A couple of weeks ago, I mentioned that there would be three things coming to fruition this month, and here’s the first. Beginning Wednesday, April 30th and running for seven 2-hour sessions, I’ve adapted the 3-day classroom training Leading in a Transforming Organisation for a cohort-based format, renaming it to Leading in the Knowledge Economy, or LIKE. If you’re wondering how three days fits into 14 hours, here’s how: as well as the Zoom sessions, we’ll be making use of the Agendashift Academy’s video-based material also for some light between-sessions study also.
What is it? Well, from the booking page:
We’ll be answering some important questions about leadership and organisation, questions that become increasingly critical as our organisations become more and more information-dependent. In a nutshell: What does it mean to be creating the conditions for business agility when the critical resources are communication capacity, decision-making capacity, and the context everyone needs to make good decisions?
This course will change two things for you: how you think about organisations, and how you engage with their challenges. Our main focus will be the digital-age (though not necessarily technology-centric) organisation, in which product development, customer-focused service delivery, and organisational improvement are becoming increasingly integrated. With that come challenges of context and scale which process-based approaches are ill-equipped to meet.
At its heart is the Deliberately Adaptive Organisation, a fresh, complexity-aware, and ground-up reconstruction of Stafford Beer’s Viable System Model. The diagnostic power of this classic model remains unrivalled, and to it we bring a truly 21st century approach. We work with rather than against the grain of two key realities: that everyone’s experience of the organisation is different, and that they see different possibilities emerging for it, possibilities they may already be motivated to help bring about. We’ll be turning the traditional change management paradigm on its head!
Training participants are typically a mixture of leaders and practitioners, all with an interest in going beyond process-centric approaches to organisation and improvement.
I’ve actually scheduled two of these; there’s one for each of the summer and autumn terms. Take your pick! And between those, the next online TTT/F:
There are some early bird tickets available, so grab those while you can.
For a 30% discount on block bookings of three or more places, ping me. For government, public health (eg NHS), and NGO employees, discounts are available from the first seat and increase to 50% for three or more.
I’m also open to doing this privately, and for organisations considering adding LIKE or other Leading with Outcomes trainings to their internal leadership development curriculum, we even provide a path to self-sufficiency via our Authorised Trainer and Facilitator programmes.
That’s it for now – watch out for announcement #2 later in the week!
In short: it has been a busy week, and an exciting March in store!
This week was Train-the-Trainer / Facilitator (TTT/F) week. Intense in a good way, with lots to discuss – not just the Leading with Outcomes material and how to use it, but the real-world organisational challenges it inevitably surfaces and how they might be approached differently. Per my recent messaging of “not everyone attends with the aim of becoming a Facilitator or Trainer”, half the attendees came just to participate and learn.
Next week is Kanban Edge 2025, which I’m told is officially sold out. Congratulations Helen, David, and Glaudia! Watch out next week though for the first two of three exciting announcements; the third will come later in the month.
Finally, last week I was in brain dump mode at Morten Elvang’s Agile Strategy Meetup, squeezing way more than I should into a 30-minute speaking slot, plus another 30 minutes for questions. It’s not as polished as my keynotes, but the recording can be found here along with PDF, links, references, etc:
What is your view on strategy and its role and importance in an organisation. Any new trends or developments?
What advice do you have for people on how to best engage in the topic of strategy in their organisation?
Strategy, organisation, and engagement – my kind of gig!
Then this Thursday at 14:00 UK time (that’s 13:00 CET and 9am ET) and every Thursday except for the following two Thursdays when it clashes with other things, it’s “Office hours”, aka AMA, for “Ask Mike Anything”. The Zoom link is available via the Academy, via Slack, and for mailing list subscribers, I’ll include it in today’s email.
Next week
The next online Leading with Outcomes: Train-the-Trainer / Facilitator – the first since the one I did in person in India last December – begins a week on Monday on February 24th, spanning four consecutive afternoons UK time, beginning at 13:00 GMT, 14:00 CET, 8am ET, each session lasting no more than four hours.
As the weeks have counted down I’ve blogged about it a couple of times:
I won’t repeat what I said there except to say that please use coupon code BLOG15 for 15% off any of the ticket options – Facilitator, Trainer, or TTT/F Only. Book here:
I’d love to see you there! That won’t be it for March though – there are three things coming to fruition which I’ll announce separately in due course. Watch this space!
