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Recently, I sat down with Carl Oxham, Tax Partner with PwC Canada about the topic he is most passionate about – emotional intelligence and it’s growing importance in leadership.
In this discussion, we get specific about why EI is becoming a hotter topic, how to get good at it, and why it matters for Agile.
Carl is an engaging, knowledgeable and gifted speaker – this was a fun conversation for me, and I hope you enjoy it!
In much the same way that technical evolution makes old tools and techniques unnecessary and extinct, it is time for us as leaders to shift fire away from the mechanics of agility to the logistics of applying and spreading agile properly – not just in the IT realm, but to all of business, work and life. Agile is no longer new and fresh; it is a tool in the toolbox, and everyone should know and understand the basic ideas and practices; freeing us up to advance the craft and apply it to new and exciting problems.
in the morning, and:
– Noting your wins – what went well?
– Stating your lessons learned, based on your reflections on the day and how it went
– Stating your gratitude again (once more, based on your reflections on the day)
• The words you choose have an impact on your internal state; which alters your beliefs, and affects your ability to act with courage and certainty
• The words you choose also impact the state of those around you; and likewise their determination and certainty to act in alignment with the teams values and goals.
The only way to find a partner is to meet a lot of people and have a lot of conversations.
The only way to get that book written is to have a lot of ideas you can play with.
The only way to find a solution is to have lots of experiments that you’re willing to try.
It’s all a numbers game. You have to have lots of lines in the water in order to catch the fish.
• Focusing on delighting the customer is the edge – that most businesses miss
• You can minimize the bottom line all you want, but isn’t it easier to maximize the top line? In fact, what good are efficient processes and policies if you have no revenue because you have no customers?
• What is the cost of replacing or retaining a customer? Is focusing on the bottom line still cheaper?
• An Agile practitioner must support Customer Delight by not only creating shared values and advertising them at the sprint, daily, and momentary level, but also by trusting the teams….not only setting targets for how we live our values, but letting them actually go out and do the footwork of delivering it.
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