Creating an environment where self-organizing teams thrive and perform can be challenging; you’ve tried adjusting the composition of the team, introducing communication tools, facilitating resolution of conflict, providing feedback training, etc. yet engagement is not where you want it and you are looking for ways to boost performance. The good news is that there is science available to help team leaders understand why they are not getting the outcomes they hoped for with their teams.  

In this talk, one of the authors of the Harvard Business Review-published Team Emotional Intelligence (TEI) concept and an enterprise transformation coach explain the next generation team framework, called Inspired Teams, which builds on TEI. At the end of this session, participants will understand the 4 keys leaders and coaches can use to create an environment where teams can transcend high performance and unleash Inspired Teams to delight customers and create breakthrough performance. They will also take away practical tools for creating Inspired Teams.

How do you effectively do Scrum when you need multiple teams to work on the same product? What kind of patterns and structures should we create to support empiricism and self-organization at scale? And how do you get started? 

This session explores these questions by uncovering the rules, principles and guidelines behind Large Scale Scrum (LeSS). Ram Srinivasan also discusses the two LeSS frameworks and provides guidelines on which one may be more appropriate for you.  You will learn how the role of management changes in a LeSS organization.  Ram also will share his success and failure stories and will provide guidances on what will make your LeSS adoption more successful

What does John F. Kennedy's "We choose to go to the moon in this decade...", the recent organizational change that you had, and your latest update on social media have in common? Have you ever thought why well-intended, perfectly valid logical ideas fail to appeal to people?

One of the best ways to communicate with people is through a story. Stories or narratives help you to connect with the hearts and minds of your audience. An emotionally engaging story affects more areas of the brain than rational, data-driven messages - meaning that they are far more likely to resonate with people you lead. Realizing this, the importance of storytelling as a tool has gained prominence in organizations.

So what sort of stories can you tell in a business context? And an eloquent leader uses different narrative patterns of storytelling to achieve different outcomes. Learn about the skill of storytelling to communicate your vision, spark action, have people collaborate at work and transform your organization.

What does John F. Kennedy's "We choose to go to the moon in this decade...", the recent organizational change that you had, and your latest update on social media have in common? Have you ever thought why well-intended, perfectly valid logical ideas fail to appeal to people?

One of the best ways to communicate with people is through a story. Stories or narratives help you to connect with the hearts and minds of your audience. An emotionally engaging story affects more areas of the brain than rational, data-driven messages - meaning that they are far more likely to resonate with people you lead. Realizing this, the importance of storytelling as a tool has gained prominence in organizations.

So what sort of stories can you tell in a business context? And an eloquent leader uses different narrative patterns of storytelling to achieve different outcomes. Learn about the skill of storytelling to communicate your vision, spark action, have people collaborate at work and transform your organization.

How do you effectively do Scrum when you need multiple teams to work on the same product? What kind of patterns and structures should we create to support empiricism and self-organization at scale? And how do you get started? 

This session explores these questions by uncovering the rules, principles and guidelines behind LeSS. Ram Srinivasan also discusses the two LeSS frameworks and provides guidelines on which one may be more appropriate for you.  You will learn how the role of management changes in a LeSS organization.  Ram also will share his success and failure stories and will provide guidances on what will make your LeSS adoption more successful

 It is not a question of if a team is going to have a conflict; it is a question of when. Equipping them to deal with conflict is more than creating agreements or having a good facilitator. We look at a conflict model that focuses on dynamics of conflict by understanding- 1. Cognitive skills:self-awareness about triggers, hot spots, emotions,behaviors. 2. Emotional skills:reading emotions, body language, balancing emotions, using curiosity 3. Behavioral skills:understanding others’ perspectives and needs, avoiding 8 destructive behaviors, embracing 8 constructive behavior. In an organizational setting, it is important to understand the source (culture, interdependence, incompatibility, personality, power, etc.) and types of conflict (cognitive vs. affective). Creating awareness about conflict processes, retaliatory cycles and building a conflict profile can empower teams engage in constructive disagreements. 

It is not a question of if a team is going to have a conflict; it is a question of when. Equipping them to deal with conflict is more than creating agreements or having a good facilitator. We look at a conflict model that focuses on dynamics of conflict by understanding- 1. Cognitive skills:self-awareness about triggers, hot spots, emotions,behaviors. 2. Emotional skills:reading emotions, body language, balancing emotions, using curiosity 3. Behavioral skills:understanding others’ perspectives and needs, avoiding 8 destructive behaviors, embracing 8 constructive behavior. In an organizational setting, it is important to understand the source (culture, interdependence, incompatibility, personality, power, etc.) and types of conflict (cognitive vs. affective). Creating awareness about conflict processes, retaliatory cycles and building a conflict profile can empower teams engage in constructive disagreements.