The next online Leading with Outcomes: Train-the-Trainer / Facilitator – the first since the one I did in person in India last December – begins a week on Monday on February 24th, spanning four consecutive afternoons UK time, beginning at 13:00 GMT, 14:00 CET, 8am ET, each session lasting no more than four hours.
Since I blogged recently about what’s new content-wise this time round, I’ve made some changes to ticketing options. The default option, the Facilitator ticket, still saves you £479 (your first year’s subscription) on the Leading with Outcomes Facilitator programme. This gives you access to the assessment tools, workshop materials, and so on. For access to training materials you can upgrade that at any time to a Trainer subscription, but if you know that’s what you want from the off, a Trainer ticket will save you a further £100.
In the abovementioned blog and elsewhere, I have said that not everyone who attends TTT/F does it with the intention of becoming a Leading with Outcomes Facilitator or Trainer. If that’s you, or if you’d like to check things out first, there is now a TTT/F Only ticket that comes without the above subscriptions. I do however throw in a regular Academy subscription, giving you access to the video-based, self-paced training material for your own study. Bargain!
As a valued reader of this blog, when making your booking, please use coupon code BLOG15 for 15% off any of the above-described options – Facilitator, Trainer, or TTT/F Only. Book here:
Leading with Outcomes from the Agendashift Academy “Leadership and strategy in the transforming organisation”
Leading with Outcomes is our modular curriculum in leadership and organisation development. Each module is available as self-paced online training or as private, instructor-led training (online or in-person). Certificates of completion or participation according to format. Its modules in the recommended order:
Individual subscriptions from £24.50 £18.40 per month after a 7-day free trial, with discounts available for employees and employers in the government, healthcare, education, and non-profit sectors. For bulk subscriptions, ask for our Agendashift for Business brochure.
To deliver Leading with Outcomes training or workshops yourself, see our Authorised Trainer and Authorised Facilitator programmes. See our events calendar for Train-the-Trainer / Facilitator (TTT/F) and Leading in a Transforming Organisation trainings.
At every scope and scale, developing strategy together, pursuing strategy together, outcomes before solutions, working backwards (“right to left”) from key moments of impact and learning.
(Comments are closed on this post but it is shared on LinkedIn here. Also, as of April 7th, Wholeheartedis out!)
One of the great challenges of organisation is ensuring that people have the context they need in order to make great decisions. The challenge is universal: were we to divide the organisation into thinkers and doers (a truly terrible idea but bear with me a moment), the thinkers need to know what’s really happening out there, and the doers need to know where the thinkers are headed (there’s a pun there surely). Without that essential context, and to quote my first attempt at some blurb for book 5:
Decisions made in good faith become bad decisions, taxing the organisation’s already limited capacities for communication and decision-making.
Furthermore:
With profound implications for every level of organisation, your organisation’s ability to adapt depends on leaders engaging with that key challenge
Let me offer four ways forward:
Optimise communication
Distribute authority
Build a more trusting and trustworthy organisation
Optimise attention and presence
That list is by no means exhaustive. In a very real way, any decent attempt at process or organisational improvement can be seen as an attempt to increase the organisation’s capacities for meaningful communication and decision-making, but I will suggest that you need all four of these approaches. And if that’s not enough, I’ll mention three upcoming opportunities to discuss these ideas further.
1. Optimise communication
Even on its own, this is a big, big topic. It includes the content of communication, its language, its timing, its quantity, its structure, also the means, routes, and directions of transmission. Consideration of its sources and destinations brings in things like intelligence-gathering, sense-making, and strategising. That then leads to structural concerns: if everyone hearing every last bit of detail from every part and aspect of the organisation would result in overwhelm, who should concern themselves with what, and at what level of abstraction? Put like that, organisational structure might need to be less about functional capabilities and much more about information.
2. Distribute authority
This then follows. Turn the Ship Around! author L. David Marquet puts it well: instead of moving the information to the authority, move the authority to the information. Localised decision-making concentrates communication; what comes out (if it needs to come out) is more distilled.
There is more than one way to understand Marquet’s principle. You can interpret it as one of leadership style – i.e. a willingness to delegate – or you might take it as an invitation to design a more optimal organisation structure and information architecture. Those interpretations are fine as far as they go, but things get much more interesting when you see it as a principle for adaptation. Follow through on it over time, and your decision-making capacity will distribute itself to meet your organisation’s business context according to where its informational and decision-making requirements are the most challenging. What you get is fit, and with that the sense that the organisation’s structure expresses something of its understanding of its business environment. In the jargon, it models it.
