In my last article, I introduced you to the five key skills of a co-creative leader. I also went into more detail around the skill of being a voice among many in the conversation. This article is the second in a series of articles on co-creative leadership. In it, we will explore the next key skill, which is how co-creative leaders unleash the leaders around them.
Networking is a skill, and like all skills, it is something that is learned and developed. While it may seem like there are many “natural” networkers out there, understand that they became this way over time.
Early in my years as a consultant and change agent in organizations, I noticed a pattern I like to call “the Moses effect”: When I began consulting engagements, there were times where it was almost as if the waters parted upon my arrival, so that the change we were working on could happen.
The problem was that as soon as I walked away, the waters returned to their original bed. I wondered for the longest time why this was happening, and one day the answer came to me. I was not building the capacity in the people that would allow them to sustain the change we were making.
Steffan Surdek, an organizational coach with Pyxis Technologies, teaches teams to adopt an Agile approach to their workflow. He is the agility master and his focus is on building collaborative teams in software development.
Steffan shares his own pitfalls as a leader and consultant along with his favorite experiential exercises. Listen to hear how to create a safe place to experiment and make mistakes. He helps you learn how to come from a place of non-judgement. They discuss Agile philosophies and the difficulties consultants often face when coaching client organizations to confront their own resistance to change.
This interview was originally published on the LeanChange.org web site in August 2015.
In 2014 at the Gatineau-Ottawa Agile Tour conference, I saw Jason Little present about a tool he called the Team Change Canvas pulled from his book “Lean Change”. I was very intrigued at the time by how I could potentially use this tool to support the change we were bringing to teams with one of my clients.
After experimenting with the tool for six months, I reached out to Jason earlier this year to thank him for presenting the tool and to let him know I had used it with multiple teams this year. He invited me to do an interview for his web site and as we were both going to be at the Agile 2015 conference, we spent some time together and recorded the interview there.
Il y a quelques années grâce à un ancien collègue, j’ai découvert le livre Tribal Leadership écrit par Dave Logan, John King et Hailey Fisher-Wright. Ce livre parle de cinq stades de développement de groupes. Dans ce billet, je vais vous faire une introduction légère et rapide à ces stades.