This is the presentation slide deck for my 45 minute talk at TriAgile; it discusses how anyone can lead change and gives some techniques that can be used.
This is the presentation used for my workshop on Catalytic Leadership - helping people understand how they can unleash Fearless Change patterns and Liberating Structures so that anyone can become a leader of change.
This is the final presentation for the Catalytic Leadership workshop given at Agile2017. In this one will learn about about how to lead change through small influences no matter where you are in the organization. It also helps you understand that change needs to be focused on Environment, Support, and Trust and provides a trust model that can be used for this.
The document provides guidance on how to effectively get and use feedback. It recommends asking for feedback from peers at a similar level and in small groups. It emphasizes focusing on reductive rather than additive feedback, and clarifying feedback with questions rather than arguing. The key rules outlined are to never argue, remember you want to know what's wrong, consider reductive feedback as usually correct, see additive feedback as potentially covering reductive issues, ask clarifying questions but not to argue, and get feedback from multiple sources.
This document provides an overview of the DISC behavioral assessment tool. It begins with an agenda for a workshop on DISC that will cover introductions, a DISC overview, behavioral styles, DISC profiles, and applications to sales. It then discusses what participants can learn, including about themselves and others. The document defines what DISC is and is not, specifically that it is about observable behaviors and not about intelligence, values, skills or education. It provides histories of behavioral observation and the development of DISC. It then gives descriptions of each of the four main behavioral styles - D (Dominant), I (Influencing), S (Steady), and C (Conscientious) - including their tendencies, motivations
1) There are four main people styles - analytical, amiables, expressives, and drivers - which are determined by levels of assertiveness and responsiveness.
2) Under stress, people tend to develop "backup styles" of behavior to relieve excess stress. For example, expressives may attack, drivers may become autocratic, amiables may comply, and analyticals may avoid conflict.
3) If stress continues and is not relieved, people may act in ways totally opposite to their primary style, known as their "secondary backup style." Understanding different styles helps improve relationships.
Michael Clampett took a personality assessment called the Rainmaker Personality Perspective. The assessment uses the DISC model to analyze personality styles.
The document provides an overview of Michael's personality style, which is identified as an "Assessor". Assessors are outgoing in social settings but also analytical and cautious. They are good at developing relationships and controlling antagonism. The document describes key characteristics, motivations, strengths, and areas for growth for someone with an Assessor personality style.
It also provides tips on effectively communicating with someone with an Assessor style, such as sharing testimonials from others about their ideas, assisting them in developing plans of action, and avoiding being overly critical or
This is the presentation used for my workshop on Catalytic Leadership - helping people understand how they can unleash Fearless Change patterns and Liberating Structures so that anyone can become a leader of change.
This is the final presentation for the Catalytic Leadership workshop given at Agile2017. In this one will learn about about how to lead change through small influences no matter where you are in the organization. It also helps you understand that change needs to be focused on Environment, Support, and Trust and provides a trust model that can be used for this.
The document provides guidance on how to effectively get and use feedback. It recommends asking for feedback from peers at a similar level and in small groups. It emphasizes focusing on reductive rather than additive feedback, and clarifying feedback with questions rather than arguing. The key rules outlined are to never argue, remember you want to know what's wrong, consider reductive feedback as usually correct, see additive feedback as potentially covering reductive issues, ask clarifying questions but not to argue, and get feedback from multiple sources.
This document provides an overview of the DISC behavioral assessment tool. It begins with an agenda for a workshop on DISC that will cover introductions, a DISC overview, behavioral styles, DISC profiles, and applications to sales. It then discusses what participants can learn, including about themselves and others. The document defines what DISC is and is not, specifically that it is about observable behaviors and not about intelligence, values, skills or education. It provides histories of behavioral observation and the development of DISC. It then gives descriptions of each of the four main behavioral styles - D (Dominant), I (Influencing), S (Steady), and C (Conscientious) - including their tendencies, motivations
1) There are four main people styles - analytical, amiables, expressives, and drivers - which are determined by levels of assertiveness and responsiveness.
2) Under stress, people tend to develop "backup styles" of behavior to relieve excess stress. For example, expressives may attack, drivers may become autocratic, amiables may comply, and analyticals may avoid conflict.
3) If stress continues and is not relieved, people may act in ways totally opposite to their primary style, known as their "secondary backup style." Understanding different styles helps improve relationships.
Michael Clampett took a personality assessment called the Rainmaker Personality Perspective. The assessment uses the DISC model to analyze personality styles.
The document provides an overview of Michael's personality style, which is identified as an "Assessor". Assessors are outgoing in social settings but also analytical and cautious. They are good at developing relationships and controlling antagonism. The document describes key characteristics, motivations, strengths, and areas for growth for someone with an Assessor personality style.
It also provides tips on effectively communicating with someone with an Assessor style, such as sharing testimonials from others about their ideas, assisting them in developing plans of action, and avoiding being overly critical or
The document discusses the DISC profiling system and provides an overview of the four main DISC styles: Dominance (D), Influence (I), Steadiness (S), and Compliance (C). It describes the key characteristics, motivations, priorities, strengths, limitations, goals, and communication preferences for each style. The document also provides leadership styles and DiSC classic patterns associated with each of the four main DISC styles.
Leadership in Construction Industry for Building ElecronicsJed Concepcion
The document discusses leadership and provides definitions of leadership. It examines what makes an effective leader through discussing attributes such as vision, passion, integrity, and listening. It contrasts leadership with management, noting that leadership seeks change through improvement while management seeks stability. It also discusses important leadership skills like communication, motivation, and change management. The document then provides tips for being a leader, such as taking responsibility, empowering others, and having vision. It discusses conflict resolution styles and the importance of teamwork, coaching, and scheduling in leadership.
Looking to sell more to your prospects?
It is easier when you adapt your communication style to meet their needs. We buy more easily from people like us, who communicate like we do and with whom we have strong rapport.
The document discusses the key elements of a healthy team: trust, conflict, commitment, accountability, and results. It explains that without trust among members, teams spend time managing behaviors rather than focusing on important issues. When there is a fear of conflict, teams avoid controversial topics and important discussions. A lack of commitment creates ambiguity and delays. If a team avoids accountability, it can lead to resentment and mediocrity. And a team that does not focus on collective results will struggle to grow and achieve goals. The summary emphasizes that high performing teams acknowledge their imperfections but are still able to overcome natural tendencies through trust, engaging in conflict, committing to decisions, holding each other accountable, and focusing on results.
