Podcasts about john adair

Play Episode Listen Later Nov 5, 2024 49:13

In this episode, Kasey Olander, John Adair, and Travis Cook discuss how board games, when approached thoughtfully, provide a meaningful way for Christians to connect with each other and the world around them. Learn more about your ad choices. Visit podcastchoices.com/adchoices

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Board Games and the Church?

Shaun Attwood's True Crime Podcast

Play Episode Listen Later Nov 5, 2024 46:29

In this episode, Kasey Olander, John Adair, and Travis Cook discuss how board games, when approached…

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Glasgow Streets To London Crimes & Redemption Through Charity - John Adair | True Crime Podcast 938

Play Episode Listen Later Oct 8, 2024 152:48

SHOPIFY: Sign up for a £1-per-month trial period at https://www.shopify.co.uk/shaun NordVPN: Get 4 months extra on a 2 year plan here: https://nordvpn.com/attwood. It's risk free with Nord's 30 day money-back guarantee! Shaun Attwood's LinkTree: https://linktr.ee/shaunattwood Sitdowns with Gangsters book: https://geni.us/SitdownswithGangsters Join this channel to get access to perks: / @shaunattwoodofficial Please subscribe to our FAMILY channel: / @attwoodfamily Support us on Locals: https://shaunattwoodpodcast.locals.com/ Jen's YouTube: / @jenhopkins Jen's Instagram: / jenhopkins88 Jen's Twitter: / jenhopkins88 Facebook: / jenhopkins88 Watch our true crime podcasts: • Shaun Attwood's True Crime Podcast Watch our interview with Robbie Williams: • Robbie Williams Life Story: Podcast 3... Watch our Royal Family videos here: • The Royal Family Our donation links: Patreon: / shaunattwood PayPal: https://www.paypal.me/SAttwood Shaun's books: https://shaunattwood.com/shaun/books/ #glasgow #scotland #podcast #truecrime #prison

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(S4) E044 Darren Wilmshurst on Solving Organisational Challenges and Demonstrating Value