3. Build a more trusting and trustworthy organisation
The above notwithstanding, I’ve been through enough reorganisations to get more than a little cynical about them. I will resolve that paradox in book 5 with Organising without Reorganising, a whole chapter on techniques for “organising at human scale”. Here, the advice to build a more trusting and trustworthy organisation follows in a different way from the preceding.
The more that different organisational scopes trust each other, the less they try to manage each other, and the less information they need therefore to exchange. The more confident we are that exceptional conditions will be raised to our attention, the less bandwidth we need to devote to monitoring. The less noise, the less wasteful drain on both of those critical capacities for communication and decision-making. So much opportunity there!
That may seem obvious enough, but preliminary results from Olivier Bertrand’s PhD researchon our data suggest something intriguing: trust may need to precede trustworthiness. If I trust you, that increases your freedom to deliver, increasing your trustworthiness. If that sounds difficult, just reverse the roles! From whatever direction it comes, where you resent being over-managed, wouldn’t you rather be trusted?
4. Optimise attention and presence
Now for the bad news. If you thought that you could design the perfect organisation that made all these issues look after themselves, think again. The relationship between your organisation and its business context is an unequal one. There is no combination of formal structure and process that guarantees success; the numbers just don’t add up (it’s why Stafford Beer had to follow his famous book Brain of the Firm with The Heart of Enterprise, the latter to make that key admission). Bottom line, there is simply not enough communication and decision-making capacity to go round. Thankfully, the advice is not one of despair but of pragmatism. You can’t be everyone all at once, but at any given time, you can be somewhere, and you can make it count. Develop your instincts for what most needs your attention. Strive to be in the right place at the right time, even if that is only to be available and fully present to others. Calibrate your communication, focussing on intent and avoiding unnecessary prescription, creating space for competence and innovation. Nurture those same expectations in others, so that regardless of formal expectations and outside the normal routine, the right issues are engaged with at the right kind of level, the right conversations are had at the right times with the right people, and initiative can be rightfully celebrated, together with all of its accompanying learning.
You need all four
Don’t get me wrong: the formal stuff does matter. If organisation structures are getting in the way of doing the right thing, deal with that issue (which doesn’t necessarily mean dismantling them, rather that you take the issue seriously). If people are reluctant to make decisions on their own authority, you’ll need to deal with that issue too. If bad processes are consuming more decision-making capacity than they deserve, that’s typically a straightforward and highly rewarding issue to tackle. More tricky perhaps is a reluctance to let go, but nothing builds trust quite like delivery, and all of these measures help achieve that.
But don’t think that it will be enough. Your organisation needs attention and presence, yours and everyone else’s. Using those to the maximum is what organising is all about.
If you’d like to discuss these issues with me further, there are a couple of opportunities coming up shortly:
That first event (which is free) focuses on strategy, where the context challenge is most acute, strategising being constrained in ways it may not be aware of. TTT/F, which isn’t only for facilitators and trainers, explores deeply the deliberate avoidance of premature prescription by putting outcomes before solutions, to quote Agendashift principle #1. To Kanban Edge, it’s always a delight to be welcomed back into the Kanban community, where (as has been my assumed role for a long time) I try to complement its process perspective with an organisational one. And it’s where I’ll be launching Wholehearted! Last but not least, what is the fourth, i.e. LIKE? It’s the book, but in participatory form.
Also, if you know where to look – Agendashift Academy or the Agendashift Slack if you are a member of either – I am available for “office hours” on Zoom at 2pm UK time on Thursdays, except for the 27th when it clashes with TTT/F. Feel free to raise these topics or any other!
Leading with Outcomes from the Agendashift Academy “Leadership and strategy in the transforming organisation”
Leading with Outcomes is our modular curriculum in leadership and organisation development. Each module is available as self-paced online training or as private, instructor-led training (online or in-person). Certificates of completion or participation according to format. Its modules in the recommended order:
Individual subscriptions from £24.50 £18.40 per month after a 7-day free trial, with discounts available for employees and employers in the government, healthcare, education, and non-profit sectors. For bulk subscriptions, ask for our Agendashift for Business brochure.