This document discusses various aspects of leadership including what leadership is, whether leaders are born or made, examples of good and bad leadership traits, leadership principles, and the leadership cycle. Some key points made include that good leaders are made through experience and self-improvement, leadership principles like admitting mistakes and giving compliments are important, the leadership cycle involves planning, delegating, following up and recognizing others, and the most important words for a leader are "we" and "thank you".
DISC Assessment Facilitation Guide - LeadershipHellen Davis
Use our DISCflex Facilitation Guide to teach workshops on DISC. The PPT has notes for the facilitator and will walk you thru how to use DISC with a team or group.
This document discusses human resource issues related to teamworking and leadership. It introduces Belbin's model of team roles, which identifies 9 different roles that individuals can take on in a team: Plant, Shaper, Team Worker, Implementer, Resource Investigator, Monitor Evaluator, Completer Finisher, Coordinator, and Specialist. For each role, it describes the typical strengths and weaknesses. It emphasizes that effective teams need a balance of different roles and that recognizing roles is important for integrating contributions. It also suggests considering how role dynamics and hierarchies may impact interactions in practice.
The 5 Dysfunctions of a Progineering TeamSean Porter
The document discusses the 5 dysfunctions of an engineering team: 1) absence of trust due to bad attitudes and grudges, 2) fear of conflict where people don't voice disagreements, 3) lack of commitment seen in analysis paralysis and ambiguity, 4) avoidance of accountability when deadlines are missed, and 5) inattention to results where the product and team suffers. It provides examples of each dysfunction and recommends ways to fix them such as being vulnerable, respecting ideas over people, owning your product, defining standards, and focusing on results and rewards.
Having employee problems? Employees do not seem to be able to get along? Need more teamwork? A good class in Conflict Management might be just what the doctor ordered. You have here 38 slides for a full-day class with exercises and activities to help employees and managers learn how to better handle conflict in the workplace. Call me if you have any questions: 612-310-3803. John
Danielle MacInnis is an experienced facilitator who runs teaming workshops. She draws on her experience in various roles to keep discussions focused on team goals and address unproductive behaviors. Common reasons teams fail include personal agendas taking priority over team effort and a lack of shared vision. Her workshops explore the five dysfunctions of a team according to Patrick Lencioni: lack of trust, fear of conflict, lack of commitment, avoidance of accountability, and inattention to results. Activities are used to build trust and address each dysfunction.
Leaders lead people. Realising that the greatest asset of any
organisation is its people, a leader will empower them and help
them to realise their own potential within the organisation. As
Jack Welch famously said, ‘Before you are a leader, success is all about growing yourself. When you become a leader, success is all about growing others.’ Put another way, leaders create leaders.
Evolving Changes of Leadership: Navigating ComplexityLeland Sandler
This document discusses how organizational complexity is increasing and challenging leaders. It presents tools and frameworks to help leaders effectively navigate complexity. These include considering different perspectives to stimulate creativity and flexibility. A case study approach is used where leaders share messy problems and others ask questions to broaden perspectives. Reframing assumptions and considering alternative views can help shift thinking about complex issues. Developing skills of self-authorship and self-transformation allows leaders to navigate complexity and challenges to their views in a constructive way.
This document provides guidance on conflict resolution. It begins with exercises to help readers understand their experiences with and approaches to conflict. It then defines conflict and discusses common causes. The core of conflict is a clash of needs. Effective resolution requires understanding different perspectives. The document outlines a decision process for determining whether to address a conflict, including assessing the importance of relationships. It provides guidelines for constructive feedback, such as focusing on behaviors, admitting contributions, and jointly generating solutions. Lastly, it discusses the process of behavior change and determining if a conflict has been resolved or requires further action.
This document discusses overcoming resistance to change. It introduces a 5-step process for identifying the underlying reasons for resistance called "Immunity to Change". The steps are: 1) Stating your commitment to change, 2) Identifying competing behaviors, 3) Uncovering hidden competing commitments and worries, 4) Surfacing assumptions causing resistance, and 5) Testing assumptions through small experiments. An example is provided to illustrate how to apply the steps to understand resistance to adopting more agile practices like test-driven development.
This is a quick overview of three assessments I am familiar with, which are DiSC profile, TKI - Thomas Killian Conflict Mode Instrument, and Kolb - Learning/Thinking/Working Styles.
Multipliers is a national bestseller that explores the differences between good and bad team leaders, identified as Multipliers (the good) and Diminishers (the bad).
Successful leaders invest in the growth of their employees and elevate them to reach their full potential. With this endgame, everybody wins.
This document provides an overview of concepts related to leadership and management. It defines leadership as the ability to influence others with or without authority, and management as coordinating tasks to achieve goals efficiently. The document discusses attributes of effective leaders such as vision, passion, and integrity. It also covers topics like interpersonal communication styles, personality types, motivating teams, and conflict management. The overall message is that leadership requires soft skills like communication and motivation, while management focuses more on hard skills for planning and project execution.
Intelligent Buildings can use the skills of the control experts in the process field like the ISA Chapter members. Recent IEC Standard on cybersecurity is applicable to the building automation field.
The document discusses the DISC profiling system and provides an overview of the four main DISC styles: Dominance (D), Influence (I), Steadiness (S), and Compliance (C). It describes the key characteristics, motivations, priorities, strengths, limitations, goals, and communication preferences for each style. The document also provides leadership styles and DiSC classic patterns associated with each of the four main DISC styles.
Leadership in Construction Industry for Building ElecronicsJed Concepcion
The document discusses leadership and provides definitions of leadership. It examines what makes an effective leader through discussing attributes such as vision, passion, integrity, and listening. It contrasts leadership with management, noting that leadership seeks change through improvement while management seeks stability. It also discusses important leadership skills like communication, motivation, and change management. The document then provides tips for being a leader, such as taking responsibility, empowering others, and having vision. It discusses conflict resolution styles and the importance of teamwork, coaching, and scheduling in leadership.
