Agile camp2016 leadingothers

 Simon Sinek: Why good leaders make you feel safe

“Great Leaders know how to lead other leaders”
 What impact did your leaders have on you or other leaders?
 Were those leaders inspired to achieve ambitious goals because
of their leaders?
 Were you or others more productive?
Did they…?
 Help leaders understand their own unique leadership talents?
 How to maximize risk taking?
 How to clarify and implement their own vision as leaders?
 Did they support failure?

 Not confined to job titles – Have the biggest thinkers in the
room
 Leaders ask “Why not____” instead of “Why”
 Leaders dream BIG –
 Tommy Johnson (AFLAC) “If you don’t have dreams so big that you
want them with your whole being, dreams so big that nothing will
stand in your way, then as a leader you are dead.”
 Alex Kinnier (Google Product Marketing Manager) “My first
instinct is to not just do what I’m told. I do what I think is right for
the business.”
 As a leader you have not failed if you have not held onto your
leader
 Let them shine, break rules, create disruptive and profitable
breakthroughs and help their peers get over feeling threatened

 Coaching matters more
 Thinking matters more
 Your example matters more
 Conversation matters more
 Influence matters more

As Warren Bennis and Burt Nanus noted in Leaders, “The
problem with many organizations, and especially the ones that
are failing, is that they tend to be over managed and underled.”
 Expectation is that leaders will lead (no Leaders in Training)
 Stop waiting for another leader to tell you what to do
 Creating the opportunity for leaders to develop vision for the
future
 Let go of control
 Allow teams to make decisions and support decisions
“The only failure you need to worry about is the failure to do
something”

 There are 2 guarantees in life: Taxes and Death
 The one guarantee in business: CHANGE
 Organizations that dominate the market and competition have
leaders that know how to lead through change as well as bring
out the best in their people during times of uncertainty
 Leadership: Leading Change

 2013 survey of global senior executives by
Strategy&/Katzenbach Center revealed that the success rate of
major change initiatives is only 54%
 WHY??
 “Change Fatigue” – making too many changes
 A loss of faith – results come too slowly
 Not enough input from employees – don’t have the ownership in
the initiatives

 Stay purpose driven
 Create a culture high on purpose
 Leverage strengths from existing culture
 Bring people together and leverage talent pool in
collaborative manner
 Communication must be constant
 Great communication is required to create great
relationships
 Clear and repetitive communication
 Navigate through conflict

 Invest in your people
 Most important people are the ones that work with you and
are expected to carry out the vision
 Organizations passionate about developing and building
their people are the ones that win
 Protect the people
 Find the informal leaders
 Persist until you succeed
 A detailed plan can only get you so far
 Backbone of organizations that thrive during times of
change
 Set the tone when leading through change
 Face change head on and keep moving forward

 Actions and Behaviours of Leaders
 Why change fails and how Leadership can lead through times
of change.
 Tools
 Delegation Board

Agile camp2016 leadingothers

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