I was, the surprising thing for me is that I was a, not in college, but an all year round swimmer for about eight years of my life. So, strong swimming background, started doing triathlons about five years ago. So I hadn't swam, I mean, I swam in like, the ocean, but like, I hadn't swam in any competitive way for like 20 years. And then I picked that back up and started doing triathlons a number of years ago. So, I put that on the shelf, but I'm starting, the itch is coming back. So I'm starting down that path again. Ula Ojiaku Awesome. So, could you tell us a bit about your background, you know, growing up, did you have any experiences that you would kind of see the inflection points that maybe guided you on the path that you're on today? David Hawks Yeah. I mean the one that comes to mind. So, my dad started his own consulting company when I was in middle school, and so I always had this vision of being an entrepreneur, starting a company. Now, when I was, you know, middle or like college and after college, I always thought it was going to be like, start some custom software. I can, I got a technical degree. So I thought I was going to be like a custom software development company or something. And then the dot com bust happened. And it was like, oh, that, and then I started having kids and it didn't seem like the risk to take at the time of going and doing that, so it took a little longer to get going, but what is interesting as I ended up starting my business when my son was in middle school, so it's like, he's kind of got a little bit of the same type of like, hey, I've, you know, experienced, this entrepreneur kind of building a business. And, but that was always my bucket list. That was always the, like, that's, what I want to do is go build a business.  I stumbled into agile in around 2003 at a company where it was, you know, we were doing agile things and, you know, there weren't a ton of books at the time, right? Like, it wasn't until I think Mike Cohn's Agile Estimating and Planning book came out that I was like, oh, now I see how we can run our, you know, our projects, our work and plan and forecast and do all those things, and so I had the luxury of, I worked for a company around 2003 to 2005, where we started some things, but then the company I went to next, I was able to hire much of the team from the previous company. We continued our agile journey together, and then some of those same folks were the first employees of Agile Velocity in around 2011, 2012 timeframe. So, we all kind of had this agile journey over 10 years and then kind of ended up building this business to help organisations that are trying to adopt agile practices and agile ways of working. And so, yeah, those were kind of two pivotal things that like shaped ultimately building this organisation that's now, you know, helping companies across the world with their agile transformations. Ula Ojiaku That's very impressive, David. So what made you know, this is the right time to start my David Hawks To start Agile Velocity? I would say I kind of stumbled into it, right? Like it was, so I ended at the one company, I picked up what was supposed to be just this short term contract, a company that had just been bought by, that was like, it was called Wayport, that was bought by AT&T, but they were doing like all the wifi for Starbucks, for Hilton at that time. And they were trying to scale, and they were like, we're agile, but we just need help scaling. And so I just kind of went in as a consultant to help them with that, it's supposed to be like a three to six months engagement. Well, I got in there and I was like, y'all are not as agile as y'all think y'all are, right. And so I ended up, I remember putting together this, like, one page spreadsheet that was like, here's what I observe, here's what you could be doing better, here's what the impact of that would be. And they said, okay, go help us do that. So I didn't even know, like agile coaching was a career, and all of a sudden I kinda stumbled into like coaching them, right, and helping them and guiding them. You know, I had been a, like director, executive over software development groups up until that point, but always was kind of focused on the process and the way we work and how we collaborate and how the teams are structured and all, that was always what was my focus less, about like, the technical architecture and other things like, other people were better at that than me, but like, thinking about the flow and all that before I understood lean, before I understood any of that, right, like that was just kind of innate and what I would always look at. So then all of a sudden where I'm coaching them. And I always thought like, after that three to six month engagement, I'd just go back and get another kind of leadership role in one of the Austin companies and, but about six months in, I was like, this is kind of fun and I'm not half bad at it. You know, maybe I could build a business around this, right. And, and so that's when Agile Velocity was formed in 2010, about six months into that, where I go, okay, and then created the company and started doing, getting more active in the local kind of user group, which Agile Austin is pretty active, they've got over 10 meetings a month just happening within that umbrella. So I started getting involved in that, started kind of building a brand around helping folks in agile space. And then by the end of, well, I guess it was kind of into that next year that I started picking up other clients and then added a first employee and then like, oh, okay, like, now we're off, right, and it wasn't just that, you know, we got past that first engagement and then, okay, now there's a business here and more people are interested in, and really the beginning of 2012 is when we started getting, oh, we got this client and this client, and this client and this client now I'm stretched everywhere and now I need to start adding people. So, yeah. Ula Ojiaku That's really awesome. So let's move on to, because I noticed on your website and actually it was via your Agile Velocity website that I learned about Path to Agility, also known as P to A. So can you tell us what P to A is? David Hawks Yeah, so Path to Agility is something that emerged over, kind of our years of guiding transformation changes within big enterprise organisations. And it started out in kind of two forms. One was, we started in, for those that are on video, if you're not on video, you can go to pathtoagility.com It's like, we started to build out this kind of model, and the model was in response to a couple of things.  One is every time the sales hotline would ring, it would be a leader saying, I need to do agile, can you come train my teams? Right. And we would be like, all right, we can do that, but it's not just a team level problem. Right? Like it has more levels to it. So we are trying to, how do we articulate that? And two, it's more than just a training thing, right? You're going to need more than training. You're going to need coaching and support and rollout. And you need to think about this as an organisational change. So we started to build out this model called Path to Agility. At the same time, we had a coach who took the Scrum guide and reverse engineered it into a set of stories that were like, you know, we're cards on a wall that we're like, all right, I'm here to coach you on getting a product owner in place. In order for us to know that we have a product owner in place, here's the acceptance criteria, right? In order for us to know that we're doing good sprint planning, here's the acceptance criteria. And we built out these cards and that really helped us as coaches to start being explicit about why are we here? What are we here to do? Because a lot of times people are like, the leaders are like, I have no idea what you're going to coach. Right. And so we started being explicit with that. Well, that all evolved into what we have and know in Path to Agility today, which is a capability model of 85 capabilities that have over 400 acceptance criteria for us to be able to evaluate where we are in our transformation, where we are in our adoption, in an outcome driven, kind of assessment versus a just, practice of what we see is too many companies that are just going through the motions of agile. It's like I have a daily Scrum check. I have a Scrum master check, which, that early version was kind of more like, are we doing the things? But we all know that you could do the things and still not be delivering faster or delivering with happier customers or anything like that. So we've evolved Path to Agility, to become a way of assessing from an outcomes perspective, from a capability perspective, are we actually achieving a, you know, let's say little a agility, as opposed to just doing the framework that's kind of in front of us. And so we're using that with all of our clients and we've got over a hundred facilitators across the world that are using Path to Agility to guide transformations in this much more outcome driven way. Ula Ojiaku I know that some listeners or people, well, if they're watching the video, they will be wondering, is this yet another agile framework? David Hawks Yeah. So we may, it's funny you ask, because we made the mistake of calling it a, like we think it is a framework, but it's not that type of framework. Right. So what we distinguish is, you know, Scrum, SAFe, those are implementation frameworks, right, they're telling us the, how, like, here's the practices that we should do, here's the rules of how we work. We think about Path to Agility as more of a transformation framework, right? A framework on how do I guide my transformation? So think of it as an umbrella on top of Scrum, SAFe, Kanban, LeSS, DaD, whatever, Nexus, whatever practices, you know, user stories, story points, whatever you're doing. Path to Agility is a lens on top of that to say, how do I guide the change? How do I, so we took agile adoption patterns and organisational change management techniques and combined them into a way of saying how do I get from point A to point B? Because, you know, I mentioned that that first engagement that I had, Wayport, and bought by AT&T well, one of the mistakes I made as like the first time as a coach is I had seen a hundred mile an hour agile, and they were maybe at like, you know, 10 or 20 mile an hour agile. And I tried to yank them to a hundred mile an hour agile overnight, and that didn't work. Right? Like, you can't do that. You've got to go from like 20 to 40, and 40 to 60, and 60 to 80. And sometimes when you go from 80 to 100, you throw out some of the things you learned that, you know, some of the, like the training wheels types of things that you learned. Well, Path to Agility is a way, a lens for you to see where are we? Are we at 20? Are we at 40? Are we at 60? Are we at 80? And given where we are, it informs our next steps, right? Because we can't jump and leapfrog all the way to a hundred. While you maybe could do that, if you were a 10 person company, an enterprise, you know, most of our organisations we deal with are in the thousands, in the organisation that's transforming. And, you know, you can't change like that. Like, you're trying to turn an aircraft carrier around and it takes time, right, and it's almost like we're trying to turn it into the wind, right? Like it keeps blowing back, you know? So, yeah, it's a challenging thing, but getting a better sense of where we are, and better intel on what to do next is what Path to Agility is trying to help organisations and leaders with. Ula Ojiaku You mentioned something earlier about, you know, helping organisations with evaluating where they are on the transformation. So that gives me the impression that it could be used for, you know, no matter what, you know, implementation framework they've adopted, it's still there, it still fits in seamlessly with helping them look at it from an outcome-based focus. So that's one. So that's a type of organisation that has already started, but there probably would also be organisations, let's say they're in the early stages, or they've not yet started. If they implement this with whatever they choose, you know, it probably would give them, save them a lot of heartache because they're starting from an outcome. That is the focus. So for the first scenario where an organisation is, has already started, how would you typically go about introducing P to A and how would they, you know, how can at a high level, you know, how would you go about David Hawks Yeah, I mean, yeah. So first one, like you're, well, I guess the first thing is very few organisations at this point are on their first agile transformation, right? Like, and what I kind of, just like thought about it is that, you know, 10 years ago, or prior to 10 years ago, everything was grassroots agile, right? Like the one I told the story, it was like the developers were the ones introducing agile at that first company in the ARTs. Right. But in then about 10 years ago, everything was Scrum based. It was really team only agile transformation applying Scrum. Then, you know what, six, seven years ago, SAFe and other scaling frameworks started to emerge because it's really the team level unlocked the ability for us to think about how it could be applied across like the system as a system of teams, team of teams, in a, in a 100 to 200 person organisation, and so the scaling techniques. So then we started seeing all these scaling transformations and now we're on the cusp of introducing the next era, which are, which is business agility, and how, now that we've seen how it can apply at, like these kind of sub orgs. Now we could see how it could be applied across the whole org, right. And that starting to turn to that. So I would say all that's just an evolution, and so most companies are in a transformation somewhere along that horizon. And so what Path to Agility helps you do is figure out where you are. Right. And figure out when to, you know, again, you know, and some transformations have stalled, right? So it could be a way of reenergising, right, to get a sense of, okay, we, you know, a lot of times people think we're done because we implemented all the things, right. We did all the stuff in the picture. We have an RTE, we have an ART, we do PI planning. We're doing all the things. So we're done . Well, not necessarily, right? Like maybe, you know, we have five stages and paths to agility. Maybe you've learned those things, but the next stage is have you gotten predictable delivery out of those things? And then the next stage is, are you optimising for speed and reducing cycle time by doing those things? And then the fifth stage is, are you adapting based on what the market is telling you because you can now deliver quickly. Are you actually sensing and responding based on what the market is saying, and are you running quick experiments, are you testing and learning? Right? Like those are different levels of kind of maturity. And very few companies are actually at that fifth stage, most are actually kind of exiting learn, trying to get predictable and have an achieved speed. So, what I would say is for most organisations, Path to Agility can help them assess where they are if they already are doing some transformation efforts and it will better inform their next actions. And then for the second kind of scenario, you said, where they're kind of more just starting. Well they're probably just starting somewhere along that evolution, right? Like, there's already some agile teams happening somewhere, right. So they're not necessarily starting, like I've never done agile before, but what it can help them do is determine what practices we need. So, we would say, figure out your business outcome. Like we want to deliver faster, whatever that is, then figure out the minimum number, like what capabilities do you need to enable that? And Path to Agility helps with that, and then do the minimal amount of practice change in order to support that. Don't just go implement all the things, right? Because you may not need all those things, and if you get lost in just doing all those things, you might not actually achieve the outcome that you're after. Ula Ojiaku Awesome. So how would you conduct the assessments? Because some listeners might be curious to say, yeah, well, it sounds really interesting, but what's, how would the assessment go and how would you then go on to choose what capabilities you need and, you know, how are you going to measure? David Hawks Yeah, there's two fidelities, I would say, of ability to kind of assess with Path to Agility, and then I think it's important to mention kind of our philosophy around assessment. So, we don't believe in assessing just to get a score, right. We believe in the process of self-evaluation or self-assessment enables the intelligence to determine action, right. The only reason, so we don't want to just turn assessment in to report card it, you know, we've seen that and then it's just weaponised and it's not really that useful. So that means anytime we do assessment, we want the people that can take action in the room doing it, right, and we don't want it to also, we don't believe in, just offline, fill out a set survey, because that doesn't invoke conversation and doesn't invoke action. So all of our assessment kind of processes are built around the notion of a facilitated session with the people, like, say we're going to do an assessment with just a single team, we could just do that and wait, but we would do it with the team, right, because then we would say, okay, given what you learned and where you are, and what Path to Agility is saying, hey, here are some of the next steps, then you can determine what actions do you want to take. If you're doing that across a system or, say, an organisation of like 150 people, well then you would want to bring the leadership team of that organisation in, because they're the ones that are going to need to prioritise action and take action based on that, right. So then you would do a facilitated session with them and work through that. Ula Ojiaku Okay. Now there's something you've been mentioning, which you've mentioned like team, system, organisation, for some people who might not be familiar with the term. So the team is like, you know, a normal team, the team that actually would do the work in a day to day, and you might have multiple of those teams. The system, is that the same thing as a program, you know? David Hawks It could be, yeah, and if you are, so, system, we're not talking about like a technical system, we're talking about the system of teams or the team of teams, the flow of work through the system, and if you're doing a safe implementation and system and ART are usually pretty synonymous, that kind of scale, assuming that you've formed your ARTs correctly, aligned to value and you know, some things like that, so it would be more akin to, all right,  I need these 10 teams to deliver a product together. So however we're aligning around value and being more product centric, that's typically the system. And then the org is, typically, aligned more with kind of, a lot of times more of a hierarchical kind of context and an organisation could be like the VPs organisation, where is the transformation change happening? In some of our large clients where we have 5,000, so one of our case studies is out there as with Southwest Airlines, so I can mention that one. So, you know, they had 5,000 people in their technology organisation, but the cruise systems, that organisation was led by a gentlemen named Marty Garza, and he had, you know, 250 people in that organisation, and that was the focus of some of the transformational efforts. So we got his leadership team together, right, to look at kind of their transformational roadmap and backlog and plan and applied that organisational lens. And then we work with the marketing organisation, we apply a different lens, right, like, so, depending on that organisational kind of context, most of the time, these big transformations are, I say, are really like transformations inside of transformations inside of transformations, because it's really, you've got the larger scope, but then, all right, we're going to have a wave approach that we're going to do crew, and then we're going to do, you know, round offs and then tech ops, and like, we're going to roll out these different parts. We're not going to do all of them at once typically, right. It's going to be kind of a waved approach. And so that order lens is whatever that kind of context that we're looking at. Ula Ojiaku Okay. That makes sense. So what's next for Path to Agility? David Hawks Yeah. So, we've actually been, had the luxury this last year that we've taken what was, you know, in this card form that I mentioned originally, and then with COVID, we had to convert that to virtual Miro and Mural boards and do all of our workshops in that form. But over the last year, we've actually invested in building a software tool and product around Path to Agility called Path to Agility Navigator, and that's just enabling the assessment, the visualisation, the impediments, the tracking, the management of your transformation to just be done so much easier, and it's not like stuff hiding in a Miro or hiding in a Mural, right, and, or, in all these different PowerPoints or whatever. So we're actually launching that product this quarter, and so yeah, Path to Agility Navigator, we'll put a link in the materials. But that's something interesting, as far as the visualisation and management of your transformation, we're excited to have done a lot of work on that, and launching that this month. Ula Ojiaku And it does look cool. I was at the, you know, Path to Agility Facilitators mini conference and the demo was awesome, it shows a lot of promise. I can't wait to play around with it myself. So what do you then, because you have helped lots of organisations since you started back in 2010, 11, 12 with their transformation and evaluating where they are at now, so what would be your advice for leaders already on their transformation? David Hawks Yeah, so one, you know, we kind of have hit on it, but just to put a pin in it, it is to say, when you're thinking about your transformation, start with, you know, what, I guess the end in mind, but like, you know, like what's the outcome? What, not a goal. Your goal is not to be agile, right, or not to implement agile, or not to implement SAFe. Those are not goals, that's not going to motivate anybody. So what you've got to have, this kind of vision statement, mission statement that you're making really clear, that's a motivating change in your organisation that people can get excited about, the reason why we're doing this change is because we're trying to, we need to be more responsive in the market, if we're not more responsive, we're getting left behind, right. We're losing market share, whatever, what's creating the urgency for change? And if you can't find it, then don't do it, right. Because it's hard and it's difficult and you won't persevere through the change if you can't come up with this clear mission of why you're doing it. That's going to motivate not just the leaders, not just the Board, but like motivate more importantly, all the people, right, that are going to be part of the change. So that's got to be, and it's got to be a business outcome focused, not practices centric. Second is, the leadership team has to lead the change, and it's not enough to say, Mr. VP, I support the agile, you know, you've got to be engaged in the transformation efforts, you've got to be identifying how you need to potentially shift your questions, your behaviour, your actions, right? I don't know how many times I've seen a leader say, hey, yeah, y'all go do agile, but what's the date and what's going to be in it? Right? Like you're still asking the same question, so I encourage leaders to change instead of asking these very delivery focused kind of questions to ask, what are you learning and how can I help, right. What can I do to support you? What impediments can I remove for you that are organisational? The leaders have to go attack the organisational and systemic impediments that emerge, right, and they've got to lead those change efforts while the teams are trying to change themselves, right, and how they're working. So it's not enough just to say, go train my teams or go train the people to do work differently. You've got to think about what are you doing differently that's encouraging? And the reason why I say, what are you learning is we want to start encouraging a continuous improvement culture, and so you've got to apply accountability to, are you taking, are you having meaningful retrospectives and taking action? What are you learning? What are you doing to improve? And if you don't ever ask that question, you're only asking like, are you going to make the date, then they're not going to focus on improving, right. They're going to focus on just delivering, but if they can focus on improving, then they'll actually start delivering more successfully, right? You'll get what you want out of it, you want them to deliver faster, you want them to do those things, but ask them and start putting the onus on what are they learning, right, challenging them in that way. Ula Ojiaku Awesome. So what books have you, you know, recommended most to people, and why? David Hawks I think, yeah, I've got it right here, you know, I'm a big David Marquet fan and so, you know, Turn the Ship Around, and I've seen him speak multiple times, is always great, but the one he came out with just like, I don't know, this was like a year or two ago was the Leadership is Language and, you know, he says there, the hidden power of what you say and what you don't, right, like, again, that if you're a leader and you're trying to think about, okay, how do I, you know, you say, oh, I need to operate differently, but I, you know, but I don't, but I'm kicked out of the room. I don't get invited to the sprint plannings and I'm not allowed in the retrospectives, so what is it that I need to do differently, you know, looks like that or things that, you know, start helping you see, okay, how can I lead in a more outcome-based way, right? Give people purpose, but get out of the way of the how, right, and I think that's, you know, that's kind of where I would point folks. Ula Ojiaku Okay, well, thank you. I've noted that and there will be links to both books, Turn the Ship Around, which you mentioned, and Leadership is Language in the show notes. And how can the audience find you if they want to get in touch with you or engage with you? David Hawks Yeah. So, you know, our two kind of brands that we've talked about here, so agilevelocity.com pathtoagility.com as well are kind of the two different things that we've talked about here, and you can reach out on both of those websites and we're small, but mighty. So, you know, that's an easy way to find me. There are three Davids on our team now, so you do need to be specific with my last name or else you might get to one of the other Davids. We actually hired two in December, so it was like, we went from one to three overnight. Now we actually have to use last names. Ula Ojiaku And are you on social media by any chance? David Hawks Yeah, so I'm actually Austin Agile is, but I'm not, I haven't been very active in Twitter in a long time, but that's, LinkedIn is probably a better, and I think my profile is David Hawks1 or something like that. Ula Ojiaku We'll find the link, no worries. So LinkedIn. David Hawks LinkedIn's probably the best. And then, yeah, that's where I'm more active. Ula Ojiaku All right. So would there be anything you'd like the audience to do, you know, based on what we've discussed so far, is there anything you want to share? David Hawks Yeah, if you're involved in agile transformation, transition, adoption, trying to improve your ways of working, then I would just encourage you to think about, is there a clear business driver that everybody is aware of, right? Is it, you know, you might be aware of it as the leader, is everybody aware of why you're doing it? Or if you went and polled why we're doing it, would they say well, because you know, Joe VP told me to, or would they say because we're implementing SAFe, right, like what, why are we implementing SAFe, right? And the reason for that is if people aren't motivated to change, then you're not going to persevere through the, it's going to get, it's tough, right? There's some tough things that have to happen. So, and then I think changing, thinking about changing your language in terms of kind of applying more of an accountability for learning and continuous improvement versus an accountability, we have plenty of accountability towards like getting things done, right. So I would encourage folks to kind of shift that a little bit. Ula Ojiaku Thank you so much, David, it's been very insightful speaking with you and I can't wait to see what comes with, you know, comes up in the Path to Agility platform, so thank you again for your time. David Hawks Thanks for having me. Ula Ojiaku That's all we have for now. Thanks for listening. If you liked this show, do subscribe at www.agileinnovationleaders.com or your favourite podcast provider. Also share with friends and do leave a review on iTunes. This would help others find this show. I'd also love to hear from you, so please drop me an email at ula@agileinnovationleaders.com Take care and God bless! 