To deliver Leading with Outcomes training or workshops yourself, see our Authorised Trainer and Authorised Facilitator programmes. See our events calendar for Train-the-Trainer / Facilitator (TTT/F) and Leading in a Transforming Organisation trainings.
At every scope and scale, developing strategy together, pursuing strategy together, outcomes before solutions, working backwards (“right to left”) from key moments of impact and learning.
In what has been a relatively busy month for the blog, this roundup has updates in two main categories, Wholehearted (i.e. book 5 and related) and Leading with Outcomes (curriculum changes, TTT/F, etc).
Wholehearted: Engaging with Complexity in the Deliberately Adaptive Organisation
One appendix aside, book 5 is all but complete. I’m happy with the main content, it’s being received well by reviewers, and I’m at the stage of reaching out to publishers. That last part could be a long process though! Two related posts meanwhile. First:
We still welcome new submissions to the global survey by the way. That means 1) you don’t need to wait for the book to see how the assessment is worded, and 2) that you can contribute to the research. Also, there are other ways in which it can be used; check out that post for details.
I won’t repeat it all here, but let me pull out this bit:
Not everyone joins TTT/F with the aim of becoming a Facilitator or Trainer. Some come for the challenge to existing ways of doing things that Leading with Outcomes brings. Some come for the conversation. Some come to hone their coaching skills, to add a strategy dimension to those, or, conversely perhaps, to bring a coaching dimension to their work as manager or consultant. Whatever your role, if you’re looking for participatory, outcome-oriented, and generative alternatives to managed change and the solution-driven rollout, you’ll be in the right place. Book now:
Similarly, three of this month’s top 5 most-read posts have been mentioned already. In positions 4 and 5 there are two popular classics, both of them Wholehearted-related:
Leading with Outcomes from the Agendashift Academy “Leadership and strategy in the transforming organisation”
Leading with Outcomes is our modular curriculum in leadership and organisation development. Each module is available as self-paced online training or as private, instructor-led training (online or in-person). Certificates of completion or participation according to format. Its modules in the recommended order:
Individual subscriptions from £24.50 £18.40 per month after a 7-day free trial, with discounts available for employees and employers in the government, healthcare, education, and non-profit sectors. For bulk subscriptions, ask for our Agendashift for Business brochure.
To deliver Leading with Outcomes training or workshops yourself, see our Authorised Trainer and Authorised Facilitator programmes. See our events calendar for Train-the-Trainer / Facilitator (TTT/F) and Leading in a Transforming Organisation trainings.
At every scope and scale, developing strategy together, pursuing strategy together, outcomes before solutions, working backwards (“right to left”) from key moments of impact and learning.
(This post is closed for comments but it is discussed on LinkedIn here)
Silke Noll, who is 1) the Agendashift community’s resident expert in all things intercultural, and 2) a member of book 5’s review team, said something interesting to me this weekend:
Are the findings about knowledge organisation simply due to the fact that Western language encourages the use of nouns, which results in categories of objects, and Eastern languages encourage the use of verbs, which the consequence that it is relationships that are emphasized?
Western languages force a preoccupation with focal objects as opposed to context. English is a “subject-prominent” language. … For Westerners, it is the self who does the acting; for Easterners, it is something that is undertaken in concert with others or is a consequence of the self operating in the field of forces.
Silke was quoting Richard Nisbett’s The Geography of Thought: How Asians and Westerners Think Differently … and Why. I haven’t read it myself, but it’s next on my list! We went on to discuss book 5’s deliberate use of verbs in the present continuous tense, or “-ing” words, to you and me. I observed that the corresponding noun forms can be a trap. Organisations act as though it’s enough to have certain things – a strategy and an execution capability, for example. Having seen a former employer lose 50 billion dollars that way – a catastrophic loss from which it was fortunate to survive – I think I may be allowed a degree of scepticism.
So… how does this “verbing” thing work?
Execution or, if you prefer, delivery, becomes delivering, discovering, renewing – three verbs for the price of one or two nouns! It’s not enough just to deliver; you need to be discovering what you should be delivering, which includes but is not limited to discovering how well the things you deliver actually perform in the real world. And if you are going to be delivering new things, you’ll need new capabilities. I could have used “developing” for that, but because in relation to products and software it means something more specific, “renewing” it is.
