The last article introduced the use of the STORMMES Model © in co-creating the relationship agreement with the client. In this article, we take a closer look at competency 3 Establishes and Maintains Agreements.
The first three competency markers in this section help us to understand what a good relationship agreement contains.
In this workshop, Brian Miles explores how leaders create environments that navigate the complexity of interpersonal relationships, overcome the human element of barriers to change, and support the growth and engagement of their employees.
Brock and Erkan are exploring the interplay between Waterfall and Agile, and how organizations can manage the resulting dynamics to their benefit. They introduce the concept of Polarity Management, which can be used to get the most out of any change effort. They also discuss a new concept called Integrated Agile, which aims to help organizations leverage the upsides of both Waterfall and Agile.
Heidi discusses the criteria for hiring a great agile team and for growing a more high-performing team; drawing from experience from her extensive background in teamwork and collaboration, and pulling from sources such as the Google Aristotle study, Patrick Lencioni’s Five Dysfunctions of a Team, Stanley McChrystal’s Team of Teams, and others.
Many think that coaching is all about asking powerful questions. That is an incorrect assumption. Coach there to help the client in whichever way available to gain new awareness. Direct communication is the key.
The past decade of Digital change has been one of disruption. Uncertainty, VUCA, Complexity have emerged as new concepts in business. Leadership had to adapt, notably with agility. But who would have predicted what happened in 2020 and the pandemic? The world seems to have turned upside down in a matter of weeks. Change is inevitable, or businesses shut down. It is also a time to explore new possibilities. This talk will explore how good leadership through the crisis is in fact no more than great Agile leadership: Developing autonomy, promoting alignment, creating strategic clarity and keeping collaboration going by creating remote first working practices.
CAGE/NCAGE: 94KJ0
WBENC WBE: WBE2400333
WBENC WOSB: WOSB240190
TX HUB: 21142387
NCTRCA SBE: WFSB43707N1125
NCTRCA WBE: WFWB23570N1125