Agile2019

Abstract:
In 2018, I was looking for a better method to interview and hire people. I had been an independent Agile consultant for over three years by then, and I had simply run out of time I could give to my clients. Every single day was booked out with classes, coaching sessions, or meetings. If I wanted to grow my business further, there was no other choice. But the thought of hiring always scared me. What if I get the wrong person on board?
The science and statistics of hiring were not on my side either. Daniel Kahneman, in his book Thinking Fast and Show, claims that employers make hiring decisions based on pure intuition after a few short interviews, and such procedure is almost useless for predicting the future success of recruits. Multiple social science studies claim that managers hire people who look like them, talk like them, and think like them – not the best strategy to grow a successful business. Thankfully, Kahneman's book led me to Paul Meehl. Meehl's Clinical Versus Statistical Prediction work outlined a few simple steps that help rid of cognitive biases and hire the best person for the job using statistical data. It worked well for me too and, I want to share the technique with you. This workshop will teach a better, scientific method to hire winning candidates.

Learning Outcomes:

• * Learn about the research behind interviewing and hiring
• * Understand more about cognitive biases
• * Determine key traits necessary for candidates to succeed in the new position in your company
• * Create an interview pack for your company based on the scientific method

Attachments:

• 20170729 Scientific Method to Hire Great Scrum Masters.pdf

Abstract:
Agile, or any kind of organizational transformation, requires a level of leadership equipped to skillfully navigate their organization through massive change, in both the external and internal dynamics that are present throughout the change. That level of leadership goes beyond just outcome-creating (Creative) leadership, and extends to the next stage, which is Integral Leadership. Integral Leadership is built on an integral mind, one that is able to hold polarities, unresolvedness, tension and contradictions. We've been using The Leadership Circle's developmental tool to talk about moving from the Reactive to the Creative. This development allows for a person to move from the Competent Manager, to the Visionary Leader, who operates from passion, rather than fear-based Reactivity. The developmental shift to Integral Leadership moves the focus on 'Results' & 'Relationships' to a focus on the 'Whole'. This developmental shift to Integral Leadership allows for Servant Leadership, with the whole system's welfare as their focus, and operates from a place of compassion. It is Integral Leadership that has the developed capacity to lead transformational change.
In this session, we will take a practical and fun approach to explore each person's own orienting quadrant and potentially inherent translations (perceptions) of other's orientations. Being able to skillfully see another person's way of seeing things requires us to first understand our own way of seeing. As transformation leaders and coaches, our ability to shift our structure of attention to focus on the whole, rather than coming from our own inherent bias', is the single most deciding factor as to how far we can take our organizations and our clients. This session will help you see why Integral Leadership is a developmental journey and an imperative for the next stage of leadership needed in our world.

Learning Outcomes:

• - Understanding the context for Integral Leadership and Transformation
• - Understanding the Universal Model of Leadership (The Leadership Circle), from Reactive to Creative to Integral
• - Exploring Integral Leadership and the Integral Mindset
• - Exploring the developmental path to Integral Leadership

Attachments:

• 19-3407-Agile2019_Wash_PP_16-9_1 - ver 3a.pdf

Abstract:
Making sense is too important to do alone. We each see a part of the puzzle. It's only when we combine our collective sense of what's going on that we see more of the reality around us. Too often, it remains hidden. We need this collective wisdom to make sense of volatility, uncertainty, accelerated change, and ambiguity in order to respond.
Did you know there is a framework for having a Collective Sensemaking conversation? And, if done properly, it develops the thinking of everyone involved? In this session, you will observe a live demo with a detailed breakdown of the demo to illustrate the power of this approach. You will then have an opportunity to practice yourself. Come to this interactive workshop and learn how you and your organization can apply this framework to better respond to the challenges you face.