Agile Innovation Leaders

Play Episode Listen Later Jul 28, 2024 52:32

Bio Darren, as the European Managing Director of Cprime, spearheads transformation initiatives in EMEA, leveraging over two decades of experience in banking and IT leadership. As a SAFe Fellow and renowned author, he drives strategic growth by defining innovative go-to-market strategies and deepening client relationships. Darren is responsible for overseeing Cprime's consultancy services, implementing complex programs, and negotiating multi-million pound contracts, positioning the company as a leader in organisational efficiency and performance optimisation. He co-authored the BCS Book “Agile Foundations – Principles Practices and Frameworks” and "SAFe Coaches Handbook". A contributor to the SAFe Reference Guide 4.5 and "The ART of avoiding a Train Wreck". Finally a reviewer of "Valuing Agile; the financial management of agile projects" and "Directing Agile Change” Interview Highlights 01:30 Pandemic impacts 04:00 Cprime 08:00 Wooing clients 09:15 Using the right language 11:00 Doing your research 12:30 Mistakes leaders make 15:30 Changing mindsets 16:00 Ingredients for change 17:30 Reading for knowledge 26:00 Three thirds 28:30 Disruption 31:30 SAFe Coaches Handbook 37:50 SAFe frameworks 40:20 Enterprise strategy Connecting LinkedIn: Darren Wilmshurst on LinkedIn Books & Resources - Strategic Leadership: How to Think and Plan Strategically and Provide Direction, John Adair - Tribal Unity Book, Em Campbell-Pretty, - Drive, Daniel H. Pink - SAFe® Coaches Handbook: Proven tips and techniques for launching and running SAFe® Teams, ARTs, and Portfolios in an Agile Enterprise, Darren Wilmshurst & Lindy Quick - Agile Foundations: Principles, practices and frameworks, Peter Measey - The ART of Avoiding a Train Wreck: Practical Tips and Tricks for Launching and Operating SAFe Agile Release Trains, Em Campbell-Pretty, Adrienne L. Wilson, Dean Leffingwell - Industrial Devops: Build Better Systems Faster Dr. Johnson, Robin Yeman, Mik Kersten, Dean Leffingwell - Radical Focus: Achieving Your Most Important Goals with Objectives and Key Results: Christina R Wodtke - Who Does What By How Much | Jeff Gothelf & Josh Seiden (okr-book.com) Episode Transcript Intro: Hello and welcome to the Agile Innovation Leaders podcast. I'm Ula Ojiaku. On this podcast I speak with world-class leaders and doers about themselves and a variety of topics spanning Agile, Lean Innovation, Business, Leadership and much more – with actionable takeaways for you the listener. Ula Ojiaku It's a huge honour and privilege to have again with me as my guest on the Agile Innovation Leaders Podcast none other than Darren Wilmshurst, Managing Director at Cprime. Darren is an SPCT and a SAFe fellow. So for some context to the audience, Daz was one of the very first people I interviewed for the Agile Innovation Leaders Podcast and this was about five years ago or so, and I actually wanted to have a way of speaking with Daz, and I didn't know how to, so I said, hey, can I interview you for a podcast? And long story short, I ended up heading on a plane to Oman, but that's a different story. So, Daz, what have you been up to since then? Because when we recorded the first one, you were not yet a SAFe fellow, it was afterwards that you became a SAFe fellow and lots of other things must have happened. Darren Wilmshurst Well then the pandemic started, and I think that that changed life for all of us, most of our consultancy work stopped because it was discretionary spend, people were in retreat in terms of trying to buckle down and understand, try and reduce costs as much as possible. I think the biggest impact was then training, because obviously we couldn't do training in person. We weren't allowed by the certificating bodies to train online, so they had to give us permission to do that, which they did, and then we had to think about, well, how are we going to do this online? You know, what conference facilities are we going to use? What collaborative tools are we going to use? And how do we deliver this experience to make it still interactive and engaging? So I think that was a major challenge for us as well, and if I'm honest, whilst we're still doing stuff online, we're starting to see some training, at least moving back in person, but my preference is still in person because it's a different experience. The theatrics in me, the smell of the greasepaint and the roar of the crowd is still really important as well. So I think that's the first thing I think has changed is that we had that period where everything was remote, I think we're back into a world now where we're more hybrid, which I enjoy the in person stuff, but I think we'll probably never go back to pre-pandemic where everything was in person, both consulting and training. So I think that was the major change, I think for us as well. During that time as well, our major founder wanted to retire, so we sold Radtac to Cprime and that all happened during the early days of the pandemic as well. We had a number of suitors, about six suitors, we decided on Cprime for, for me, two critical reasons and this is quite important, I think as well. Number one is that Radtac felt like a really family firm. We had a set of values and principles, there's a DNA to Radtac and we wanted someone that matched our DNA, I think it was so important for us. We could have gone to some other organisations, but we might have ended up selling our soul to the devil in some respects. Cprime, acquired a company in the US called Blue Agility a few years earlier, almost similar size to Radtac, very similar what they did as well, and what was key for me was that all the people in Blue Agility