Looking to sell more to your prospects?
It is easier when you adapt your communication style to meet their needs. We buy more easily from people like us, who communicate like we do and with whom we have strong rapport.
The document discusses the key elements of a healthy team: trust, conflict, commitment, accountability, and results. It explains that without trust among members, teams spend time managing behaviors rather than focusing on important issues. When there is a fear of conflict, teams avoid controversial topics and important discussions. A lack of commitment creates ambiguity and delays. If a team avoids accountability, it can lead to resentment and mediocrity. And a team that does not focus on collective results will struggle to grow and achieve goals. The summary emphasizes that high performing teams acknowledge their imperfections but are still able to overcome natural tendencies through trust, engaging in conflict, committing to decisions, holding each other accountable, and focusing on results.
This document discusses various aspects of leadership including what leadership is, whether leaders are born or made, examples of good and bad leadership traits, leadership principles, and the leadership cycle. Some key points made include that good leaders are made through experience and self-improvement, leadership principles like admitting mistakes and giving compliments are important, the leadership cycle involves planning, delegating, following up and recognizing others, and the most important words for a leader are "we" and "thank you".
DISC Assessment Facilitation Guide - LeadershipHellen Davis
Use our DISCflex Facilitation Guide to teach workshops on DISC. The PPT has notes for the facilitator and will walk you thru how to use DISC with a team or group.
This document discusses human resource issues related to teamworking and leadership. It introduces Belbin's model of team roles, which identifies 9 different roles that individuals can take on in a team: Plant, Shaper, Team Worker, Implementer, Resource Investigator, Monitor Evaluator, Completer Finisher, Coordinator, and Specialist. For each role, it describes the typical strengths and weaknesses. It emphasizes that effective teams need a balance of different roles and that recognizing roles is important for integrating contributions. It also suggests considering how role dynamics and hierarchies may impact interactions in practice.
The 5 Dysfunctions of a Progineering TeamSean Porter
The document discusses the 5 dysfunctions of an engineering team: 1) absence of trust due to bad attitudes and grudges, 2) fear of conflict where people don't voice disagreements, 3) lack of commitment seen in analysis paralysis and ambiguity, 4) avoidance of accountability when deadlines are missed, and 5) inattention to results where the product and team suffers. It provides examples of each dysfunction and recommends ways to fix them such as being vulnerable, respecting ideas over people, owning your product, defining standards, and focusing on results and rewards.
Having employee problems? Employees do not seem to be able to get along? Need more teamwork? A good class in Conflict Management might be just what the doctor ordered. You have here 38 slides for a full-day class with exercises and activities to help employees and managers learn how to better handle conflict in the workplace. Call me if you have any questions: 612-310-3803. John
Danielle MacInnis is an experienced facilitator who runs teaming workshops. She draws on her experience in various roles to keep discussions focused on team goals and address unproductive behaviors. Common reasons teams fail include personal agendas taking priority over team effort and a lack of shared vision. Her workshops explore the five dysfunctions of a team according to Patrick Lencioni: lack of trust, fear of conflict, lack of commitment, avoidance of accountability, and inattention to results. Activities are used to build trust and address each dysfunction.
Leaders lead people. Realising that the greatest asset of any
organisation is its people, a leader will empower them and help
them to realise their own potential within the organisation. As
Jack Welch famously said, ‘Before you are a leader, success is all about growing yourself. When you become a leader, success is all about growing others.’ Put another way, leaders create leaders.
Evolving Changes of Leadership: Navigating ComplexityLeland Sandler
This document discusses how organizational complexity is increasing and challenging leaders. It presents tools and frameworks to help leaders effectively navigate complexity. These include considering different perspectives to stimulate creativity and flexibility. A case study approach is used where leaders share messy problems and others ask questions to broaden perspectives. Reframing assumptions and considering alternative views can help shift thinking about complex issues. Developing skills of self-authorship and self-transformation allows leaders to navigate complexity and challenges to their views in a constructive way.
This document provides guidance on conflict resolution. It begins with exercises to help readers understand their experiences with and approaches to conflict. It then defines conflict and discusses common causes. The core of conflict is a clash of needs. Effective resolution requires understanding different perspectives. The document outlines a decision process for determining whether to address a conflict, including assessing the importance of relationships. It provides guidelines for constructive feedback, such as focusing on behaviors, admitting contributions, and jointly generating solutions. Lastly, it discusses the process of behavior change and determining if a conflict has been resolved or requires further action.
This document discusses overcoming resistance to change. It introduces a 5-step process for identifying the underlying reasons for resistance called "Immunity to Change". The steps are: 1) Stating your commitment to change, 2) Identifying competing behaviors, 3) Uncovering hidden competing commitments and worries, 4) Surfacing assumptions causing resistance, and 5) Testing assumptions through small experiments. An example is provided to illustrate how to apply the steps to understand resistance to adopting more agile practices like test-driven development.
This is a quick overview of three assessments I am familiar with, which are DiSC profile, TKI - Thomas Killian Conflict Mode Instrument, and Kolb - Learning/Thinking/Working Styles.
Multipliers is a national bestseller that explores the differences between good and bad team leaders, identified as Multipliers (the good) and Diminishers (the bad).
Successful leaders invest in the growth of their employees and elevate them to reach their full potential. With this endgame, everybody wins.
This document provides an overview of concepts related to leadership and management. It defines leadership as the ability to influence others with or without authority, and management as coordinating tasks to achieve goals efficiently. The document discusses attributes of effective leaders such as vision, passion, and integrity. It also covers topics like interpersonal communication styles, personality types, motivating teams, and conflict management. The overall message is that leadership requires soft skills like communication and motivation, while management focuses more on hard skills for planning and project execution.
Intelligent Buildings can use the skills of the control experts in the process field like the ISA Chapter members. Recent IEC Standard on cybersecurity is applicable to the building automation field.
Given the significant role of NIH in supporting health research in US universities, the Trump Administration’s proposed 20% cuts in NIH funding may result in :
1) Less support for developing life-saving disease treatments.
2) Reduced funding options for emerging companies.