In this episode, Jeff and Ray discuss: What it takes to build an enduring enterprise.  Options for phasing yourself out or into other positions as your firm grows. The processes and steps of a transition plan. The war for talent and how you can bring in the right talent for your firm.   Key Takeaways: It is hard work building your boutique business into an enterprise. Build a next-generation team that is capable of serving your clients and their families multi-generationally. More freedom is created with each step down in a transition plan. The value for the client is still going to be in the human aspect of advising, even as technology becomes more common in the advising field. To find top talent, you have to be flexible. That was true 17 years ago, and it is still true today.   "The longer the time we have, the longer the transition, but the advisors can speed that freedom date up if they want, they just need to be really effective at stepping down and letting others step up and choosing those people wisely. " —  Ray Sclafani Episode References: Book: Turn the Ship Around by L. David Marquethttps://www.amazon.com/Turn-Ship-Around-Turning-Followers/dp/1591846404Video: “Greatness” by David Marquet: https://www.youtube.com/watch?v=OqmdLcyES_Q Connect with Ray Sclafani: Website: https://www.clientwise.com/ LinkedIn: https://www.linkedin.com/in/raysclafani/Twitter: https://twitter.com/raysclafaniTwitter: https://twitter.com/ClientWise  Connect with Jeffrey Concepcion: Website: https://www.stratoswealthpartners.comContact: https://www.stratoswealthpartners.com/contactTwitter: https://twitter.com/Stratos_WealthFacebook: https://www.facebook.com/stratoswealthpartnersLinkedIn: https://www.linkedin.com/in/jeffconcepcion1/