Have you ever had an experience where someone said "I know how it feels ...", and felt that they really meant it? Servant leaders must strive to understand and empathize with others in order to lead agile teams. It sounds simple, but is not easy. In this session,  Ram Srinivasan will explore the brain science behind empathy and offer suggestions on how to develop this skill.

How do you effectively do Scrum when you need multiple teams to work on the same product? What kind of patterns and structures should we create to support empiricism and self-organization at scale? And how do you get started? 

This session explores these questions by uncovering the rules, principles and guidelines behind LeSS. Ram Srinivasan also discusses the two LeSS frameworks and provides guidelines on which one may be more appropriate for you.  You will learn how the role of management changes in a LeSS organization.  Ram also will share his success and failure stories and will provide guidances on what will make your LeSS adoption more successful

Have you ever had an experience where someone said "I know how it feels ...", and felt that they really meant it? Servant leaders must strive to understand and empathize with others in order to lead agile teams. It sounds simple, but is not easy. In this session,  Ram Srinivasan will explore the brain science behind empathy and offer suggestions on how to develop this skill.

It is not a question of if a team is going to have a conflict; it is a question of when. Equipping them to deal with conflict is more than creating agreements or having a good facilitator. We look at a conflict model that focuses on dynamics of conflict by understanding- 1. Cognitive skills:self-awareness about triggers, hot spots, emotions,behaviors. 2. Emotional skills:reading emotions, body language, balancing emotions, using curiosity 3. Behavioral skills:understanding others’ perspectives and needs, avoiding 8 destructive behaviors, embracing 8 constructive behavior. In an organizational setting, it is important to understand the source (culture, interdependence, incompatibility, personality, power, etc.) and types of conflict (cognitive vs. affective). Creating awareness about conflict processes, retaliatory cycles and building a conflict profile can empower teams engage in constructive disagreements.

With my (then) origanization adopting Agile, I was anointed as the Agile Coach. I was told to "coach the teams" to be Agile. Trying to do my best, I ended up learning (or rather imitating) a few techniques and games that experts used without having a firm understanding of what coaching is.  I also wondered why Agile is not sticking. But when I was introduced to the world of professional coaching, my entire prespective on what coaching is changed. 

My goal for this session is to help the participants understand what coaching is by having them see a live coaching session. The coachee(a volunteer) brings the agenda (a professional/personal situation or relationship which has been challenging to them) and participants will see the coachee getting coached. We then debrief the session, looking at various skills, and  traits that a good coach should have. We also look at one of the basic coaching models which has been extensively used in the coaching industry. By the end of the session, participants will leave with a better understanding of what coaching is, and how it is different from teaching, consulting and mentoring.

It is not a question of if a team is going to have a conflict; it is a question of when. Equipping them to deal with conflict is more than creating agreements or having a good facilitator. We look at a conflict model that focuses on dynamics of conflict by understanding- 1. Cognitive skills:self-awareness about triggers, hot spots, emotions,behaviors. 2. Emotional skills:reading emotions, body language, balancing emotions, using curiosity 3. Behavioral skills:understanding others’ perspectives and needs, avoiding 8 destructive behaviors, embracing 8 constructive behavior. In an organizational setting, it is important to understand the source (culture, interdependence, incompatibility, personality, power, etc.) and types of conflict (cognitive vs. affective). Creating awareness about conflict processes, retaliatory cycles and building a conflict profile can empower teams engage in constructive disagreements. 

Why are some leaders socially adept while others show lack of maturity? Why some teams are high performing teams and others just are not? Ever wonder why people behave the way they behave? I did too.  As a coach, my quest to help teams collaborate better (and organizations create great culture) took me through an extraordinary journey through the maze of gamification, motivation, psychology, coaching, system thinking, organizational development and group process, and interpersonal neurobiology. Through this journey, I discovered why Lean/Agile principles are brain-friendly and how they help teams and organizations. In this session I share some of the insights that I have gained applying some of these principles coaching teams and organizations. You will also learn how you can share these concepts with other and gave teams and organizations a “language” to have crucial conversations, thereby increasing the system’s (team/organization) self-awareness.