As a leader are you struggling to find a way for your team to improve and have that change stick? Here’s a thought: What if the point isn’t to have change stick?

Successful organizations look at change as the way we work. This is where Leading for Change comes in. Leading for Change requires all of us, regardless of our title, to take a different approach in leading ourself, the people around us and the system.

Drawing from my upcoming book of the same title, I will help you start thinking of leadership in a different light. We will start by looking at how you lead yourself, then expand into leading those around you. Finally we will examine what it means to lead a system so you, the people and the system will never stop improving.

Leading for Change is about providing the leadership in support

As a customer how do you define “value”? What does it take for a business to shift Value from "Meh" and create “Wow” experiences?

Why does the software industry struggle to deliver valuable results? Every team I work with talks about delivering valuable features. When I question how they define value I might get text book answers about ROI, sales, efficiencies or other quantifiable measures. Although they are important measures, I don’t believe “Wow” comes from anything you can quantify. If that’s true then how do we get from Value to Wow without going broke?

We will start by examining two similar customer experiences. Both experiences are valuable, but one is over the top in terms of “Wow!”. Using these as a basis we will examine the system of delivering value at the corporate, team, employee and customer levels. There’s no magic formula to creating “Wow!” moments but if can align your system you might have a chance of creating a few.

Performance appraisals are one of the most frequently criticized talent management practices in agile organizations. The criticisms range from their conflict with the agile values to their having a destructive impact on the relationship between managers and their subordinates. Let's talk about how we can transform this huge "individual" process in a "ecosystem" process that respects the agile values, gets people happy & engaged, and allows to improve the organization ecosystem.