The Doppler Quarterly Fall 2017 - Page 53

Bigger, Faster and in Control. Robert Christiansen Going big is a leadership construct that requires a vision unlike any other. We must see what is possible and lead our teams to the goal. Cloud enables much of what is possible — but to accomplish this, there are three critical tenets of every significant change. Lifting Team Value – The team’s value must be lifted. Tools, resources, and training must be provided so they can deliver on the promise of cloud. Without the tools and resources to do the job, the team’s inner emotional core does not feel supported. This is when they fracture and stop acting like a team. As a leader, your top priority is to enable your team with what they need to get the job done. Mentors and Leaders – Every team wants to succeed. However, when a team is plowing new fields, the rocks in the dirt are hard to see and even harder to navigate. Teams can get derailed and make choices in a vacuum, putting the project at risk. Let me give you an analogy. I’m a fly fishermen and tour the world fishing new waters. Early on in my learning, I spent many a wasted day on the water trying to figure out how to match the bugs with my flies. Frus- trated with my results, I hired a guide and within one hour I was catching fish. Since then, whenever I’m on new waters, I hire a guide. As a leader, bring in partners, vendors, and experts who have done this before. It is an insurance policy against project failure. Safe to Try – The team needs protection. Agility is about rapid failure and dis- covery. A team can iterate on a project 20 or 30 times in a short period before they get version 1.0 right. Under the right circumstances, and especially when using cloud platforms appropriately, the risk and cost of failure is dramatically lowered. However, the leadership mindset must change to enable a culture of trust. Leadership must encourage a fail-fast mentality. That means, it must be safe to try new avenues, new technologies and new ideas. If the team does not have significant executive trust, agility is killed because the team does not feel safe. If they don’t feel safe, they innovate less for fear of failure. FALL 2017 | THE DOPPLER | 51