3) Fewer bioscience jobs
This document provides an overview of the February 2017 issue of the SAMENA Trends newsletter, which is exclusively for SAMENA Telecommunications Council members. The issue features an editorial on redefining data rules for a data-driven business environment. It also includes featured interviews, regional and member updates, technology updates, regulatory updates, and summaries of SAMENA Council activities. The interviews discuss Etisalat's investments in infrastructure to support 5G and digital transformation initiatives. Regional updates announce that STC's brand value increased 11% to become the most valuable brand in Saudi Arabia and the Middle East.
Convite para dois workshops no âmbito do projeto Erasmus+ "Inovar Práticas, Abrir Horizontes" sobre Peer Coaching e gestão de conflitos na sala de aula, a realizar em 19 de abril com inscrições online ou impressas nas escolas e dinamizados por dois grupos de formadoras.
This document provides an overview of microservices, including:
- What microservices are and how they differ from monolithic architectures and SOA.
- Common microservice design patterns like aggregator, proxy, chained, and asynchronous messaging.
- Operational challenges of microservices like infrastructure, load balancing, monitoring.
- How microservices compare to SOA in terms of independence, scalability, and technology diversity.
- Key security considerations for microservices related to network access, authentication, and operational complexity.
This document provides a three-step strategy for enhancing career competency and securing a dream job or internship:
Step 1) Develop key skills by learning programming languages, digital and analog circuits skills, and implementing projects.
Step 2) Prove your skills by competing in various competitions for internships, cash prizes, and project incubation.
Step 3) Get a dream internship or job by applying directly on company career portals, connecting with professionals, achieving high scores on placement tests, or securing research internships at universities.
This document provides information about partnership programs with Inflectra Corporation, a software company. It describes three partnership options: Option A is a sales affiliate program with commission-based sales; Option B allows partners to bundle Inflectra software with their own services; Option C is an exclusive full-service hosting program where partners host and support Inflectra software for customers.
Losing good people during your transformation? Getting more resistance than you expected? You may be producing unwanted reactions in the way you are leading your people through change.
If you want your Agile transformation firing on all cylinders without the harmful side-effects, managers at all levels should focus on becoming Catalysts. Much like a chemical catalyst, your job is to help boost or
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Paul Boos
Paul Boos serves as a IT Executive Coach with Excella Consulting supporting executives and manager in their transformation to Agile and Lean software development approaches. Prior to becoming a coach, he has lead Agile and Lean efforts inside the Federal Government, in contractors, and in the commercial software product industry over his 30 year career to include serving as a naval officer. Paul is active in the Agile community and is the author of The Tiny Field Book to Facilitating Meetings, which can be found on http://LeanPub.com.
Catalytic leadership increases the rate of adoption, transition or transformation with less effort. It builds projects around motivated individuals by providing an environment of support and trust. This allows people to become empowered and take risks. Examples of building environment, support and trust include creating safe communication, following through on decisions, and granting small assignments to build trust. Techniques like liberating structures and fearless change patterns can be leveraged as they improve culture, trust and change at a natural pace through engagement and networks.
This document provides an overview of a workshop on advanced practice in group facilitation and integrating motivational skills and strategies. The learning objectives are to resist the "righting reflex" in favor of partnership, acceptance, compassion and evocation. It also aims to practice the foundational skills of motivational interviewing including open questions, affirmations, reflections and summaries. The workshop covers content versus process in groups, stages and tasks of group development, challenges that may arise and best practices in group facilitation including the "spirit" of motivational interviewing. It demonstrates agenda mapping, open versus closed questions, examples of affirmations and reflections, and practicing reflective listening skills.
Stephanie Cooper - Genuine Curiosity - Conversations for ChangeAgileNZ Conference
People often ask for the golden phrase, the silver bullet they can use to convince their teams, managers or executives to ‘go Agile’. While it would certainly help to talk about outcomes and benefits over practices and methods, it can sometimes be your own mindset that is holding back your ability to influence change.
In this session, Steph looks at mindsets (the values and assumptions you make) and explore how a lack of genuine curiosity can provoke defensive behaviours in others and stop organisations from resolving the issues that really matter, but are challenging to address.
She’ll use the setting of a small conversation to explore and better understand these ideas. While organisational change is big, the momentum for change can often be won or lost in small conversations. Becoming better in small conversations will help you grow your role in influencing organisational change. When you approach conversations with genuine curiosity about the other person’s point of view, you will not only have a more productive conversation, but build the trust needed for the work ahead.
These ideas and techniques are popular as they are accessible and relatively easy to adopt.
8. communicating with questions mark harper (not presented)Gokul Kannan
1) Leading with questions is an effective leadership approach that can improve communication and effectiveness. Questions can gather information, seek understanding, clarify direction, and encourage new perspectives.
2) Coaching subordinates with open-ended questions about goals, current realities, options, and commitments helps build strong relationships and creates a collaborative problem-solving culture.
3) To be an effective question-asking leader, one must be aware of how questions are framed and avoid leading or inflammatory questions. Great questions cause deep reflection and challenge assumptions.
Change the Conversation! Unleash Your Potential in a Complex World.pptxXPDays
This document outlines an interactive workshop on using deliberate developmental conversations (DDC) techniques to help participants uncover and reshape their meaning-making systems for navigating complexity. The workshop will explore inner complexity, sensing, meaning-making, and how developmental conversations can reveal these for oneself and others. Participants will have conversations using probing, provoking, supporting and reflecting questions to help reveal each other's sense-making systems. They will also practice using acknowledgment, articulation and reframing moves. The goal is for participants to gain insights into their own meaning-making and learn techniques that can be applied to future conversations.
This document discusses Appreciative Inquiry and how it can be applied to agile teams. Appreciative Inquiry is a philosophy and process that focuses on what works well rather than identifying problems. It involves asking positive, open-ended questions to discover strengths and imagine possibilities. The document outlines how Appreciative Inquiry uses a 5 D process (Define, Discover, Dream, Design, Destiny) and appreciative interviews to shift a group's mindset. It provides examples of reframing questions from a problem-focused to an appreciative lens and suggests adapting Appreciative Inquiry through appreciative retrospectives and visualizing desired outcomes.