“Experiencing fulfillment leads you to it.” – Stephen Shedletzky On this episode of The Leadership Locker, Rich is joined by Head of Brand Experience at Simon Sinek Inc, Stephen Shedletzky. Listen in as Rich and Stephen discuss business culture, the challenges of transitioning, and why it's important to have worthy rivals. Stephen Shedletzky engages with people in meaningful ways so that we connect with depth and live in a more fulfilled world. With a knack for sharing the right words at the right moment, he delivers evidence-based content in a provocative, captivating and light-hearted way. Feeling stifled on his corporate track, Stephen was struck by Simon Sinek's vision of a more inspired, safe and fulfilled world. He joined Sinek's team in 2012. What started as a position answering fan email, Stephen now leads Brand Experience and the team of Igniters to ensure every product, partnership and communication reflects the organization's most deeply held beliefs. ----- 00:09 – Introduction 03:00 – Stephen tells us about himself 03:48 – “Customers will love a company only if the employees love it first.” 06:21 – Being mentored by your predecessor 12:05 – The challenges of transitioning 19:04 – Being methodical vs. jumping in 23:01 – Is a bad business culture reversible? 29:04 – Worthy rivals 35:19 – Preparing your team to be ready for difficult times 38:16 – Reexamination and recalibration 41:01 – When your idea of fulfillment turns out to be wrong 42:42 – The loneliness of going your own way 45:30 – How to find Stephen online 46:01 – Rich's closing thoughts  ----- https://www.amazon.com/Give-Take-Helping-Others-Success/dp/0143124986/ref=sr_1_1?dchild=1&keywords=give+and+take&qid=1623441487&sr=8-1 (Give and Take: Why Helping Others Drives Our Success) by Adam Grant https://www.amazon.com/Turn-Ship-Around-Turning-Followers/dp/1591846404/ref=sr_1_3?crid=2W5JSAFXO2Z6L&dchild=1&keywords=turn+the+ship+around+david+marquet&qid=1623441700&sprefix=turn+the+ship%2Caps%2C316&sr=8-3 (Turn the Ship Around!: A True Story of Turning Followers into Leaders) by L. David Marquet https://www.amazon.com/Winning-Unforgiving-Race-Greatness-Grover/dp/1982168862/ref=sr_1_2?crid=3138YCUMXZGOR&dchild=1&keywords=winning+by+tim+grover&qid=1623441775&sprefix=winning+by%2Caps%2C562&sr=8-2 (Winning: The Unforgiving Race to Greatness) by Tim Grover ----- Connect with Stephen: https://www.linkedin.com/in/stephenshedletzky/ (LinkedIn) https://simonsinek.com/ (SimonSinek.com) ----- Connect with Rich: http://www.richcardonamedia.com/ (Website) https://www.linkedin.com/in/richcardona/ (LinkedIn) https://www.instagram.com/richcardona_/ (Instagram) https://www.facebook.com/richcardonamedia/ (Facebook) https://www.youtube.com/c/RichCardona (YouTube)