Now that the value-creating work (sneaking an “ing” word into a noun phrase) of that delivering-discovering-renewing space is seen as something more present and continuous, yesterday’s strategy won’t do – at least not for long. It becomes adaptive strategising, and its job is to ensure that the organisation (or organisational scope – this model is beautifully fractal) never runs out of options in a game whose rules may be changing. Not just reactive, “responding to change”, but proactive, prospective, anticipatory, making things happen.
The team that strategises together stays together
For any organisational scope that is meaningful enough to its participants that they identify with it, some of that strategising will be devoted to maintaining and sometimes challenging and even changing that identity (on the change part, think of the pivot as an extreme example). “The team that strategises together stays together”, one might say. A self-governing scope that is serious about sticking around goes further: it manages the balances between thinking and doing, planning and executing, and so on, even the three-way balance between delivering, discovering, and renewing. Key to long-term sustainability is adjusting those balances as conditions change.
Balance is no less important in the delivering-discovering-renewing space. You might follow world-class practices in the value-creating work, but if multiple people are involved and you are not coordinating effectively, much of their effort will go to waste. Neither though do you want people serving best-of-breed coordination systems (tools, processes, etc) that don’t work for them. It’s much the same with organising, which is what connects the adaptive strategising space with the delivering-discovering-renewing space; it’s counterproductive to organise around goals and plans in ways incompatible with capability and capacity, or for that matter those coordination systems. In fact, between the value-creating work, coordinating, and organising there is a three-way balance to maintain, four if you include the customer. Small wonder that in a single endeavour there can be multiple, contradictory views on what actual progress is being made, how everything is performing, and what its most important issues might be (which is one reason why a clear customer focus can be transformative).
Between the two “spaces” I’ve mentioned – delivering-discovering-renewing and adaptive strategising – balance is mostly accounted for by self-governing (that’s its job), but that’s not quite the end of the story. The capacities that an organisation or scope has for communication and decision-making are finite. To assume perfect information flow is to risk bad decision-making and further taxing those limited capacities. Whether strategy-related or delivery-related, decisions need context. It’s crucial to escape the routine for contextualising – think going to the gemba, managing by walking around, and sense-making conversations of various kinds. That’s central to mutual trust-building; this third space is responsible for ensuring that the other two understand each other so that the more trustworthy organisation can use its precious capacities effectively.
I could go on! In the relationships between and across different scales of organisation there are several strands: structuring (the work, the organisation, and by implication, its business environment), translating (between the different levels of abstraction that apply up and down the organisation), reconciling (between the strategies of related scopes), and more – connecting, participating, identifying.
Verb forms aside for a moment, the deeper magic here is a relational model. Things have relationships, they relate to each other. For better and for worse they constrain each other’s behaviours. Over time, they co-evolve, perhaps becoming structurally coupled to the point that they can’t be changed independently. More even than the things that they relate, relationships can be described as being in healthy and productive balance, departures from which likely indicate some kind of dysfunction. That’s powerful: if you’re at a loss to work out what’s wrong with something by looking at what’s inside, now you have several more perspectives and your range of potential solutions is greatly expanded. You might not even need a definitive diagnosis; mere possibility may be enough motivation for change.
But those “ing” words do matter. Think less about what you have and more about what is happening – what must be happening, because in this descriptive (as opposed to prescriptive) model, everything I have described really must be there. They might not be all working as well as they could, their relationships might not be entirely healthy and productive, but if enough people identify with an organisational scope strongly enough to care, all of those things will be there. Start noticing them and their relationships. Talk about them. See what happens!
Leading with Outcomes from the Agendashift Academy “Leadership and strategy in the transforming organisation”
Leading with Outcomes is our modular curriculum in leadership and organisation development. Each module is available as self-paced online training or as private, instructor-led training (online or in-person). Certificates of completion or participation according to format. Its modules in the recommended order:
Individual subscriptions from £24.50 £18.40 per month after a 7-day free trial, with discounts available for employees and employers in the government, healthcare, education, and non-profit sectors. For bulk subscriptions, ask for our Agendashift for Business brochure.
To deliver Leading with Outcomes training or workshops yourself, see our Authorised Trainer and Authorised Facilitator programmes. See our events calendar for Train-the-Trainer / Facilitator (TTT/F) and Leading in a Transforming Organisation trainings.
At every scope and scale, developing strategy together, pursuing strategy together, outcomes before solutions, working backwards (“right to left”) from key moments of impact and learning.