The document discusses creating an ideal workplace culture through establishing effective meeting norms and practices. It provides tips for planning meetings, giving and receiving feedback, setting cultural norms, and avoiding "collaborative overload". The agenda includes icebreakers, exercises on social styles, listening techniques, feedback models, creating meeting norms, and reflecting on productivity. The goal is to promote mutual support, learning, and effective collaboration through establishing shared expectations and communication best practices.
This document outlines the agenda and content for a seminar on preparing leadership for the 21st century held by the Michigan Education Policy Fellowship Program. The seminar objectives are to distinguish between leadership and management, identify influences on leadership from changing demographics, and understand challenges of leading in different sectors. The agenda includes sessions on leadership in education, non-profits, and business. Opening presentations will provide an overview of leadership frameworks and compare 20th and 21st century organizations, as well as define managers versus leaders. Additional content will cover leadership styles, exemplary leadership practices, and the five dysfunctions leaders face based on trust, conflict, commitment, accountability, and results.
This document provides an overview of leading change and the role of leadership. It discusses how people react emotionally to change and outlines a response cycle. It also explores situational leadership and how the leader must adapt their style based on follower readiness. Key points of leading change include effective communication, understanding the situation and people, and using creativity and innovation to drive improvement.
This document provides an overview of leading change and the role of leadership. It discusses how people react emotionally to change and outlines a response cycle. It also explores situational leadership and how the leader must adapt their style based on follower readiness. Key points of leading change include effective communication, understanding the situation and people, and using creativity and innovation to drive improvement.
This document summarizes key points from a workshop on communication, teambuilding and motivation. It discusses communication models including linear and transactional models. It covers listening skills, barriers to communication, and body language. It also addresses motivation theories from Maslow and Herzberg, as well as intrinsic and extrinsic motivation. The document then discusses team dynamics including types of teams, characteristics of effective teams, and Tuckman's stages of group development.
Search Inside Yourself, Part 2: Developing Emotional Intelligence Competencie...Sustainable Brands
This workshop will present a condensed version of The Search Inside Yourself (SIY) Manager Effectiveness Program, which utilizes science-based approaches to develop the emotional intelligence competencies that enable managers to communicate effectively, develop team members and navigate organizations successfully. Designed and tested with people managers at Google, the program teaches the key people skills needed to effectively lead teams and support individuals. Key areas of focus for managers include attention training, the science of neuroplasticity, self-awareness, self-regulation, empathy and leadership skills. These core attributes enable strong team leadership and effective management. The end result: sustainable high performance and productivity for people managers and their teams.
This document discusses questions and questioning techniques. It covers that questions can drive productive conversations, the right question depends on context and situation. It also discusses ways to frame questions, such as Bloom's Taxonomy, and types of questions like closed and open. The document emphasizes conscious questioning with clear intention and preparation based on understanding purpose, situation, people, and facilitator self-knowledge. It provides guiding principles for questioning including customizing for context and maintaining a participant-observer stance. The document is a resource for learning about effective questioning.
This document discusses strategies for developing greater self-awareness and mitigating cognitive biases. It begins with an overview of how the brain works and how biases form from shortcuts. Specific cognitive biases like confirmation bias are explained. Motivation and deeper drivers are explored using the Individual Directions Inventory assessment. Examples are given of how motivations can lead to biases in thinking. Finally, four strategies are presented for mitigating the impact of biases: increasing self-awareness, reflection, slowing down decision-making, and seeking different perspectives. The goal is to understand biases and how they affect judgment so people can make less erroneous decisions.
You Caught Me Monologuing: Effective Communications in SecurityPhilip Beyer
Are you achieving successful, repeatable results with your security program? How do you, your boss, and your organization each define success in security? Can you make it all work without burning yourself and your team out?
Information security professionals are not known for their “soft skills”, so let’s discuss some practical guidance for Blue Teams who want to improve the quality of their work and efficiency of their communication.
This document discusses strengths-based leadership and performance. It finds that employees who know their strengths are much more likely to feel they understand job expectations and can do what they do best. Using strengths leads to better performance. Leaders should select people for their talents, set clear expectations, motivate by focusing on strengths, and develop people by finding the right job fit. Strengths come from things we naturally excel at and find satisfying. Managing weaknesses means avoiding roles requiring them rather than trying to fix them.
Re-uploading my User Story Splitting workshop; it seems to have gone missing.
This is a slide deck I have used for helping people learn various user story splitting techniques.
This document provides a template for conducting a retrospective meeting to review a project. The template outlines 9 steps: 1) Overview of the retro, 2) Observations, 3) Identified patterns, 4) Causes of patterns, 5) Applicable Agile principles, 6) Potential actions, 7) Selected actions to take, 8) Appreciating others' insights, 9) Review of the retro meeting. For each step, it provides prompting questions to guide the discussion.
Agile Leadership 201: Enriching Management for AgileNoVAPaul Boos
This document outlines an agenda for a presentation on agile leadership and servant leadership. The presentation defines servant leadership as serving others first before leading, discusses common frustrations managers face when adopting this model, and provides exercises for attendees to brainstorm ways to address these frustrations. The presentation also covers topics like observing work processes, demonstrating curiosity, problem-solving proactively, and effectively delegating responsibilities. The goal is to help managers shift from a traditional leadership role to one that enriches their teams through servant leadership approaches.
Enriching management is a key way to build Agile Leadership. This presentation helps make this concept of enrichment a bit clearer and how in turn management can learn to enrich its workforce as well. This provides some concrete mechanisms to make servant leadership real, without necessarily calling it servant leadership (shich sometimes doesn't resonate with people).
Your Agile Leadership Journey: Leading People-Managing Paradoxes - Agile Char...Paul Boos
This is the workshop Nicole and I gave at Agile Charm 2020 on Leading people through paradoxes, some of which are described directly in the Manifesto for Agile Software Development. It helps you understand how to use Polarity Maps as leaders for a thinking tool to understand your system.
This is the latest in my series of leadership workshop sessions; this presentation includes the exercises and learning points. To see some of the text properly, you will need to get the free font Dark Roast.
This deck explains how the Pass on Perfection game created by April Jefferson and myself at the 2016 US Agile Coach Camp in Saint Louis. This game combines improv "Yes and..." thinking, the perfection game from the Core Protocols, and a round robin play or pass game mechanic. It is useful for creating ideas and then deciding what should be a part of any minimally viable X (product for example). This particular presentation is the same one given at Agile2019.