Jennifer Van Camp has worked in research for major pharmaceutical companies for more than 20 years. In her experience, medical research produces extensive data but doesn’t always have processes by which to leverage this information. When she had the opportunity to go on sabbatical, she thought about this problem and came up with an entrepreneurial solution. This week, Jennifer joined Patrick and Shelli to talk about the idea of digital exhaust in medical research and what she and her team are doing to combat it. She also discussed her philosophy of leadership as well as her belief in the power of mentorship. Take a listen to the episode for more of her insights. (01:36) - R&D at AbbVie (03:53) - Organic chemistry to AI (08:22) - Getting people to believe (11:34) - Do you miss the bench? (13:09) - Street cred (15:15) - Curiosity & collaboration (18:16) -https://www.amazon.com/Ideal-Team-Player-Recognize-Cultivate/dp/1119209595/ ( The Ideal Team Player) (19:40) - Building a team of compliments (25:23) -https://www.amazon.com/Turn-Ship-Around-Turning-Followers/dp/1591846404 ( Turn the Ship Around!) (27:15) -https://www.imdb.com/title/tt10986410/ ( Ted Lasso) (28:32) - Nurturing your network https://www.linkedin.com/in/jennifervancamp/ (Jennifer Van Camp) is a Senior Director in Information Research, where she leads the data science organization that supports https://www.abbvie.com/ (AbbVie)’s R&D efforts. Jennifer received her PhD in organic chemistry from the University of Michigan in 1997. Between 1997 and 2007, she worked as a medicinal chemist at several pharmaceutical companies, including Monsanto, Pharmacia and Pfizer. In November 2007, she joined Abbott/AbbVie Discovery as a chemistry group leader in Advanced Technology where her group was focused on target selection and validation efforts. In 2012, she was granted the opportunity to explore a “visiting scientist” appointment in the cheminformatics department. This sabbatical resulted in the first, dedicated data science organization to support Discovery. In the past 8 years, her team has grown to 70+ employees who span the globe to serve the data needs of the entire R&D organization. In November 2019, Jennifer became the first Research Fellow to be inducted into the esteemed Volwiler Society from BTS. She holds multiple patents and was awarded two President’s Awards for outstanding innovation. Jennifer serves on the board of East Lake Academy in Lake Forest, Illinois. She is married to her husband, Jason, and mother to three active boys. If you'd like to receive new episodes as they're published, please subscribe to Innovation and the Digital Enterprise in https://podcasts.apple.com/us/podcast/innovation-and-the-digital-enterprise/id1451753709?mt=2 (Apple Podcasts), https://podcasts.google.com/?feed=aHR0cHM6Ly9mZWVkcy50cmFuc2lzdG9yLmZtL2lubm92YXRpb24tYW5kLXRoZS1kaWdpdGFsLWVudGVycHJpc2U%3D (Google Podcasts), https://open.spotify.com/show/3fOSh73F3sjyK7TIMFSOc1?si=uRAeLNvjQjmbnFjzWIvMlg (Spotify) or wherever you get your podcasts. If you enjoyed this episode, please consider leaving a review in https://podcasts.apple.com/us/podcast/innovation-and-the-digital-enterprise/id1451753709?mt=2 (Apple Podcasts). It really helps others find the show. https://www.dante32.com/ (Podcast episode production by Dante32.)

