Aligning company-wide mindsets when leading Scaling Agility is important for the following reasons:
Read MoreNext, we look into aligning Habits. Aligning habits when leading Scaling Agility is important for several reasons:
Read MoreYour organization's language patterns are deeply rooted in the culture and norms. Success creates a strong belief in words and phrases that resonate and lead to results. Scaling Agility means going deeper into the most resonant language patterns and accelerating the power of these words. Scaling Agility may also mean replacing current language patterns with new ones for the new Age of Agility. This is just the beginning of the iceberg!
Read MoreFrequently, leaders avoid negotiation! Learning to negotiate well is important for leaders in a Scaling Agility initiative for several reasons:
Read MoreI have often noticed that large-scale change efforts, including Scaling Agility, are boring and lack Energy!
Read MoreMaking an organization a "fertile ground" for change and scaling agility involves creating an environment that supports and encourages continuous improvement and growth. Here are a few ideas to start:
Read MoreWhen Leading Scaling Agility initiatives you often find yourself in dual organizations. John Kotter calls this a Dual Operating Structure. I would like to share my observations (via my earlier newsletters) about Management of Self and Others in Roles in these Dual Operating Systems:
Read MoreHow do you manage your manager in a Leading Scaling Agility Initiative? What is their role in Leading Scaling Agility? Are you both a team?
Read MoreManagement of self in a role during leading scaling agility initiatives requires a proactive approach to personal development, self-awareness, and effective self-management. Here are some strategies to manage oneself effectively in a leading scaling agility role:
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