Your Agile Leadership Journey: Leading People, Managing ParadoxesPaul Boos
The document outlines an agenda for a workshop on managing paradoxes as an agile leader. It introduces the concept of paradoxes and polarity maps to understand seemingly contradictory situations. The workshop discusses four paradoxes leaders face and has participants analyze them using polarity maps to identify positives and negatives of each side, and signals to manage transitions. It emphasizes that managing paradoxes requires understanding context and proactively taking actions like anticipating signals to move to the upside. The goal is for participants to recognize paradoxes they face and apply strategies for managing them better.
Business Models in the Non-Profit and Public SectorsPaul Boos
The document discusses using a business model canvas to analyze the operations of the Office of Pesticide Programs at the EPA. It provides an example business model canvas of the EPA office, including its key activities, resources, partners, costs, and revenue. It then discusses assessing how the business model would be impacted by adding a new customer segment of farmers and a potential financial crisis causing reduced pesticide use and sales. Attendees are then instructed to create their own business model canvas to analyze their own organization.
This is a 90 min talk with some exercises and discussion that I gave at the DHS Agile Expo. It places DevOps as a series of feedback loops and emphasizes agile engineering practices being at the core.
Understanding Lean & Agile Coaching Agile and Beyond 2018Paul Boos
This was my presentation for Agile & Beyond 2018 about Agile Coaching. This covers some basics of Agile Coaching in terms of the many dimensions to consider and how skills play out. It does not go into any of these skills deeply.
This document summarizes a presentation about coaching roles and responsibilities. It begins with an exercise where attendees break into coach-coachee pairs. It then defines coaching according to the ICF and discusses dimensions of coaching like responsibility levels and expertise areas. Examples are provided of coaches taking on roles like teacher, facilitator, and partner. Coaching voices like investigator and guide are also examined. The document provides advice for those wanting to become coaches or hire a coach.
Understanding coaching presentation agile dc2017 - for publishingPaul Boos
This presentation covers ways to think about what an Agile coach does. It provides some useful models to help you do this. It's intended to be given as an interactive session with an upfront workshop activity.
This document describes a Jenga game that is used to demonstrate test-driven development principles. It outlines 3 rounds of play where one player is the developer building the Jenga structure and the other is the tester rolling dice to "find defects" and require the developer to remove matching blocks. The goal is to build the structure iteratively in rounds of 9 blocks while incorporating testing throughout development.
This document discusses the importance of understanding each other and avoiding assumptions. It includes exercises where participants observe images and write down their inferences to illustrate how mental models can shape perspectives. The debrief discussions emphasize co-creating shared visions and making assumptions explicit to prevent beliefs from hindering understanding. The goal is to improve comprehension between individuals by recognizing unconscious biases and discussing differing viewpoints in a constructive manner.
Understanding how collaboration improves productivity workshopPaul Boos
This document describes a simulation game called "Power of 13" that is used to demonstrate the benefits of collaboration. The game has participants work to complete tasks by rolling dice, with different rounds simulating individual work, pulling additional work, pairing, and swarming. After playing, participants debriefed and noticed that effectiveness increased with each successive round allowing more collaboration. Models of group dynamics and communication are also discussed, showing how collaboration improves outcomes through information sharing, social interaction, and the development of trust over time.
Neal Elbaum Shares Top 5 Trends Shaping the Logistics Industry in 2024Neal Elbaum
In the ever-evolving world of logistics, staying ahead of the curve is crucial. Industry expert Neal Elbaum highlights the top five trends shaping the logistics industry in 2024, offering valuable insights into the future of supply chain management.
Small Business Management An Entrepreneur’s Guidebook 8th edition by Byrd tes...ssuserf63bd7
Small Business Management An Entrepreneur’s Guidebook 8th edition by Byrd test bank.docx
https://qidiantiku.com/test-bank-for-small-business-management-an-entrepreneurs-guidebook-8th-edition-by-mary-jane-byrd.shtml
Originally presented at XP2024 Bolzano
While agile has entered the post-mainstream age, possibly losing its mojo along the way, the rise of remote working is dealing a more severe blow than its industrialization.
In this talk we'll have a look to the cumulative effect of the constraints of a remote working environment and of the common countermeasures.
Designing and Sustaining Large-Scale Value-Centered Agile Ecosystems (powered...Alexey Krivitsky
Is Agile dead? It depends on what you mean by 'Agile'. If you mean that the organizations are not getting the promised benefits because they were focusing too much on the team-level agile "ways of working" instead of systemic global improvements -- then we are in agreement. It is a misunderstanding of Agility that led us down a dead-end. At Org Topologies, we see bright sparks -- the signs of the 'second wave of Agile' as we call it. The emphasis is shifting towards both in-team and inter-team collaboration. Away from false dichotomies. Both: team autonomy and shared broad product ownership are required to sustain true result-oriented organizational agility. Org Topologies is a package offering a visual language plus thinking tools required to communicate org development direction and can be used to help design and then sustain org change aiming at higher organizational archetypes.
This presentation, "The Morale Killers: 9 Ways Managers Unintentionally Demotivate Employees (and How to Fix It)," is a deep dive into the critical factors that can negatively impact employee morale and engagement. Based on extensive research and real-world experiences, this presentation reveals the nine most common mistakes managers make, often without even realizing it.
The presentation begins by highlighting the alarming statistic that 70% of employees report feeling disengaged at work, underscoring the urgency of addressing this issue. It then delves into each of the nine "morale killers," providing clear explanations and illustrative examples.
1. Ignoring Achievements: The presentation emphasizes the importance of recognizing and rewarding employees' efforts, tailored to their individual preferences.
2. Bad Hiring/Promotions & Broken Promises: It reveals the detrimental effects of poor hiring and promotion decisions, along with the erosion of trust that results from broken promises.
3. Treating Everyone Equally & Tolerating Poor Performance: This section stresses the need for fair treatment while acknowledging that employees have different needs. It also emphasizes the importance of addressing poor performance promptly.
4. Stifling Growth & Lack of Interest: The presentation highlights the importance of providing opportunities for learning and growth, as well as showing genuine care for employees' well-being.