Learning Outcomes:

• * Describe the Sense-and-Respond pattern
• * Recognize the power of Collective Sensemaking in catalyzing deep individual growth and development
• * Understand and demonstrate Collective Sensemaking and its value in co-creating solutions
• * Explain the link between developing Collective Sensemaking and the impact on our leadership capabilities
• * Understand key nuances in the practice and application of Collective Sensemaking
• * Apply Collective Sensemaking to your own problem-solving
• * Demonstrate the kind of interactions and attitudes needed for Collective Sensemaking
• * Explain how the practice of Collective Sensemaking can significantly impact the quality of relationship within groups (e.g. in meetings) and teams

Attachments:

• WE make more sense than me - PDF.pdf
• WE make more sense than me-Ex-Qs.pdf

Abstract:
Does your leadership stance spark joy?
Would you like to clear clutter from the complex system where you lead?
How do you cultivate an Agile mindset for yourself and others?
Open Space Events like Agile Coach Camp, or a regional Agile Open Conference, or an internal Open Space Company event can spark joy, and help you cut through the clutter surrounding you in the systems where you lead. Can Open Space Technology be life-changing for leaders?
This session asks; "What can a leader learn from the principles and law of an Open Space Event. How can that radically enhance their practice of agile leadership and spark joy in themselves and others?
We will explore leadership in autonomous, self-organising teams as well as leadership that supports autonomous self-organising teams. We will also explore ways to improve an organisation's level of agility, and we will look at psychological safety.
If you're a leader at any level — including manager, founder, scrum master, product owner, coach, or developer—I invite you to explore the principles (and one law) of open space with other leaders who share your passion in this session. I invite you to deepen your leadership with the practice of holding space.
This is not a session about Open Space Agility (in case you were wondering). Nor is it a session for training new open space facilitators (although open space facilitators may pick-up some tips). This is is a session about how the agile adjacent practice of "holding space", which comes from Open Space Technology, can deepen leadership at all levels. This workshop will explore how this practice can be one of the allusive keys to leading with an an agile mindset.

Learning Outcomes:

• Describe the principles of Open Space and explain how they relate to agility in an organisation and support it
• Learn practical ways to enhance your leadership stance by enabling and following the "law of mobility"
• Explain "holding space" and relate it to systems thinking.
• Understand new ways to lead by "invitation"
• Discuss practical ways to encourage autonomous self organisations and name related agile practices both well-known and emerging
• Create a plan or stance for open space leadership when you return home

Abstract:
What if you could organize and motivate people to double their highest-expected productivity goals?
The future of leadership is emerging to guide 21st-century organizations beyond the small, cross-functional, green-field software development teams of the 1990s. Agile enterprises must respond to emerging markets, provide unity of purpose to workers with conflicting motivations, and foster order when change is the only constant. Agile leadership must cope with distributed teams, "gig economy," diverse skill-sets, and the impact to morale of unexpected changes. But the measure of success is still delivery to the market: volume, quality, reliability.
Early in 2017, a group of several hundred independent players of the futuristic massively-multiplayer video game Elite:Dangerous faced all the above organizational challenges yet still managed unprecedented delivery to their market. And they did it despite the "me first" culture of online games. We'll explore the structural, social, and cognitive factors which enabled this large distributed team of casual volunteers to deliver twice as much as their nearest competition. And we'll uncover how to amplify those factors in your own workplace.
You'll learn the powerful effects of making individual contributions visible, expanding the scope of your regular team synchronizations, having a loose leadership hierarchy, and encouraging diffusion of innovation. And you'll see how community engagement is an essential quality of a servant leadership culture. This is a compelling story about leadership that's relatable to anyone regardless of their interest in or experience with Agile, online gaming, or space pirates.

Learning Outcomes:

• At the end of this session attendees should be able to summarize, and identify application opportunities in their own organization, the lessons highlighted by the case study:
• 1. Seeing complexity in the workplace -- The leadership challenges in the modern workplace result of interactions between internal/external forces, from systems and people. Knowing what components make your workplace more complex helps you target your interventions.
• 2. Visibility is more than cards on walls -- Expose opportunities for individuals to contribute emergent best practices to the whole organization.
• 3. Self-organization doesn't mean chaos -- Leadership networks must be allowed to form and be visible. Hierarchy isn't all bad. It takes "just enough."
• 4. Learning is the new productivity -- To be a fast, resilient organization, encourage experimentation over compliance.
• 5. Servant leadership is more than removing impediments -- It's actively working to create a culture of engagement

Attachments:

