Women in Agile and the Confidence Code
This talk is inspired by the book ‘The Confidence Code’ by Katty Kay and Claire Shipman.
What is confidence and how do you know you have it? While confidence is partly influenced by genetics, it is not a fixed psychological state. However, you won’t discover it thinking positive thoughts or by simply squaring your shoulders and faking it. It requires work and choices: less focus on people pleasing and perfectionism and more action, risk taking and fast failures. This is why it can seem harder for women because these behaviors aren’t typically the ‘norm’ for women but generally come naturally for men.
In this talk we will explore the roots of confidence and the gender gap between men and women. To ground the learnings, we will also hear interview summaries from four great and diverse women in agile:
Lyssa Adkins, Esther Derby, Ellen Grove, and Kat Conner
Outline/Structure of the Keynote
1- What is Confidence? Understand the core elements of confidence and how it differs yet aligns to sister elements of Optimism, Self-Compassion, and Self-Efficacy
2 - What makes up confidence? You are not totally born with It: Genes, Choice, and Environment are key.
3 - Is there a gap between men and women in regards to confidence? Yes - let's understand what that is.
4 - What do women in Agile say? Interview summaries from Lyssa Adkins, Esther Derby, Ellen Grove, and Kat Conner
5 - What does this mean for Women in Agile? Explore techniques to build confidence as women that align to the Agile Philosophy
- Growth Mindset
- Fail fast and early; - Failure as forward progress
- Kill NATs (negative automatic thoughts)
The audience will gain a grounded understanding what makes up confidence and how confidence manifests itself differently in women vs men. Furthermore, they will learn some tools/techniques (that align with the Agile philosophy) to help build confidence.
scrum masters, team members, agile coaches, agile managers
schedule Submitted 6 years ago
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schedule 6 years agoSold Out!
Although business agility covers many variations in managerial practices, the site visits of the SD Learning Consortium revealed a striking convergence around three themes or “laws”:
The law of the customer: An obsession with delighting customers by continuously adding value for customers and users, as well as a recognition of the current need to generate instant, intimate, frictionless value at scale. As a result of globalization, deregulation, knowledge work and new technology, power in the marketplace has shifted from seller to buyer: the customer has now become the boss. This is more than an increased attention to customers: it is a fundamental shift in the goal of the organization—a veritable Copernican revolution in management.
The law of the small team: A presumption that in a volatile, complex, uncertain and ambiguous world, work needs to be descaled. Big difficult problems need to be disaggregated into small batches and performed by small cross-functional autonomous teams, working iteratively in short cycles in a state of flow, with fast feedback from customers and end-users.
The law of the network: A recognition that, to achieve full business agility, the whole organization needs to embrace the entrepreneurial mindset: the entire firm functions as an interactive network, not merely a top-down bureaucracy with a few teams implementing Agile tools and processes. In effect, Agile is not just for IT: it is a change in the way that the whole organization thinks, is led and managed. Continuous effort is needed to nurture and reinforce an Agile organizational culture, including everything from leadership, strategy and values to on-boarding, training, communications and personnel management.
Achieving continuous innovation is dependent on an entrepreneurial mindset pervading the organization. Where the management tools and processes of Agile, Lean or Kanban are implemented without the requisite mindset, few, if any, benefits were observed.
Pursuit of all three laws is key to sustaining business agility. Individually, none of the observed management practices are new. What is new and different is the way that the management goals, practices and values constitute a coherent and integrated approach to continuous innovation, driven by and lubricated with a pervasive entrepreneurial mindset.