A leader’s job is not to decide, but to make a team of decision-makers. In today’s episode of Tactical Leadership, David Marquet will walk us through his leadership methodology and how it came from being the Commander of the Santa Fe. David is currently a bestselling author of two books, a top-ranked keynote speaker, and an expert on leadership and innovation. For him, being a leader is all about giving your people the power to decide as well as providing a safe environment through the display of vulnerability.  Things you will learn in this episode: [00:01 - 10:26] Opening Segment I introduce today’s guest, David Marquez Submarine commander Decentralized command David shares his background story and leadership development Making the people the decision-makers How this led to thinking bigger things [10:27 - 19:11] David’s Methodology David talks about the other leaders that reference his leadership methods Giving your people true ownership of their space Not asking binary questions and asking with “how?” Binary self-affirming questions as a form of micro-coercion [19:12 - 26:08] Creating a Safe and Growing Environment  David talks about how leadership vulnerability promotes a safe environment Two competing personas The “be good” self The “get better” self David’s legacy and mission to the world Practicing sustained transparency over a sustained period of time [26:09 - 29:25] Closing Segment How to find more of David See links below Tweetable Quotes:  “My job is not to make decisions. It’s to build a team of decision-makers.” - David Marquet “Don’t give feedback. Invite feedback.” - David Marquet “When you do it right, the leader at the top only needs to say ‘stop’. I always pictured myself as having a big gas pedal and when you’re in the middle of an organization you have a role to push the gas up.“ - David Marquet Resources Mentioned https://www.amazon.com/Leadership-Language-Changes-Difference-Results-ebook/dp/B07KMQ6CVW (Leadership is Language) To connect with David, you can visit his https://www.linkedin.com/in/davidmarquet/ (LinkedIn), or you can go to his website http://www.davidmarquet.com (www.davidmarquet.com). Also do check out his books, “https://www.amazon.com/Turn-Ship-Around-Turning-Followers/dp/1591846404 (Turn the Ship Around)” and “ https://www.amazon.com/Leadership-Language-Changes-Difference-Results-ebook/dp/B07KMQ6CVW (Leadership is Language)”. Subscribe to his YouTube Channel “https://www.youtube.com/c/LeadershipNudges (Leadership Nudges)” to get simplified concepts from his books. To receive a weekly email, enroll here: https://intentbasedleadership.com/enroll-for-the-nudge/ (https://intentbasedleadership.com/enroll-for-the-nudge/). Guest email: david@turntheshiparound.com Did you love the value that we are putting out in the show? LEAVE A REVIEW and tell us what you think about the episode so we can continue on putting out great content just for you! Share this episode and help someone who wants to expand their leadership capacity or click https://podcasts.apple.com/us/podcast/tactical-leadership/id1498567657 (here) to listen to our previous episodes. Tactical Leadership is brought to you by Knight Protection Services. A veteran-owned and operated company, with extensive experience in risk assessment and crime prevention. Find out more by visiting  https://knightprotectionllc.com/ (https://knightprotectionllc.com/) If you want to learn how to build a better business check out my website at https://beatacticalleader.com/ (Beatacticalleade.com). You can connect with us on https://www.linkedin.com/in/zaknight (LinkedIn), https://www.instagram.com/beatacticalleader/ (Instagram), or join https://www.facebook.com/groups/BATLgroup/ (Our BATL Space) and become part of the community.