5. Unclear Communication & Micromanaging: It exposes the frustration and resentment caused by vague expectations and excessive control, advocating for clear communication and employee empowerment.
The presentation then shifts its focus to the power of recognition and empowerment, highlighting how a culture of appreciation can fuel engagement and motivation. It provides actionable takeaways for managers, emphasizing the need to stop demotivating behaviors and start actively fostering a positive workplace culture.
The presentation concludes with a strong call to action, encouraging viewers to explore the accompanying blog post, "9 Proven Ways to Crush Employee Morale (and How to Avoid Them)," for a more in-depth analysis and practical solutions.
A comprehensive-study-of-biparjoy-cyclone-disaster-management-in-gujarat-a-ca...Samirsinh Parmar
Disaster management;
Cyclone Disaster Management;;
Biparjoy Cyclone Case Study;
Meteorological Observations;
Best practices in Disaster Management;
Synchronization of Agencies;
GSDMA in Cyclone disaster Management;
History of Cyclone in Arabian ocean;
Intensity of Cyclone in Gujarat;
Cyclone preparedness;
Miscellaneous observations - Biparjoy cyclone;
Role of social Media in Disaster Management;
Unique features of Biparjoy cyclone;
Role of IMD in Biparjoy Prediction;
Lessons Learned; Disaster Preparedness; published paper;
Case study; for disaster management agencies; for guideline to manage cyclone disaster; cyclone management; cyclone risks; rescue and rehabilitation for cyclone; timely evacuation during cyclone; port closure; tourism closure etc.
m249-saw PMI To familiarize the soldier with the M249 Squad Automatic Weapon ...LinghuaKong2
M249 Saw marksman PMIThe Squad Automatic Weapon (SAW), or 5.56mm M249 is an individually portable, gas operated, magazine or disintegrating metallic link-belt fed, light machine gun with fixed headspace and quick change barrel feature. The M249 engages point targets out to 800 meters, firing the improved NATO standard 5.56mm cartridge.The SAW forms the basis of firepower for the fire team. The gunner has the option of using 30-round M16 magazines or linked ammunition from pre-loaded 200-round plastic magazines. The gunner's basic load is 600 rounds of linked ammunition.The SAW was developed through an initially Army-led research and development effort and eventually a Joint NDO program in the late 1970s/early 1980s to restore sustained and accurate automatic weapons fire to the fire team and squad. When actually fielded in the mid-1980s, the SAW was issued as a one-for-one replacement for the designated "automatic rifle" (M16A1) in the Fire Team. In this regard, the SAW filled the void created by the retirement of the Browning Automatic Rifle (BAR) during the 1950s because interim automatic weapons (e.g. M-14E2/M16A1) had failed as viable "base of fire" weapons.
Early in the SAW's fielding, the Army identified the need for a Product Improvement Program (PIP) to enhance the weapon. This effort resulted in a "PIP kit" which modifies the barrel, handguard, stock, pistol grip, buffer, and sights.
The M249 machine gun is an ideal complementary weapon system for the infantry squad platoon. It is light enough to be carried and operated by one man, and can be fired from the hip in an assault, even when loaded with a 200-round ammunition box. The barrel change facility ensures that it can continue to fire for long periods. The US Army has conducted strenuous trials on the M249 MG, showing that this weapon has a reliability factor that is well above that of most other small arms weapon systems. Today, the US Army and Marine Corps utilize the license-produced M249 SAW.
From Concept to reality : Implementing Lean Managements DMAIC Methodology for...Rokibul Hasan
The Ready-Made Garments (RMG) industry in Bangladesh is a cornerstone of the economy, but increasing costs and stagnant productivity pose significant challenges to profitability. This study explores the implementation of Lean Management in the Sampling Section of RMG factories to enhance productivity. Drawing from a comprehensive literature review, theoretical framework, and action research methodology, the study identifies key areas for improvement and proposes solutions.
Through the DMAIC approach (Define, Measure, Analyze, Improve, Control), the research identifies low productivity as the primary problem in the Sampling Section, with a PPH (Productivity per head) of only 4.0. Using Lean Management techniques such as 5S, Standardized work, PDCA/Kaizen, KANBAN, and Quick Changeover, the study addresses issues such as pre and post Quick Changeover (QCO) time, improper line balancing, and sudden plan changes.
The research employs regression analysis to test hypotheses, revealing a significant correlation between reducing QCO time and increasing productivity. With a regression equation of Y = -0.000501X + 6.72 and an R-squared value of 0.98, the study demonstrates a strong relationship between the independent variables (QCO downtime and improper line balancing downtime) and the dependent variable (productivity per head).
The findings suggest that by implementing Lean Management practices and addressing key productivity inhibitors, RMG factories can achieve substantial improvements in efficiency and profitability. The study provides valuable insights for practitioners, policymakers, and researchers seeking to enhance productivity in the RMG industry and similar manufacturing sectors.
Maximize Your Efficiency with This Comprehensive Project Management Platform ...SOFTTECHHUB
In today's work environment, staying organized and productive can be a daunting challenge. With multiple tasks, projects, and tools to juggle, it's easy to feel overwhelmed and lose focus. Fortunately, liftOS offers a comprehensive solution to streamline your workflow and boost your productivity. This innovative platform brings together all your essential tools, files, and tasks into a single, centralized workspace, allowing you to work smarter and more efficiently.
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Catalytic leadership - TriAgile - final
1.
2. Define Catalytic Leadership
Relationships of Leadership, Change, and Culture
Leadership Concepts to Support Change:
1. Anyone
2. In the Small
3. Environment, Support, and Trust
Some Byproducts
3. A show of hands…
Who has had trouble with…
• Having people follow you as you tried to introduce ‘Agile’?
• Keeping good people as you went through change?
• Getting people to initiate change?
5. Catalyst :: an additional substance
that through its participation
increases the rateof a
(chemical) reaction and with
less energy
Wikipedia Definition (paraphrased)
11. Top 5 Reasons Agile Projects Failed
Company philosophy/culture at odds w/core agile values
Lack of experience w/agile methods
Lack of Management Support
Lack of Support for Cultural Transition
External pressure to follow traditional waterfall processes
Ability to Change Org Culture 55%
General Resistance to Change 42%
Pre-existing non Agile Framework 40%
Personnel w/Agile Experience 39%
Management Support 38%
Sources: VersionOne State of Agile Survey 2016
Culture
12. • These same reasons have shown up!
