The Mindful Manager
Navigating Complexity means navigating uncertainty. Dealing with uncertainty requires emotional maturity and clarity of thought.
Unfortunately politics and power games do more to obscure reality than they do to uncover it.
As managers, leaders and even customers, in order to truly harness the power of Agile, Lean and Design Thinking we need to cultivate an attitude of mindfulness and a sense of equanimity.
Outline/structure of the Session
- Humans make mistakes
- We've created systems with built in feedback (Lean, Agile)
- Humans are still not great at taking feedback
- Political systems are often built on top of rationalisation, not rationality
- In order to act more rationally (and therefore productively) we need to develop a greater sense of equanimity
- How judgement is a dual-edged sword
- That Lean and Agile tools are only as powerful as the people who wield them
- The most important asset of an "Agile Manager" is emotional intelligence and equanimity
- Leadership styles are re-inforced by followership styles
- Agile solves the uncertainty problem, not the software problem, but only if you let it
Anybody who manages others or makes decisions in the face of uncertainty