What is it that’s at the core of a truly happy workplace? This is a question I uncover with today’s guest, Henry Stewart, Chief Happiness Officer at Happy. Happy is an award winning Learning and Development organisation offering fun and engaging computer and management training. Happy's vision is outlined by Henry Stewart in his book, The Happy Manifesto. It outlines our 10 principles to create a happy, empowered workplace. It’s a book that has massively influenced the way I run my businesses, so I can’t wait to catch up with Henry. In this episode we explore the impacts of having a happy workplace. We discuss self-management, 33 ‘liberating structures’, being a good coach, how to overcome the challenge of ‘no going back’ – and why we need to be aware of hippos… Links: https://colossal-designer-2784.ck.page/40ada1483a (Join the Hospitality Mavericks newsletter): https://rb.gy/5rqyeq (https://rb.gy/5rqyeq)   https://www.facebook.com/groups/hospitalitygamechangers (Join the GameChanger Facebook Group): https://www.facebook.com/groups/hospitalitygamechangers (https://bit.ly/2GAvr2W) https://www.happy.co.uk/ (Happy): https://www.happy.co.uk/ (https://www.happy.co.uk/)  https://www.amazon.com/Happy-Manifesto-Organization-Great-Workplace/dp/0749467517 (‘The Happy Manifesto’ by Henry Stewart) https://uk.linkedin.com/in/henrystewart (Henry’s LinkedIn): https://uk.linkedin.com/in/henrystewart (https://uk.linkedin.com/in/henrystewart)  https://rework.withgoogle.com/print/guides/5721312655835136/ (Project Aristotle): https://rework.withgoogle.com/print/guides/5721312655835136/ (https://rework.withgoogle.com/print/guides/5721312655835136/)   https://www.buurtzorgnederland.com/ (Buurtzorg) https://www.amazon.com/Multipliers-Best-Leaders-Everyone-Smarter/dp/0061964395 (‘Multipliers’ by Liz Wisman): https://www.amazon.com/Multipliers-Best-Leaders-Everyone-Smarter/dp/0061964395 (https://www.amazon.com/Multipliers-Best-Leaders-Everyone-Smarter/dp/0061964395)  https://www.amazon.com/Corporate-Rebels-Make-work-more/dp/9083004805/ (‘Corporate Rebels’ by Joost Minnaar and Pim de Morree): https://www.amazon.com/Corporate-Rebels-Make-work-more/dp/9083004805/ (https://www.amazon.com/Corporate-Rebels-Make-work-more/dp/9083004805/)  https://www.amazon.com/Turn-Ship-Around-Turning-Followers/dp/1591846404/ (‘Turn the Ship Around!’ by David Marquet): https://www.amazon.com/Turn-Ship-Around-Turning-Followers/dp/1591846404/ (https://www.amazon.com/Turn-Ship-Around-Turning-Followers/dp/1591846404/)  https://www.amazon.com/Good-Great-Some-Companies-Others/dp/0066620996/ (‘Good To Great’ by Jim Collins): https://www.amazon.com/Good-Great-Some-Companies-Others/dp/0066620996/ (https://www.amazon.com/Good-Great-Some-Companies-Others/dp/0066620996/)  https://alexedmans.com/ (Alex Edmans): https://alexedmans.com/ (https://alexedmans.com/) https://www.happy.co.uk/leadership-and-personal-development/leadership-and-management-programmes/managing-change-positively/ (Managing Change Positively): https://www.happy.co.uk/leadership-and-personal-development/leadership-and-management-programmes/managing-change-positively/ (https://www.happy.co.uk/leadership-and-personal-development/leadership-and-management-programmes/managing-change-positively/)  https://rework.withgoogle.com/guides/managers-identify-what-makes-a-great-manager/steps/learn-about-googles-manager-research/ (Determine what makes a great manager:) https://rework.withgoogle.com/guides/managers-identify-what-makes-a-great-manager/steps/learn-about-googles-manager-research/ (https://rework.withgoogle.com/guides/managers-identify-what-makes-a-great-manager/steps/learn-about-googles-manager-research/)  https://www.hospitalitymavericks.com/podcast/episode/48014ed4/36-the-power-of-data-with-simon-blackbourne-commercial-director-of-tahola (#36: The Power Of Data With Simon Blackbourne, Commercial Director of Tahola):... Support this podcast

In this episode we discuss the role of manager in an Agile setting and how it compares to the role of manager in a waterfall organization. We also talk about the difference between being a manager and being a leader. The following books are referenced in the podcast.   Reinventing Organizations: A Guide to Creating Organizations Inspired by the Next Stage in Human Consciousness by Frederic Laloux https://www.amazon.com/Reinventing-Organizations-Frederic-Laloux/dp/2960133501   Turn the Ship Around!: A True Story of Turning Followers into Leaders by L. David Marquet https://www.amazon.com/Turn-Ship-Around-Turning-Followers/dp/1591846404

More and more people are being exposed to working remotely. One of the key factors for success in a remote workplace is a culture of written communica... https://www.mcls.io/blog/encouraging-a-culture-of-written-communication High Output Managementone of their shareholder lettersa crew on a nuclear submarinedeliberately point

02:04 - Aaron’s Superpower: Relating to people on any level because he has so many hobbies! * Useful in DevRel * Ending Up in Unexpected Places * Trying New Things and Nerding Out 06:42 - Everything Has a Technical Aspect * Music vs Computer Programming * Computer Systems as Sociotechnical Systems 10:37 - Connecting High-Performing Resilient Teams * Common Ground Within Teams * Recovering From Failure * Failover Conf by Gremlin (https://failover-conf.heysummit.com/) 14:14 - Implementing Purposeful/Intentional Communication * Team vs Individual Work * Ken Mugrage - Keynote Speaker | Everything I need to know about DevOps I learned in The Marines (https://www.youtube.com/watch?v=BJCt041CV1s) * Turn the Ship Around!: A True Story of Turning Followers into Leaders by L. David Marquet (https://www.amazon.com/Turn-Ship-Around-Turning-Followers/dp/1591846404) 17:55 - Highlights from Failover Conf - (Videos not available) * Heidi Waterhouse (https://twitter.com/wiredferret) * Honeycomb (https://www.honeycomb.io/) 19:45 - How did an actual virtual conference go since COVID-19? * Slack (https://slack.com/) Implementation * Bots * #Hallway-track channel * Each Talk Had Its’ Own Q&A Channel * Challenges * People Interaction * Breaktime * Technical Difficulties * Zoom (https://www.zoom.us/) Chat After the Conference * Deserted Island DevOps (https://desertedisland.club/) 26:27 - The Impact of Having ADHD (https://www.webmd.com/add-adhd/default.htm) * Advanced Forms of Coping Mechanisms * Quality Time * Struggling with ADHD During COVID-19 * Working From Home and Being Thrown Into Remote Work * Juggling Meetings * Maintaining Comradery 39:43 - Normalcy Theater: Maintaining a Sense That Everything is Fine (When It’s NOT.) * Grief and Loss is Happening on a Global Level * J. Paul Reed (https://twitter.com/jpaulreed) * Shed Load * Sacrificing Thoroughness: we are ALL overloaded * Recruiting Resources * Shifting Work and Time * Showing Others Grace and Empathy Reflections: John: The idea of a software team plays at software just like a music group plays at instruments. (Twitter thread) Carina: Everything has technical and human skills aspects. Aaron: It’s okay to not be getting things done right now and to be taking the time that we need to take care of ourselves. This episode was brought to you by @therubyrep (https://twitter.com/therubyrep) of DevReps, LLC (http://www.devreps.com/). To pledge your support and to join our awesome Slack community, visit patreon.com/greaterthancode (https://www.patreon.com/greaterthancode) To make a one-time donation so that we can continue to bring you more content and transcripts like this, please do so at paypal.me/devreps (https://www.paypal.me/devreps). You will also get an invitation to our Slack community this way as well. Special Guest: Aaron Aldrich.