The next online Leading with Outcomes: Train-the-Trainer – the first since the one I did in person in India last December – begins on February 24th, spanning four consecutive afternoons UK time, beginning at 13:00 GMT, 14:00 CET, 8am ET, each session lasting no more than four hours.
It incorporates a number of recent improvements:
The Foundation module (session 1) is organised now into four sections (from three), making it easier to navigate – a benefit to trainer and participant alike
The two parts of the Inside-out Strategy module (sessions 2 & 3) have been switched around – the easier assessment debrief session now coming before the Discovery session, and the latter ending on a high with the recently reincorporated X-Matrix
Updated material for session 4 also, which includes highlights of the Outside-in Strategy and Adaptive Organisation modules and some relatively new material on workshop design options
TTT/F comes with a year’s free membership of the Facilitator programme, upgradeable to Trainer, both of which include access to our signature assessment tools. It also includes access to the self-paced video-based versions of the Leading with Outcomes modules for your own study (and potentially for use in other ways, but talk to me first).
Not everyone joins TTT/F with the aim of becoming a Facilitator or Trainer. Some come for the challenge to existing ways of doing things that Leading with Outcomes brings. Some come for the conversation. Some come to hone their coaching skills, to add a strategy dimension to those, or, conversely perhaps, to bring a coaching dimension to their work as manager or consultant. Whatever your role, if you’re looking for participatory, outcome-oriented, and generative alternatives to managed change and the solution-driven rollout, you’ll be in the right place. Book now:
Again, that’s four weeks away. This week, it’s roundup day on Friday, and via a conversation on Slack, Silke Noll got me thinking about a blog post with the provisional title “Verbing the nouns of business agility”. There – I’m committed now! Watch out for that midweek, either this week or next.
Leading with Outcomes from the Agendashift Academy “Leadership and strategy in the transforming organisation”
Leading with Outcomes is our modular curriculum in leadership and organisation development. Each module is available as self-paced online training or as private, instructor-led training (online or in-person). Certificates of completion or participation according to format. Its modules in the recommended order:
Individual subscriptions from £24.50 £18.40 per month after a 7-day free trial, with discounts available for employees and employers in the government, healthcare, education, and non-profit sectors. For bulk subscriptions, ask for our Agendashift for Business brochure.
To deliver Leading with Outcomes training or workshops yourself, see our Authorised Trainer and Authorised Facilitator programmes. See our events calendar for Train-the-Trainer / Facilitator (TTT/F) and Leading in a Transforming Organisation trainings.
At every scope and scale, developing strategy together, pursuing strategy together, outcomes before solutions, working backwards (“right to left”) from key moments of impact and learning.
With grateful thanks to Olivier Bertrand, Marika Gartelius, Philippe Guenet, Ivaylo (Ivo) Gueorguiev, Andrew Kidd, and Craig Lucia, I’m pleased to confirm that the Adaptive Organisation Assessment has completed its recently-announced refresh. This assessment has multiple applications:
As you may have guessed from my opening thanks to our review team, native English speakers were in the minority. That’s great! You may know from the Agendashift Delivery Assessment already that we take very seriously the accessibility of our assessments and seek to eliminate any language that gets in the way of engagement. That includes jargon and prescription; its goal is not to teach, preach, sell, or judge but to get people thinking and talking, not worrying about how it’s worded or what plans those facilitating it may have in store for them.
You can try it now (or revisit your previous input) at agendashift.com/assessments/wholehearted. Get in touch if you see a use for it at your organisation; as hinted at above, there are plenty of options we can discuss.
Quickly while we’re here…
For the most feeble of excuses (my 60th birthday), this week’s office hours moves from Thursday to Friday, 14:00 GMT, 15:00 CET, 9am ET as usual. If you’re an Agendashift Academy subscriber or supporter, you’ll find this week’s event in the Events calendar. Non-subscribers are welcome; you can find the Zoom link on Slack also.
Other upcoming events (the first one a new addition – thank you Morten Elvang for the invitation):
There is also the possibility of doing some or all of Leading in a Transforming Organisation in Malmö in November. I know that’s months away, but if that could be of interest, do please let me know.
