We learn the most when things go wrong - leading leaders to #extremeOwnership and #noBlame culture

location_city Toronto schedule Nov 5th 02:15 - 03:15 PM place 202 ABC people 32 Interested

If I had a dolar for every time, I heard a CEO, product owner, scrum master or a manager complaining about their teams not caring enough about projects, other team members and users ...

If I had a dolar for every time, I heard a leader asking for advice on how to stop "blaming games" and "political bureaucracy" in his/her organisation...

We learn a lot about an organisation, its culture, and real values not during the times of enormous profits, successful product deliveries or CEO monthly motivational speeches but during the times of greatest struggles. We learn and find out who the real leaders are in moments when everything goes wrong, and everyone is making excuses and finger-pointing at other members or external factors. No one is to blame, and no one knows whose fault was the latest issue? The horror stories of firing employees on the spot, tearing down teams, bullying and threats are familiar to all of us.

I genuinely believe that it does not have to be this way. I believe that there is a more effective way of leading the organisation, teams, and individuals. We have the most extraordinary opportunity to improve, make an impact and improve when things go wrong.

We just have to change our approach to blame and ownership. Together we will learn how to reconsider your leadership skills and how to use them to accomplish team mission effectively. I want the audience to experience what extreme ownership means for them and what it means to be entirely responsible for all possible outputs. Participate in a challenge to create a team with a #noBlame approach to their mistakes. At the same time develop teams where psychological safety establishes an environment where uncomfortable conversations and creative conflict solutions can thrive.

I want to share impactful lessons learned from building teams and company that tries to behave differently in moments of failure. How we started to appreciate opportunities created by accidentally removing production database, what we learned by forgetting to communicate with each other or follow agreed processes, and what happened when we declined to do a very profitable project. How we are seeing signs of people owning their projects entirely, taking responsibility and changing others around them. How we train leaders on all level of organisation and how we share more and more responsibilities with them. Experience our approach to blame concept and #noBlame culture we champion and value.


Outline/Structure of the Talk

  • Consider what is an impact of poor leadership for organisations and teams
  • Introduce failure as an opportunity to improve
  • Introduce #extremeOwnership concept for leaders
  • Experience a detailed view and practical lessons of leadership effectiveness, dealing with under performers, believing in your mission, leading your subordinates and your bosses and managing your own ego
  • Learn how to grow leadership skills in your organisation and team
  • Introduce #noBlame concept, practical application and impact on culture
  • What to do on Monday on your return to the office?

Learning Outcome

Learn what it means to be an effective leader

Learn how to improve your leadership skills by understanding what extreme ownership and responsibility means

Learn how to embrace and train leadership skills within your organisation and team on all levels.

Learn how to build #noBlame teams that embrace tough conversations, conflicts and failure

Target Audience

Leaders, Executives, Managers, Scrum Master, and Agile coaches

Prerequisites for Attendees

  • Consider what it means to be a great leader.
  • Consider how you current organisation/team deals with blame, excuses and responsibility
  • Consider how to grow leadership skills within your team.


schedule Submitted 1 year ago

  • Pawel Kaminski

    Pawel Kaminski - Practical use of Theory of Constraints - the story about bottlenecks, introducing change and win-win conflicts resolutions

    Pawel Kaminski
    Pawel Kaminski
    schedule 1 year ago
    Sold Out!
    90 Mins

    A perfect introduction to the Theory of Constraints in 3 acts. Three compelling stories that represent crucial aspects of ToC including bottlenecks, introducing change in organisations and resolving conflicts to create win-win solutions.

    Let us start with ToC premise that at least one constraint limits the achievement of the goal by any system. For the system to improve, the bottleneck has to be identified and exploited.

    Experience the pressure felt by ToC experts dealing with "largest marine oil spill in the history" and how creatively and orderly they approached that challenge. I want to share their story and my experiences finding bottlenecks, exploiting them and achieving a higher throughput of value in projects.

    ToC has a fascinating way of looking at introducing change into teams and organisations. Participate in considering some uncomfortable "facts" that we all know and believe about our failures. With the help of Eliyahu Goldratt, we will reconsider why some of our attempts at changing the situation around us failed or deliver limited benefits in comparison to initial promises. We will learn what to do next time we face the same dilemma.

    Finally, I want to recognise conflicts and ToC way of approaching disagreement resolutions. With the help of the audience, we will build pragmatic Evaporating Cloud to show how to create win-win solutions, forget about compromise and increase understanding between parties. The audience will experience and learn how to stay calm, tips and tricks on how to tackle conflict and how to grow empathy and their conflict solving abilities.

    Three stories are bringing essential concepts of the Theory of Constraints to life. We will consider the WHY behind the ideas, HOW to practically implement them and WHAT they can do for you, your team and organisation. Fundamentally we will try to answer three crucial questions:

    • What to change?
    • What to change to?
    • How to change it?
      by helping you, find bottlenecks, control the introduction of change and its outcomes and create an environment where conflict is a potential source of interesting conversations.