Nick pays homage to one of his heroes, Captain Al Haynes, who saved hundreds of lives by managing a crisis during a famous airplane crash. Captain Haynes demonstrated one of the canonical examples of Crew Resource Management and "just culture". They ask why we still adhere to the "unquestionable captain" myth and point out some of the (very public) disasters that created. Nick talks to the group about how he pivots into "questions/curiosity" mode from "assumptions/making a point" mode. They discuss the impact and legacy of Captain Haynes and how that's impacted the way we choose to lead and live.Notes:Capt Al Hayneshttps://en.wikipedia.org/wiki/Al_HaynesCrew Resource Mgmthttps://en.wikipedia.org/wiki/Crew_resource_managementUnited 232https://en.wikipedia.org/wiki/United_Airlines_Flight_232United 173https://en.wikipedia.org/wiki/United_Airlines_Flight_173Tenerife airport disaster (worst air disaster)https://en.wikipedia.org/wiki/Tenerife_airport_disasterTurn the Ship Around!https://www.amazon.com/Turn-Ship-Around-Turning-Followers/dp/1591846404

DAVID MARQUET ONLINE: leadership nudge channel on YouTube: https://www.youtube.com/channel/UCM6PvFiH_weNCMCnFynTNdg website: www.davidmarquet.com website: www.intentbasedleadership.com book: Turn the Ship Around: https://www.amazon.com/Turn-Ship-Around-Turning-Followers/dp/1591846404 New book, Leadership is Language: https://www.amazon.com/Leadership-Language-Hidden-Power-Say/dp/073521753X Captain David Marquet is the author of Turn the Ship Around! His book is the story of how Captain Marquet began treating his crew as leaders, not followers, and giving control, not taking control. It wasn’t long before operations took a dramatic turn. His ship, the Santa Fe went from “worst to first,” achieving the highest retention and operational standings in the Navy. When Stephen R. Covey spent time aboard the Santa Fe, he referred to it as the most empowering organization he’d ever seen. He wrote about Captain Marquet’s leadership practices in his book, The 8th Habit. After Captain Marquet’s departure from the USS Santa Fe, it continued to win awards and promote more officers and enlisted men to positions of increased responsibility than any other submarine—including ten subsequent submarine captains. #leadership #leaderseatlast #navy Submarine Captain David Marquet: Intent-Based Leadership with Brendan Carr

Nick, Travis, and Brandon explore trust as a pillar of successful teams. What does a high trust environment look like? How do you build trust? How do managers accidentally lower trust on their teams? How do you build (or rebuild) trust between a team and the rest of the organization? They relay the "marble jar" metaphor and explore what that means for teams. Show notes: John Cutler's trust flowchart https://twitter.com/johncutlefish/status/1144292646120120320 Turn the ship around https://www.amazon.com/Turn-Ship-Around-Turning-Followers-ebook/dp/B00AFPVP0Y No Hard Feelings https://www.amazon.com/No-Hard-Feelings-Embracing-Emotions/dp/0525533834 The Power of Vulnerability (Seminar) https://www.amazon.com/Power-Vulnerability-Teachings-Authenticity-Connection/dp/B00D1Z9RFU

In 1981, David graduated top of his class from the U.S. Naval Academy—an institute renowned for developing “leaders to serve the nation.” Thereafter, he joined the submarine force. Along his journey, one thing bothered him: the traditional leader-follower model. Used by the Navy and most companies around the world, the goal of leader-follower is to influence people to comply, not think. David experienced first-hand how this practice makes people feel marginalized. He knew in his gut that there had to be a better way. He’d soon discover that to prove his theory he’d have to break some rules. As engineer officer aboard the USS Will Rogers (SSBN-659), a nuclear powered ballistic missile submarine, David tried empowering his team. He provided broad guidance, giving the team intent rather than orders. It was … a disaster. His team made poor decisions that led to errors. He had to stop and revert to the traditional leader-follower method. Taking Command Ultimately, David was selected to captain the USS Olympia (SSN-717), a nuclear powered attack submarine. He studied for over a year to take command, understanding on a deep level every detail of how that submarine operated. Unexpectedly, David was diverted to take command of the USS Santa Fe (SSN-763) when its captain quit. Santa Fe was the worst performing submarine in the fleet and a different type of submarine that he knew little about. Troubled Waters Less than a month later the Santa Fe was running a simple drill to simulate a fault with the reactor. In this scenario, propulsion is shifted from the main engines to a smaller, electric propulsion motor. The captain ordered, “ahead two-thirds.” The officer on deck repeated the order, “ahead two-thirds.” Nothing happened. Captain Marquet noticed the helmsman who was to execute the order looked unsettled. When asked what the problem was, the helmsman pointed out that there was no two-thirds in the electric propulsion mode unlike all his previous submarines. When asked, the officer on deck said he repeated the command knowing it was wrong. David realized that the leader-follower environment meant his crew would do anything he said—even if it was wrong. That could be catastrophic. He decided to try Intent-Based Leadership again. Turning the Ship Around Captain Marquet began treating his crew as leaders, not followers, and giving control, not taking control. It wasn’t long before operations took a dramatic turn. Santa Fe went from “worst to first,” achieving the highest retention and operational standings in the Navy. When Stephen R. Covey spent time aboard the Santa Fe, he referred to it as the most empowering organization he’d ever seen. He wrote about Captain Marquet’s leadership practices in his book, The 8th Habit. After Captain Marquet’s departure from the USS Santa Fe, it continued to win awards and promote more officers and enlisted men to positions of increased responsibility than any other submarine—including ten subsequent submarine captains. A Time for Change Captain Marquet retired from the Navy in 2009 and is now the author of Turn the Ship Around! A True Story of Turning Followers Into Leaders. Fortune magazine called the book the “best how-to manual anywhere for managers on delegating, training, and driving flawless execution.” Captain Marquet’s Intent-Based Leadership model is turning around all types of organizations—from big manufacturers to start-ups and sport teams to government. He helps leaders build environments where people contribute and feel valued —where everyone is a leader.      Links http://www.davidmarquet.com/ amazon.com/Turn-Ship-Around-Turning-Followers/dp/1591846404/ref=pd_sim_b_1?ie=UTF8&refRID=1W4YCMRP4SGJHASF736G (Amazon) LinkedIn: linkedin.com/in/davidmarquet Twitter: ldavidmarquet Email: chuck@turntheshiparound.com   Advertisers www.emweekly.com www.titanhst.com www.thebluecell.com  

- Management 3.0. Новости с полей. Agility Scales - Роли "Горгульи", что это? Актуальность и баланс роли Agile Delivery Manager в Agile контексте - Objectives and Key Results (OKR) - Фреймворки для масштабируемого Agile. SAFe, LeSS, Spotify Подробное описание эпизода https://medium.com/agile-reactor Полезные ссылки Новый проект Юргена Аппело https://www.agilityscales.com/ Christina Wodtke - Radical Focus: Achieving Your Most Important Goals with Objectives and Key Results https://www.amazon.com/Radical-Focus-Achieving-Important-Objectives-ebook/dp/B01BFKJA0Y Бесплатная мини-книга об OKR Christina Wodtke - Introduction to OKRs http://www.oreilly.com/business/free/introduction-to-okrs.csp Статьи от Google об OKR https://rework.withgoogle.com/guides/set-goals-with-okrs/steps/introduction/ Статьи от Spotify об OKR https://hrblog.spotify.com/2016/08/15/our-beliefs/ https://blog.crisp.se/2016/06/08/henrikkniberg/spotify-rhythm David Marquet - Turn the Ship Around!: A True Story of Turning Followers into Leaders https://www.amazon.com/Turn-Ship-Around-Turning-Followers/dp/1591846404 Контакты Андрея https://www.facebook.com/andrii.pavliukov https://www.linkedin.com/in/andrewpavlyukov/ Наш совместный блог с Андреем https://medium.com/agile-reactor --------------------------- Музыка интро https://www.youtube.com/watch?v=WPr_6ObianE Музыка аутро https://soundcloud.com/myenso/december-sun Мастеринг https://www.facebook.com/spartak.bourangoulov Арт https://www.instagram.com/sergiymaidukov/?hl=ru

