The Agile Culture

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

Pollyanna Pixton, an internationally recognized expert on collaborative leadership, is president of Accelinnova, a firm providing proven tools for leading transformations. Pollyanna led development of the Swiss electronic stock exchange. Paul Gibson spent more than thirty years developing products for IBM. For four years, he helped lead, guide, train, and transform IBM software teams worldwide in collaborative, agile, and lean approaches. He is a lifetime British Computer Society Fellow. Niel Nickolaisen is the chief technology officer at O.C. Tanner. Niel has spent his career finding rapid, pragmatic ways to improve processes, teams, and results. He is passionate about transforming IT and leadership, and speaks about, writes about, and trains others how to do this.