• DerekWWade_LeadThePlay_75m_Distribute.pdf

Abstract:
Why does it have to be so difficult?
"So much of what we call management consists in making it difficult for people to work." ~Peter Drucker
It seems it is clear that there is often a "right way" or "best practice" for many tasks in the modern workplace - but is that clarity real, or just a trick that we play on ourselves?
Over time I've found that the biggest successes I've experienced in software development have been the result of finding ways to Make It Easy for people to excel in their work, and to connect and interact as humans. Many others have noticed this as well. For example, let's consider this wonderful quote:
Saying "Hey everyone, we need to cut costs!" doesn't work nearly as well as "Let's make our work easier!" ~Mark Graban
But why is this so elusive? Is it the system of work we follow?
"The system disables performance. For most managers this is hard to see. What they see is people 'behaving badly'." ~ John Seddon
Here is what I'd like us to consider:
• What would it look like if everyone at work was able to contribute their best, and to excel in their work and life?
• What would the result be if this could be achieved?
• Can we make our work easier?
• What would it take to make this a reality?
• Is this about systems thinking and values and principles, or strategy, or techniques, or just "hiring the right people"?
There is a lot of research and writing about system thinking, teamwork, open workspaces, flow, velocity, biases, assumptions, frameworks. How can this help us? I suspect It isn't the workers, or the managers, or the leaders - there are some folks who seem to be finding a way that works for them and their workplace - can we all find a path?
I've been using "Make it Easy" for a number of years and we're going to explore this simple idea: Every day let's find something we need to do, and find a way to make it easier or unnecessary.

Learning Outcomes:

• You will hopefully learn about:
• What a better workplace might be like
• Awareness of the things that are blocking us
• Finding a path to a better workplace
• First steps to try
• How can we identify something to "Make Easy"
• How might we go about making that thing easier or unnecessary

• MakeItEasy_WoodyZuill_Agile2019_DC.pdf

Abstract:
Agile approaches have downplayed the role of management. Too many people say, “We don’t need no stinkin’ managers.” On the contrary. We need managers to create and refine the agile culture and create leadership capability across the organization. Without a modern management mindset, any agile transformation dies a quick and ugly death. Instead, it’s time to invite managers to change their mindset to enhance an agile culture.
Agile managers value collaboration over resource efficiency and multitasking. They value autonomy over micromanagement. And, they value delivery over spreadsheet-based management.
These agile managers reject the contemporary myths of utilization and the indispensable employee. They reject the illusions that they can manage by spreadsheet or that time spent at work is a useful measure. They reject the traps of process standardization and that people don’t need to time to learn.
Learn to see and create management excellence for your agile culture.

Learning Outcomes:

• Learn to see the myths, traps, and illusions that prevent management from achieving leadership excellence and agility.
• Learn actions to bypass these myths, traps, and illusions.
• Learn the basis of management thinking patterns that do not serve agile teams or organizations.
• Learn ways to invite your or your manager's thinking patterns to change.

Attachments:

• Worksheetfor Modern Management Mindset Workshop.pdf
• ManagementMindset.pdf

Abstract:
There are many suggestions dealing with Agile-friendly performance appraisals, which promise to rely on trust, honesty, respect, safety, and servant leadership. The Agile Manifesto does not address performance appraisal although it does generally mention regular and frequent feedback, which can also be applied to performance evaluation. Two related methods, Beyond Budgeting and Sociocracy, offer interesting approaches to agile performance review. In this session we want to present these two different performance appraisal approaches, how they're are supported by the values of BOSSA nova (short for Beyond Budgeting, Open Space, Sociocracy & Agile) and want to invite the participants of this workshop to discuss the synthesis of the two approaches.
This session looks at several real-world examples from actual companies including Accenture, Equinor, and Google.
The first principle of Beyond Budgeting asks to “engage and inspire people around bold and noble causes; not around short-term financial targets,” the eleventh principle advocates: “Evaluate performance holistically and with peer feedback for learning and development; not based on measurement only and not for rewards only.” Thus, the main strategy of Beyond Budgeting is to separate (financial) bonuses from performance evaluation and to use relative and not fixed targets as a foundation for the evaluation.
Sociocracy suggests holding 360 degree in-person meetings. The person being reviewed should request it when needed, not just on a rigid annual basis, and perhaps not just once in the year. In the 360 degree meeting, the organization itself can be critiqued in the review - “the way we organize is causing performance problems.” Similar to Beyond Budgeting there is a focus on the vision and mission of the specific department as well as the overall company as a source of inspiration and motivation. The output of the performance review meeting should be a development plan that the immediate group of supervision, peers, and subordinates consent to.
Based on BOSSA nova, we invite participants to dive into what Beyond Budgeting and Sociocracy combined offer for performance appraisals. Participants will take away insights that they can use in their organizations.

