Today's topic is inspired by my conversations with some dear friends and colleagues Hazurasingh Siviya 🔑 Sanjiv Augustine 🎯 Bob Payne Maggie Spivey ... Thank you!
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When you have no power you have many options!
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Frequently, leaders avoid negotiation! Learning to negotiate well is important for leaders in a Scaling Agility initiative for several reasons:
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I have often noticed that large-scale change efforts, including Scaling Agility, are boring and lack Energy!
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Making 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:
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How well does Scaling Agility play in the Ecosystem of Corporate Priorities?
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When 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:
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How do you partner with your busy Executive Business Partners? How do you create trust in your Leadership of Scaling Agility Initiatives? How do you involve their trusted leaders in your initiatives to help them? Managing Business Partners in their roles is up next:
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How do you manage your manager in a Leading Scaling Agility Initiative? What is their role in Leading Scaling Agility? Are you both a team?
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