In 1981, David graduated top of his class from the U.S. Naval Academy—an institute renowned for developing “leaders to serve the nation.” Thereafter, he joined the submarine force. Along his journey, one thing bothered him: the traditional leader-follower model. Used by the Navy and most companies around the world, the goal of leader-follower is to influence people to comply, not think. David experienced first-hand how this practice makes people feel marginalized. He knew in his gut that there had to be a better way. He’d soon discover that to prove his theory he’d have to break some rules. As engineer officer aboard the USS Will Rogers (SSBN-659), a nuclear powered ballistic missile submarine, David tried empowering his team. He provided broad guidance, giving the team intent rather than orders. It was … a disaster. His team made poor decisions that led to errors. He had to stop and revert to the traditional leader-follower method. Taking Command Ultimately, David was selected to captain the USS Olympia (SSN-717), a nuclear powered attack submarine. He studied for over a year to take command, understanding on a deep level every detail of how that submarine operated. Unexpectedly, David was diverted to take command of the USS Santa Fe (SSN-763) when its captain quit. Santa Fe was the worst performing submarine in the fleet and a different type of submarine that he knew little about. Troubled Waters Less than a month later the Santa Fe was running a simple drill to simulate a fault with the reactor. In this scenario, propulsion is shifted from the main engines to a smaller, electric propulsion motor. The captain ordered, “ahead two-thirds.” The officer on deck repeated the order, “ahead two-thirds.” Nothing happened. Captain Marquet noticed the helmsman who was to execute the order looked unsettled. When asked what the problem was, the helmsman pointed out that there was no two-thirds in the electric propulsion mode unlike all his previous submarines. When asked, the officer on deck said he repeated the command knowing it was wrong. David realized that the leader-follower environment meant his crew would do anything he said—even if it was wrong. That could be catastrophic. He decided to try Intent-Based Leadership again. Turning the Ship Around Captain Marquet began treating his crew as leaders, not followers, and giving control, not taking control. It wasn’t long before operations took a dramatic turn. Santa Fe went from “worst to first,” achieving the highest retention and operational standings in the Navy. When Stephen R. Covey spent time aboard the Santa Fe, he referred to it as the most empowering organization he’d ever seen. He wrote about Captain Marquet’s leadership practices in his book, The 8th Habit. After Captain Marquet’s departure from the USS Santa Fe, it continued to win awards and promote more officers and enlisted men to positions of increased responsibility than any other submarine—including ten subsequent submarine captains. A Time for Change Captain Marquet retired from the Navy in 2009 and is now the author of Turn the Ship Around! A True Story of Turning Followers Into Leaders. Fortune magazine called the book the “best how-to manual anywhere for managers on delegating, training, and driving flawless execution.” Captain Marquet’s Intent-Based Leadership model is turning around all types of organizations—from big manufacturers to start-ups and sport teams to government. He helps leaders build environments where people contribute and feel valued —where everyone is a leader.      Links http://www.davidmarquet.com/ amazon.com/Turn-Ship-Around-Turning-Followers/dp/1591846404/ref=pd_sim_b_1?ie=UTF8&refRID=1W4YCMRP4SGJHASF736G (Amazon) LinkedIn: linkedin.com/in/davidmarquet Twitter: ldavidmarquet Email: chuck@turntheshiparound.com   Advertisers www.emweekly.com www.titanhst.com  

David Marquet is an expert on leadership and organizational design, former submarine commander, Author of Amazon #1 Best Seller: Turn the Ship Around! and Turn Your Ship Around. He imagines a work place where everyone engages and contributes their full intellectual capacity, a place where people are healthier and happier because they have more control over their work–a place where everyone is a leader. His book and workbook: Turn the Ship Around! named one of the top 12 business books of all time by USA Today. https://www.amazon.com/Turn-Ship-Around-Turning-Followers/dp/1591846404 https://www.amazon.com/Turn-Your-Ship-Around-Implementing/dp/1591847532 YouTube: https://www.youtube.com/channel/UCM6PvFiH_weNCMCnFynTNdg Twitter @ldavidmarquet Facebook page @ldavidmarquet Website: davidmarquet.com  

For a free podcast marketing tip sheet:  ryan@influencereconomy.com Tucker Max details his successful career as a book author in this episode. He also gives advice to aspiring authors and talks about his new business venture:  Book in a Box. Tucker opens up in this interview, and you won’t want to miss it. Tucker has been sued about his blog, was initially rejected by the publishing industry and has even been cheap-shotted by Shane Battier during a pick-up basketball games. He talks about it all. Download and Subscribe on iTunes Did you know that only 3 writers have ever had 3 books on the NY Times best-seller list at the same time? Tucker Max, Malcom Gladwell, and Michael Lewis are the only authors to have reached such a level of success. Tucker pioneered the model of “owning your audience and controlling your book sales distribution” when he published his first best seller “I Hope they Serve Beer in Hell” in 2006. Back then, writing on the web for free was frowned upon by the publishing world. Now it’s the norm. In 2015 everyone wants to write a book. Smart business people see the value of a book serving as a ‘calling card.’ Books can promote your business, help increase your public speaking rates, and even develop one’s authority in a business category – it’s never been this easy to write and publish. We talk about why people should write books, the current state of self-publishing, Amazon, and even when and how Tucker was sued by Miss Vermont a few years ago. What you can learn from this episode: What it’s like taking cheap shots from Shane Battier in a pick-up game The importance of luck and hard work in his writing success (and how many people don’t talk enough about luck) The current state of book publishing and professional self-publishing How Tucker would have started his career if Snapchat, YouTube, and Twitter existed when he became an author (hint –he wouldn’t be a writer) What happens when he advises start-ups in taking venture capital from “the man” Why you’re better off wearing sweat pants than a really bad suit in a meeting Why having a book sends signals to people and why the amount of copies you sell doesn’t matter Links mentioned the conversation   •   Book in a Box: http://bookinabox.com/ •   Tuckermax.me (Tucker’s blog) •   All of Tucker Max’s books on Amazon •   Tucker Max on Twitter | LinkedIn •   Machinima;  www.Machinima.com •   David Marquet’s Turn the Ship around:  http://www.amazon.com/Turn-Ship-Around-Turning-Followers/dp/1591846404 •   Ben Horowitz’s The Hard Thing about Hard Things: http://www.amazon.com/The-Hard-Thing-About-Things/dp/0062273205 •   Bethany Motta:  https://www.youtube.com/user/Macbarbie07 •   Nir Eyal’s Hooked:  http://www.nirandfar.com/hooked •   Adam Grant’s Give and Take:  http://www.giveandtake.com