were still in Cprime. In fact, two had left and come back, so that was a good sign to me that we were aligned in terms of values and principles. So that was number one. The second reason was that Radtac had a heritage of all this training, you know, we're back to 1998. We had all this good training, we'd build up the consulting part of our business, so we're really good in terms of training and consultancy, but we were very agnostic about tooling and technology, because we didn't have the capabilities, or the brand awareness around that part of our business, and it used to frustrate me because, we'd go in, we'd do a great job in terms of way of working, somebody else would go in and maybe do the tooling set up, configure it in a way that wasn't aligned, that wasn't working and that was frustrating. Now we could see opportunities to improve the continuous delivery pipeline, but we didn't have the capability to sort it out as well, whereas Cprime had all of that heritage. So for me, it completed that puzzle where now we can do the training, the consultancy, the tooling to visualise the work, configure the ways of working as well, and also really help with that continuous delivery pipeline as well. So that was the defining decision. We completed that acquisition in February 2021, so literally 12 months after the pandemic. Cprime was at the time owned by a French company called Alten, massive company, not well known, but massive company. Cprime probably wasn't really core to Alten, they were a project management engineering company and Alten sold Cprime January 2023 to Goldman Sachs and Everstone Capital, so that's been a change. So again, we've had the pandemic, we've gone through the acquisition, and now we're owned by a private equity as well, which brings different challenges to the organisation as well, and actually the reality was that after the acquisition, after the earn out, I was looking to maybe semi-retire, spending a bit more time in Spain, fishing and playing golf, but actually this next phase is really exciting, so a testament to Cprime and Goldman Sachs as well, that I want to be part of the next part of the journey as well. So, I'm still here Ula. Ula Ojiaku Well, I am glad you are, and it sounds like it's been a rollercoaster ride and a journey, but part of it is the thrills as well. Darren Wilmshurst Look, we're very privileged, aren't we Ula, because I work with great people, I say that genuinely. I work with great clients, I'm very fortunate in that. And although, you know, if I don't want to work with a client, I don't have to do that, but actually all the clients I work with, I really enjoy working with and I love the work that we do. So it's almost like the Holy Trinity, great people, great clients, great work. Why wouldn't I want to carry on doing what I do? So I always think that we're very privileged in what we do. So, I'm very grateful. Ula Ojiaku And I'll say that the little I've worked with you, what I know is you are a genuine person and you're a great person as well. I can't remember who this quote is attributed to, but people tend to be mirrors. So if you're good, people mirror what you show to them. And I'll say that based on my experience with you, I've learned a lot in terms of how to treat people, being genuine and caring genuinely about their welfare, not necessarily about what you get from them, and that's key. So, that's the sort of person you are, that's who you are. Darren Wilmshurst That's very kind. Ula Ojiaku I want say thank you for that, because there are times when I'm in situations and I'm thinking about maybe somebody or potential someone, colleague or clients, and I'll be like, what would Daz do? How would he probably think about this situation? Now, part of what you do as director involves also wooing, wooing and winning the client and the customer. So, what would you say are your go to principles when pitching, to communicate the value you could bring before an engagement and maybe later on, we can talk about during and after the engagements? Darren Wilmshurst Yeah, I'm still Officer of the company, so I'm still Director of Cprime, the UK entity and also the European entity, so I have some corporate responsibilities as well. I'm still a practicing consultant trainer, so I still have to earn my supper every night as well, and that's the bit that I really enjoy. I'm also responsible for developing the capability of our people, and the products or the value propositions that we take to market as well. So that's part of it, but you're right, I do get involved in what we'd probably call pre-sale as well, so pitching as well. And I think the one thing I think I've learned over the last two, maybe three years as well is, is that I'm very conscious of the language that I use. What do I mean by that? We see a lot of stuff on social media about ‘is Agile dead', stuff like that. It's not dead, but actually if I am talking to a client and I use the Agile word or the ‘A word' it can create an allergic reaction, it can trigger them and in the same way that, just talking about a framework, SAFe, as well that can create a same reaction as well. So for me, it's not about Agile, it's not about SAFe, it's about actually what are we trying to do? What is the problem? What are the challenges that you're having as an organisation? And how can we help you overcome those challenges and create value in what you do? Now, what we will do is we will use ways of working, Agile ways of working, lean ways of working, stuff like that to help them, but what I try and do is try and avoid the triggering word, because I've seen it so often where they, well, we've been in agile for ages, well have you? Or we tried agile, it