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Leadership [clear filter]
Monday, August 5
 

10:45

The Emergence of Integral Leadership: Shifting the Structure of our Attention (Michele Madore, Michael Spayd)

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:

Speakers
avatar for Michele Madore

Michele Madore

Co-Founder, Managing Partner, Trans4mation
My passion is just to be an instrument of real change. My company is Trans4mation, and what I know is that transformational type change lives in our hearts, minds, and habits, individually and collectively. The future of our organizations and our world is really about learning how... Read More →
avatar for Michael Spayd

Michael Spayd

Co-Founder, Managing Partner, Trans4mation, LLC
My purpose is to help individuals, teams and organizations wake up to their inherent potential and highest purpose. Over my 18 years in the Agile community, I have brought in many tools and perspectives from the worlds of professional coaching, organization development, systems coaching... Read More →


Monday August 5, 2019 10:45 - 12:00
Maryland Ballroom D
 
Tuesday, August 6
 

09:00

Lead the Play: Leadership Lessons from Space Pirates (Derek W. Wade)
Limited Capacity seats available


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:

Speakers
avatar for Derek W. Wade

Derek W. Wade

President, Kumido Adaptive Strategies
Derek W. Wade is the founder of Kumido Adaptive Strategies, an organizational performance consultancy specializing in cognitive/learning science. His human-centered approach has improved hundreds of collaborative efforts across a broad range of industries from healthcare to finance... Read More →


Tuesday August 6, 2019 09:00 - 10:15
Maryland Ballroom B

10:45

Make It Easy: A Very Simple Approach to Continuous Improvement (Woody Zuill)

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


Speakers
avatar for Woody Zuill

Woody Zuill

Independent Agile Guide, Independent Agile Guide
I've been a software developer for 36+ years, and I'm an Agile enthusiast. I work as an Independent Agile Guide. I worked with the original "Mob Programming" team at Hunter Industries, and have been instrumental highlighting "No Estimates" concepts. I've enjoy sharing my Agile experiences... Read More →


Tuesday August 6, 2019 10:45 - 12:00
Maryland Ballroom B
 
Wednesday, August 7
 

10:45

Will the Real Agile Leader Please Stand Out? (Christopher Avery, Michael Sahota)
Limited Capacity filling up


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:

Speakers
avatar for Christopher Avery

Christopher Avery

CEO, The Responsibility Company
UNLOCKING YOUR NATURAL ABILITY TO LIVE AND LEAD WITH POWER. Christopher Avery "The Responsibility Process guy" is a reformed management consultant. After a decade helping corporations help smart, ambitious professionals find ways to cope with lives they don't want and think they... Read More →
avatar for Michael Sahota

Michael Sahota

Culture & Leadership - Trainer & Consultant - Certified Enterprise Coach, Agilitrix (Independent Consultant)
Michael K Sahota guides and teaches leaders how to create high-performance organizations. As a Certified Enterprise Coach (CEC), Michael has created a proven system for leading organizational change through a practical playbook for high performance. His model for Consciously Approaching... Read More →


Wednesday August 7, 2019 10:45 - 12:00
Maryland Ballroom D

14:00

A Playbook for an Agile Manager (Chris Philipsen)
Limited Capacity full
Adding this to your schedule will put you on the waitlist.


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:

Speakers
avatar for Chris Philipsen

Chris Philipsen

Enterprise Agile Advisor, Insight
I am an Agile mindset enthusiast - let's talk about what it takes to flip the switch, how to work with the organization, and how to help leaders!


Wednesday August 7, 2019 14:00 - 15:15
National Harbor 12/13
 
Thursday, August 8
 

09:00

Empathy: A Keystone Leadership Habit (Paul Tevis)
Limited Capacity filling up


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:

Speakers
avatar for Paul Tevis

Paul Tevis

Coach & Facilitator, Vigemus


Thursday August 8, 2019 09:00 - 10:15
National Harbor 4/5

10:45

The Voice of the System (Stephan van Rooden)
Limited Capacity seats available


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:

Speakers
avatar for Stephan van Rooden

Stephan van Rooden

co-owner, Entrepreneurability
People Developer | Professional Scrum Trainer | Parttime FarmerThis is what I do:To enable entrepreneurial abilities (taking initiative, making strategic and business decisions, innovate and bear the risk)To bring to life ideas, talents and skills in an economy driven by purpose... Read More →


Thursday August 8, 2019 10:45 - 12:00
National Harbor 12/13

15:45

Yin and Yang of the Self-Managing Organization: A New Role for Management and Leadership (Michael Hamman)

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:

Speakers
avatar for Michael Hamman

Michael Hamman

Founder, Evolvagility


Thursday August 8, 2019 15:45 - 17:00
National Harbor 2