• Just some mild shuffling around in percentages and
order.
• Consistently at the top is inability to change
organizational culture
Sources: VersionOne State of Agile Surveys 2010-15
14. Decisions Habits Culture
Evolutionary Theory of Economic Change,
Richard Nelson & Sidney Winder, 1982
15. Most organizations don’t make fully rationale decisions
those decisions are unknowingly steeped in their habits.
Evil is committed
by
the well-meaning
The Power of Habit, Charles Duhigg
19. This means anyone can be a leader.
Corollary: you only have the authority
granted to you by others;
meaning you have constraints imposed
by their willingness
20. “It’s often easier to ask for forgiveness
than to ask permission.”
- RADM Grace Hopper
22. For meetings you conduct, could you do ANY of these?
• Post purpose and agendas in room
• Send these out in the invite
• Make these agenda items questions to answer vs bullet point lists
(“In what way will we measure the impact of this solution?”)
• Send out read-aheads before meetings
• Create a parking lot for off-topic items
• Use time-boxes on particular discussion points
• Use exercises vs free-form discussion
• Provide a visual means for seeing progress during the meeting
(Checklist, Meeting Kanban, pile of index cards with the topics on
them)
• Solicit input ahead of time for the agenda and find out concerns
• Use the invite lines: Required, Optional, FYI (that it is occurring)
What of these are synergistic? Which ones require another
one to be in place?
23. When learning information from another, could you
do ANY of these?
• Ask open-ended questions (Turn yes/no questions into --
what options do you think we have?)
• Ask about what things are most important
• Repeat/paraphrase what you heard and ask if you have
it right?
• Listen for changes in HOW the person tells you the
answer, not only what they say
• Be mindful of your own facial expressions or body
language
24. Something to remember…
Leadership in a traditional sense
tends to view it in terms of linear
transactions and roles, not organic
relationships between people
exerting influence.
-Gerald Weinberg
(paraphrased)
25. • In 1 min, by yourself, write down as many reasons as
you can think of as to WHY either of my examples
(learning info from another or conducting meetings)
may exert influence.
• Then pair up and for the next 2 min share and refine
your answers.
• After that, get into groups of 4, share your answers and
select prioritize what you feel are the most important
reasons.
• Also determine one thing that could derail it and
• how you might try and mitigate that.
• You have 4 min. Elect a spokesperson
• Lastly, your spokesperson will share the top answer
that has not been previously selected – AND – if any
the other answers that were previously selected.
26. A show of hands…
Could you…
• Introduce this in a meeting you attend?
• Suggest this as a way of ‘brainstorming’ ideas?
You just experienced a
Liberating Structure
called 1,2,4,ALL
27. For the next two slides,
record each concept you can
do where permission is
unnecessary.
28. Some other
Liberating
Structures
TRIZ /
List what you can do to get worst possible result
Doing any of that? (be brutally honest)
Create actions to eliminate these behaviors
Appreciative Interviews /
Have another tell a story of something most proud of…
What made that possible?
Five Whys /
Ask why at least 5 times
Gets to root-cause
Lean Coffee /
Generate topics of interest
Prioritize
Openly Discuss in a timebox
Decide on actions to take
Vote to continue or dismiss
WINFY /
You generate what you need
ID who you need it from
Get unambiguous responses
from providers
The Surprising Power of Liberating Structures – Lipmanowicz & McCandless
Open Space /
Get a space
Create an invitation
Right people
Right time
Over when over
Only thing that could happen
Law of Two Feet
29. Some Fearless Change Patterns
Fearless Change and More Fearless Change – Manns & Rising
discuss the ideas at Brown Bags as everyone enjoys food
find an interested Guru, convert them, so they are on Your Side
get a Champion Skeptic,
someone that is critic on the inside
create a Big Jolt by giving a well-known person
an invitation to present on the topic
periodically reflect to have an Evolving Vision
Piggyback on other ideas, work, or meetings to get the idea heard
show Sincere Appreciationto those help you
show your passion as an Evangelist
find the Go-To Person for different critical issues
where you need help
Advertise Your Successes
39. • Cognitive Empathy
• Curiosity
• Commitment
• Communication
• Work to understand
what is impacting people
• Ask questions; look for
root-cause (not blame)
• Follow-through on
decisions
• Conversations and
dialogue about change
and alignment
40. Trust ∆s
how decisions are congruent with opening
vulnerability between co-workers, and
between co-workers and supervisors
(granting authority), which improves the
climate
41. “Leadership is a two-way street,
loyalty up and loyalty down. Respect
for one's superiors; care for one's
crew.”
- RADM Grace Hopper
42. Trustor’s
Propensity
Trust
Perceived
Risk
Risk Taking in
the Relationship
Authority
Benevolence
Integrity
Factors of
Perceived
Trustworthiness
Outcomes
Model of Organizational Trust
“An Integrative Model of Organizational Trust”; Mayer, Davis, & Schoorman;
Academy of Management Review; 1995; page 715 (available at JSTOR)
Vulnerabilty
43. Trust Examples:
Small (low risk) assignments
Promises made (integrity)
Congruence with stated intention (benevolence)
Decisions made and not over-turned (authority)
45. • Creating change in the small improves the ability
for trust to be given (show vulnerability), perceived
risk is lower
• Positive outcomes improve perception (advertise
successes from Fearless Change)
• Asking for help (another Fearless Change pattern)
increases trust based on benevolence
• WINFY (Liberating Structure) also increases trust
based on benevolence
• Creating trusting relationships increases safety
46. • Opens up more engagement
• Uses our normal networks to spread ideas
• Improves culture, trust, and ultimately change at a
natural pace
• Helps people align with purpose
47. “When divorced from purpose,
people focus on mastery. What they
do masterfully may benefit nobody.
But it is important to them.”
-
Who has had trouble with…
Having people follow you as you tried to introduce ‘Agile’?
Getting people to initiate change?
Keeping good people as you went through change?
Not only adapting, but initiating experiments to create change…