Learning Outcomes:

• Get to know the performance evaluation approach of both Beyond Budgeting and Sociocracy
• Understand the strengths and weaknesses of the Beyond Budgeting and Sociocracy performance appraisal approaches
• Explore possible synthesis of the two approaches
• Take-away concrete ideas on how to improve the performance evaluation in your organization

Attachments:

• PerformanceAppraisals.pdf

Abstract:
Have you ever regretted getting defensive or sending an email while angry? Emotional self-management is especially important for leaders because all eyes are on you - your behaviors are more visible than others employees, who expect you to be a role model.
This session is for leaders who want to manage their emotions instead of letting emotions manage them. You will develop the capacity to empathize instead of react by applying a simple kinesthetic process to translate an emotional trigger into constructive dialogue. In this lively and practical session, teams will spar by testing how quickly they can extinguish a verbal fireball with empathy instead of making a "career-limiting reaction." By playing this game, you will learn to speak free of blame and judgment and reveal the deeper human needs that drive our behavior. This technique is based on Nonviolent Communication (NVC), a set of principles and practices that promote empathy, inclusion, collaboration and innovation.

Learning Outcomes:

• Apply a kinesthetic process to empathize instead of react.
• Use constructive language to express yourself without judgment or blame.
• Demonstrate self-awareness and self-empathy by identifying the deeper human needs that drive behavior.

Attachments:

• Check Yourself Lorraine Aguilar Agile 2019.pdf
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Abstract:
A recent HBR article referenced a survey where leaders were found to be uncomfortable with employee conversations. To the tune of ~ 70%. These were simple conversations and not crucial or pivotal conversations. These were even harder for leaders to engage in. A second HBR article/survey on self-awareness showed that while over 85% of leaders felt they were self-aware, only 15% actually were.
Net-net, as leaders, we generally suck at communications and we don’t even know it. But never fear.
In this session, we’ll do two things. First, we’ll share some useful tools and frameworks for your leadership conversational use. But more importantly, we’ll break up on a Dojo format and give you a chance to practice your conversations across a wide-variety of agile transformation scenarios. You can pick one of mine or come up with your own, but everyone will get the chance to refine their situational conversational skills.
Which are the very ones a successful agile adoption needs from you as you envision, engage, and guide your teams through the change.

Learning Outcomes:

• Setting the stage with some HBR research and findings on leadership communication and self-awareness.
• A set of communications tools to help frame and execute more effective crucial conversations.
• Practice and practice of several conversations in a Dojo-style group, so that you take away some practical ideas and experience.
• Each Dojo session will end with a retrospective/critique, helping to increase your self-awareness.

Attachments:

• Leadership Coaching Dojo - REDUX.pdf
• Leadership Coaching Dojo, v3_compressed.pdf
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Abstract:
Like an improv show, companies are unscripted and start with nothing. Everyone is figuring out as they go.
Whether they realize it or not, business leaders are improv comedians. Great business leaders and great improvisers adapt to change, build trust among teams, communicate clearly, and make decisions with limited information.
Considering the similarities, I and others have discovered some things improv comedy can teach leaders. During this interactive session, we’ll do improv games and exercised, popularized by theatres that have trained world-famous comedians like Tina Fey and Steven Colbert, to help leaders strengthen leadership skills.
This improv session replaces podiums, tables, and desks with group activities and exercises that get people to practice new skills as opposed to just listening to someone talk about them. In addition to developing important skills, improv is so much fun!

Learning Outcomes:

• This session is targeted at managers and leaders inside the company who want to develop their own leadership skills, as well as walk away with the tools and methodologies to develop leaders in their teams and companies.
• Attendees will leave this session with:
• Improved leadership skills, including, but not limited to the ability to make decisions with limited information, communication skills, emotional intelligence and empathy
• Knowledge about how to apply improvisational principles to their leadership practice
• Ideas for how to develop and inspire leaders, with fun and laughter
• Confidence in their leadership abilities
• Less fear
• A way to handle changing environments and the changing learning needs of others
• A strengthened ability to think quickly
• Exercises and games they can play with their teams to share their ways of practicing leadership
• A huge smile on their face!

Attachments:

• Improv4 One Pager *.pdf
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Abstract:
Mix it up with an outrageously distinguished panel and moderator exploring agile leadership.

• What is it?
• How is it different?
• How do you become an agile leader?
• What works?
• What doesn’t?

