3 Mistakes You Are Making as a Leader
80% of managers believe they support their employees – 25% of employees agree!
Houston, we have a problem – what you don’t know can hurt you! Most leaders are unaware of how their own thoughts and actions work against their leadership objectives. Ineffective leadership fuels the top three impediments limiting your organization’s agility and growth – the fear of losing control, resistance to change and contrasting values.
Leadership Agility improves self-awareness, amplifies decision-making, improves outcomes and grows organizational resilience and capacity in highly complex and fast-paced environments. Through the art of story telling from his own personal experience, as well as the experiences of other senior leaders, Pete highlights six mistakes you may be unaware of in your own leadership practice, how they may be working against your intent, and how to reorient yourself to improve your leadership outcomes.
Outline/structure of the Session
This talk is presented as a series of stories from my personal life as well as stories from leaders whom I have coached over the years. It is a shorter version of a keynote presentation I have shared many times this year - The Five (Oops!) Six Mistakes You Are Making as a Leader.
Participants will learn that in order to become a more effective leader in a complex and fast-pace environment, they must
- refocus on their own development before focusing on developing others
- refocus on their own self-awareness before focusing on improving their skills
- refocus on learning through experimentation before focusing on delivering value
Executive Leaders, Enterprise Agile Coaches
schedule Submitted 3 weeks ago
People who liked this proposal, also liked:
Pete Behrens - Sustaining & Growing Business Agility 10+ YearsPete BehrensLeadership Agility CoachTrail Ridge Consulting
schedule 3 weeks agoSold Out!
Most organizations today are on a journey to adopt an agile approach. And while that journey is difficult, it is not where the majority fall down. The true challenge lies in the years ahead - in sustaining and growing your agility to truly impact your business in a meaningful way. There are a myriad of troubles ahead for agile initiatives to stall out and fail.
Discover the keys to sustaining agility from companies who have not only retained their agility for over 10 years, but have deepened and expanded agility to grow their businesses and surpass their competition. Salesforce.com is outpacing the market 800 to 1 since 2006, McKinsey & Company is rapidly growing a digital transformation profit center from an agile IT cost center since 2007. GE continues to expand their agility across all businesses since 2008.
Pete shares a key story behind the Salesforce.com agile transformation which underlines and illustrates the keys to sustaining and growing organizational and business agility.
David Horowitz - Want true agility? Give employees a voiceDavid HorowitzCofounder and CEORetrium
schedule 3 weeks agoSold Out!
We are facing an engagement crisis. There is a strong correlation between agile practices and employee engagement, and it's clear that one cannot work without the other. Employee voice is one of the key enablers for engagement. However, it is one of the least understood – and perhaps less practiced – aspects of engagement. Employees see problems. They have ideas, potential solutions, and experiments they'd like to run. But they feel powerless to effect the change they know is necessary. Over time, the cycle of active disengagement continues.
But it doesn't have to be this way! In fact, agile organizations already have the foundation in place to help individuals raise their voice and be heard - agile retrospectives. Unfortunately, most retrospectives currently do not have the positive ROI we would hope for or expect. Action items, learnings, hypotheses, goals, and other artifacts that come out of retrospectives are not shared with the rest of the organization in a systematic and impactful way.
This session is about the surprising connection between employee engagement, employee voice, and agile retrospectives. By providing teams with the solutions and support needed to run effective retrospectives, and by following through on the actions that come out of the discussion, you can empower individuals to become more engaged, productive and effective.
Turns out that effective retrospectives are more critical to business agility then you might have ever imagined.
Jonathan Smart - The Yin and Yang of Speed and ControlJonathan SmartHead of Development ServicesBarclays
schedule 2 weeks agoSold Out!
This is an experience report of the journey to adopt agile and lean principles and practices across Barclays Group (120,000 people, 40 countries, 327 years old, in the most regulated industry). We are 3 years into the firm-wide journey, This talk will share lessons that we have learnt. It will also focus on the yin and yang of Speed and Control, as this is a hard challenge in a highly regulated industry with thousands of Control professionals who are incentivised to avoid issues, not deliver at pace. On the
It will also focus on the yin and yang of Speed and Control, as this is a hard challenge in a highly regulated industry with thousands of Control professionals who are incentivised to avoid issues, not deliver at pace. On the surface, there can appear to be a conflict between speed and control.
Certainly, the traditional approach to control inhibits speed. As we are in our third year of firm-wide change in how we do what we do, we are starting to tackle the harder challenges. We are implementing at scale a radical change in how we comply to a huge amount of standards and regulation, this talk will share our learnings to date.