Leading with Outcomes from the Agendashift Academy “Leadership and strategy in the transforming organisation”
Leading with Outcomes is our modular curriculum in leadership and organisation development. Each module is available as self-paced online training or as private, instructor-led training (online or in-person). Certificates of completion or participation according to format. Its modules in the recommended order:
Individual subscriptions from £24.50 £18.40 per month after a 7-day free trial, with discounts available for employees and employers in the government, healthcare, education, and non-profit sectors. For bulk subscriptions, ask for our Agendashift for Business brochure.
To deliver Leading with Outcomes training or workshops yourself, see our Authorised Trainer and Authorised Facilitator programmes. See our events calendar for Train-the-Trainer / Facilitator (TTT/F) and Leading in a Transforming Organisation trainings.
At every scope and scale, developing strategy together, pursuing strategy together, outcomes before solutions, working backwards (“right to left”) from key moments of impact and learning.
Office hours – weekly Zoom on Thursdays, beginning this week
Adaptive Organisation assessment – beginning Friday, taking the opportunity to review it before book 5 comes out
The next online Train-the-Trainer / Facilitator (TTT/F) – February 24-27, UK afternoons
Office hours
Getting things started right away, regular weekly “office hours” begin this week, Thursdays at 14:00 GMT, 15:00 CET, 9am ET. A quick update from me, then it’s over to you for informal Lean Coffee-style discussions on topics or questions in any way related to Leading with Outcomes. Not just outcome-orientation specifically, but leadership, organisation, strategy, Lean, Agile, systems, complexity, organisation development, and so on – really any topic relevant to the Agendashift and Leading with Outcomes communities.
If you’re an Agendashift Academy subscriber or supporter, you’ll find this week’s event in the Events calendar, and I’ll publish a new one early each week. I’ll post the Zoom link to Slack also.
There will be no meeting on February 27th as it clashes with Train-the-Trainer / Facilitator; more on that below.
If you’re familiar with the Adaptive Organisation Assessment in particular already and would like to join us, shout.
Trainer-the-Trainer / Facilitator
In February, I’ll be holding not only the first TTT/F of the year, but the first online one since making some changes to the Foundation and Inside-out Strategy modules (we had a lot of fun with them in person in India last month). Also, signing up gives you a year’s free access to Facilitator (worth £479), which you can upgrade to Trainer at any time.
Academy subscribers will find their own booking page in the Academy’s Events calendar. Alternatively, you can sign up here:
Monday 24th February – Leading with Outcomes: Foundation – a trainer’s eye view on the this core module of the Leading with Outcomes curriculum, introducing the IdOO (“I do”) pattern – Ideal, Obstacles, Outcomes
Tuesday 25th February – Inside-out Strategy (I): Fit for maximum impact* – building on the Leading with Outcomes Assessment Debrief Workshop, this session’s exercises include the first of two experiences of our Clean Language coaching game 15-minute FOTO, Option Relationship Mapping, and of course the assessment tools
Wednesday 26th February – Inside-out Strategy (II): On the same page, with purpose* – featuring classic exercises including Celebration-5W, Obstacles Fast and Slow, and the second experience of 15-minute FOTO
Thursday 27th February – Beyond Inside-out – checking out the Adaptive Organisation and Inside-out Strategy modules, and looking behind the scenes at assessment and certificate administration
*Compared to previous runs of this training, the two Inside-out Strategy sessions are reversed, the assessment-related session coming first.
All sessions begin 13:00 GMT, 14:00 CET, 8am ET and finish by 17:00 GMT, 18:00 CET, 12noon ET.
Leading with Outcomes from the Agendashift Academy “Leadership and strategy in the transforming organisation”
Leading with Outcomes is our modular curriculum in leadership and organisation development. Each module is available as self-paced online training or as private, instructor-led training (online or in-person). Certificates of completion or participation according to format. Its modules in the recommended order:
Individual subscriptions from £24.50 £18.40 per month after a 7-day free trial, with discounts available for employees and employers in the government, healthcare, education, and non-profit sectors. For bulk subscriptions, ask for our Agendashift for Business brochure.
To deliver Leading with Outcomes training or workshops yourself, see our Authorised Trainer and Authorised Facilitator programmes. See our events calendar for Train-the-Trainer / Facilitator (TTT/F) and Leading in a Transforming Organisation trainings.
At every scope and scale, developing strategy together, pursuing strategy together, outcomes before solutions, working backwards (“right to left”) from key moments of impact and learning.
Agendashift 