Leadership -- much less agile leadership -- is a complex reality. There’s no one right way, no proven Top 5 traits, no single approved developmental path.
Instead, there are multiple valid perspectives with complimentary, interlocking, and sometimes even conflicting patterns. But patterns are sure to emerge.
Provocatively moderated by Jake Calabrese, the diverse panel includes

• Angela Tucci, CEO, Apto
• Tricia Broderick, Coach at Agile For All
• Soo Kim, Executive Director, English Services Media Operations, CBC
• Michael Sahota, Agile Culture & Leadership - Trainer & Consultant
• Christopher Avery, The Responsibility Process Guy

Get ready for an Agile Panel: You’ll be involved the whole way by providing questions and responding to polls from start to finish.
We’ll laugh, gasp, and be amazed together. Don’t miss it.

Learning Outcomes:

• Fill your palette by exploring leadership as a complex reality with multiple valid perspectives
• Get inspired with your own path for growing leadership
• Discover what leadership styles resonate with you
• Learn the growth paths and personal transformation required to develop other leaders
• Decide for yourself who’s a real leader and who’s not

Attachments:

• Agile2019 Leadership Panel Handout Final.pdf
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Abstract:
You have worked hard to get where you are – paid your dues, learned from your mentors, and done things the way they’ve always been done. Now your company has adopted Agile! A different mindset takes hold, and you feel lost. Your job clarity is gone; day-to-day activities are confusing; and management oversight gets lost with cross-functional teams. What now?
This interactive session will discuss how a traditional manager can adapt to be part an Agile organization. Big picture topics include how the role adds value to the staff and the organization, including how to provide vision and take charge of your group’s culture; tangible topics include introspection about leadership style and adapting everyday manager job responsibilities to an Agile mindset. Finally, we will hash out real life ideas and suggestions for how to handle every day management challenges.

Learning Outcomes:

• Understand differences between traditional and Agile organizations
• A new mental model for what a manager needs to provide for the team and organization
• Learn about yourself and your own leadership style
• Actions you can take to adopt and become a great Agile manager

Attachments:

• Agile2019 - An Agile Managers Playbook.pdf
• Agile2019 - The Agile Managers Playbook Canvas - Handout.pdf
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Abstract:
When the people of an organization embark on their quest for increased agility, they are essentially begin working on the opposite side of a paradox that has been ignored. Often times, though as they take their journey, they begin experiencing the downside of now ignoring the the traditional, control-based approach and there is an outcry to revert. A dilemma is created.
What are these paradoxes? Well, the first four you encounter are described in the Agile Manifesto’s values. If one could have both sides of the “over” statements easily, we’d take them. Successfully maximizing the appropriate upsides of each side of these values while minimizing the downsides becomes a swinging pendulum to manage. This becomes key to leading others in your organization. If you are a manager, team leader, or executive trying help your organization get traction, then this session will provide some new insights into how to balance change with stability.
These four values are just the start of the paradoxes that will emerge as you take your journey. This workshop will help you use a technique called Polarity Management to help manage the upsides and downsides of this balancing act so that you can lead people effectively. Once out in the open, dilemmas created with a swing one way or another become easier to handle and perhaps can even be avoided.

Learning Outcomes:

• Recognizing the paradoxes within an organization’s Agile Journey
• Applying the Polarity Management technique to understand and manage them effectively
• Understanding how to depict your paradox using a Polarity Map

Attachments:

• Agile Leadership Journey-Leading People-Managing Paradoxes.pdf

Abstract:
“How information is communicated to employees during a change matters more than what information is communicated. A lack of audience empathy when conveying news about an organizational transformation can cause it to fail.” –Patty Sanchez
As a leader, do you struggle to build trust, influence others, give effective feedback, and enable collaboration? This session will explore how empathy – the ability to understand others' needs and ensure that they know that you understand them – is what Charles Duhigg calls a "keystone habit", a behavior change that unlocks other cascading behavior changes and why that habit is critical to leaders' success. Along the way, we will examine the particular challenges that leaders face and give you seven simple tools to enhance your practice of empathy.

Learning Outcomes:

• Participants will describe what keystone habits are
• Participants will identify what makes empathy a keystone habit for human relationships and its particular importance for leaders
• Participants will discuss seven ways to improve their practice of empathy
• Participants will choose one of the seven tools to try out in the next week

Attachments:

• Empathy_A_Keystone_Leadership_Habit.pdf
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Abstract:
How can you as a leader discover what is going on in the organization, culture and foremost, the system?
Are you a leader and faced with continuous change in your organization? Having more work to be done than you have the people to deliver these results? Are you planning on making the necessary changes to organize the work to be done? You'd better start looking for the voice of your system and start to listen!
Why is this important now? The way organizations work, are in a continuous state of change or even reorganization. And those who move with this change, win! This puts tension on the system, and it speaks through the Voice of the System. How to recognize the voice of your system to grow, as a leader, with your team(s) and as an organization?
In this session you will learn what the Voice of the System is? Who is the voice and what is their purpose? Why is it there and why it’s important for leaders to know who the voice of their system is? You will experience the power of this voice and hear real life examples of what happens when you ignore this voice and why it will never go away!

Learning Outcomes:

• What is the Voice of the System?
• Experience how this Voice of the System works
• How to recognize the Voice of the System
• Know what the purpose is of this voice
• How to deal with and use this voice
• Hear real life examples of ignored voices of the system and the impact it has on organizations.

Attachments:

• The Voice of the System - Agile2019.pdf
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Abstract:
Are you struggling to build a positive agile culture and foster the agile mindset? Juggling countless tasks and multiple stakeholders’ expectations in a volatile environment with little or no time? Unsure whether the decisions you make are the best to deliver successful business outcomes?
The most effective agile leaders are those who invest in their own personal development as well as the development of those around them. Transparent, flexible, adaptive and supportive, the agile leader encourages and empowers teams to become autonomous and high performing. Core personal skills such as self-awareness, emotional self-management, and social awareness are the basis of emotional intelligence, which is a key indicator of leadership success. Mindfulness is a foundational skill that can grow and deepen emotional intelligence and successful agile leadership.
In this session, you will hear why mindfulness is the secret ingredient to develop effective agile leadership. Beyond just simple awareness, you will learn how mindfulness help leaders to show up as the very best versions of themselves. Through mindfulness, you will improve your focus, think more clearly and make better decisions that lead to more successful outcomes.
We will take you beyond individual meditation, sharing techniques to apply mindfulness in meetings, presentations and everyday activities, to build greater self-awareness in your teams, and to help you become a more inspirational agile leader.

Learning Outcomes:

• What mindfulness is and how it helps agile leaders become more effective
• How mindfulness can help increase your focus, enable clearer thinking and better decision making to benefit you and your teams
• How to practice mindfulness and practical ways to introduce and use it within your teams and wider organisation
• The Elements of Mindful Success - how mindfulness enables greater awareness and better leadership

Attachments:

• Mindful Agile Leadership Agile2019 Final.pdf
• Elements of Mindful Success.pdf

Abstract:
As organizations begin to truly embrace the principles of a self-managing organization, much of what traditionally constitutes “management” is carried out by people throughout the organization. What then becomes of the role of organizational management and leadership?
In this session, you will encounter a new way of thinking about the role of management and leadership: one that shifts from managing for the things people do (and need to do) in order to realize key organizational initiatives—to attending to the growth of inner capability in people so that they find themselves managing themselves to do the things that need to be done in order to realize key organizational initiatives.
Such inner capability makes possible conditions which support the emergence of a truly "Self-managing" organization--a notion of "self-managing" in which what people are able, ultimately, to self-manage is their own inner sensemaking complexity. Such an enhanced capacity for more complex sensemaking yields a greater range of competencies and skills, translating into action that is more adaptive, more congruent, and more effective.
This wide-spread sensemaking capacity--supported by very specific and deliberately adopted practices--and the range of effective action it yields, makes possible--and ultimately calls for--an entirely new kind of role for the organizational manager and leader who genuinely seeks to grow a deep and sustainable agile culture. What is the nature of this role, and what are the practices and activities by which it is defined? In this session we address this question head on.

Learning Outcomes:

• Develop insights regarding the role of management and leadership in catalyzing the kinds of inner development needed for a thriving and sustaining organizational agility.
• Learn about a practice framework which defines aspects of this new role.
• Understand leadership as a deeply systemic organizational quality and what you can do to foster the emergence of such a leadership in your own organization.

Attachments:

• Management Agility - excerpt from Evolvagility by Michael Haamman.pdf
• mHamman Yin and Yang of the Self Managing Organization -- Agile 2019 FINAL.pdf