didn't really work, or we spent millions of pounds on agile transformation and we haven't seen the benefit. So sometimes you have to be careful in terms of the context you're going to. So for me, stop talking about frameworks, stop talking about words that might trigger, talk about their problems and their challenges and how you can help them overcome it, and the value that you bring to their organisation to help them overcome that as well. And that's really key for me as well. Ula Ojiaku That suggests to me that there would be some sort of background work to at least understand who you are pitching to, understand what their experience had been in the past, to know what those trigger words are. Is that something you could share about? Darren Wilmshurst It's an interesting question, because I interview a lot of people to want to come and join our organisation, and the first thing I say to them, can you tell me what you know about Cprime? And if they haven't done the research, it's like, so you've come on here, you want a job at this organisation and you have no idea who we are, and what we've done, and that just really frustrates me. So in return, if I was going on to talk to a client, then of course I'm going to try and understand what they do - what's your core business, there's lots of information on their website. If they're publicly listed, then go get their annual accounts because again, that would talk very much about their last training year and some of their issues as well. Having said all of that, we're still seeing the same problems and the same challenges across all organisations, regardless of the industry they're in. Every organisation, we have more demand than we have capacity. Fact. Everyone has that. We don't know how to prioritise our work. We need to reduce our costs, particularly now. That's becoming more prevalent now, certainly in this last six months than previously as well. Our time to market is too slow. Our ability to turn our ideas into actions needs to be faster. So they're the common problems we're seeing is again, too much demand, not knowing how to prioritise, reduce our costs, and we need to be able to be more adaptive and bring our ideas to the market or to fruition quicker as well. Ula Ojiaku What would you then say are the common mistakes leaders spearheading a transformation make? Darren Wilmshurst Yeah, it's interesting because again, a lot of the work that we're doing now, if we think about the Law of Diffusion of Innovation, and that's a product life cycle as well. If I take that model and apply it to organisations and their adoption, let's call it ‘of modern ways of working' rather than agile, I think we're probably in that late majority. Those large legacy, traditional organisations that maybe even tried the agile transformation years ago, but still haven't mastered it or conquered it, and I'm talking about large banks still, telecoms, pharmaceuticals, automotive, and I really fret for the automotive industry, not just here, but in Europe and across America as well, their time to market from design to launch can be anywhere between five and seven years, and yet the Chinese are doing it in two. Ula Ojiaku Could it be, because you've mentioned financial services, telecoms, pharmaceuticals, and the common thread is that they tend to be highly regulated. So could that be one of the reasons? Darren Wilmshurst I don't think it's regulation. I think they're just such large organisations, the hierarchy within that organisation, is huge, so this is why I come back to the leadership piece as well. Actually, and what happens is the leaders are too far away, they're not connected enough to the organisation systemic changes that they need to make in that organisation to make that organisation more effective. And they need to wake up and smell the coffee because Chinese are coming, they're coming in terms of automotive, they're coming in terms of pharma. True story, my daughter went to university a few years back. She'd been with HSBC for donkey's years as a student, a youth account, and she said, I'm going to university, can I upgrade my account to a university account? And the response from HSBC was yes, you can, but you need to make an appointment, and the next appointment is in six weeks time. And so my son, who's a bit older, he said, just get Monzo or Revolt, just go online, and if they don't wake up, they will just find that the whole generation will go ‘I will not wait'. Now, she waited six weeks, she did it, but a lot of them won't do that, so I think it's a real threat and I think the organisations are so big that, just trying to get into that leadership space so that we can start to work with them to help understand what they need to do. So back to your original question, I think there's three things, and this is hard. We need to move that leadership from a fixed mindset to a growth mindset. They will be of a generation age of mine, so now they would have been schooled back in the eighties and nineties in ways of working, and they will have seen those ways of working as being successful because that allowed them to progress to the senior positions that they're in now, so I understand that, but those ways of working are not appropriate for the complex, adaptive, changing organisations that we now need to be in.We need to get them to move from a fixed mindset to a growth mindset, and that's easier said than done. However, I was inspired, this was one of the most senior guys in the government organisation and he was having lunch with the CEO of HSBC Bank and they're talking about change, and they agreed that there were three core ingredients to change organisations. Number one, a transformed approach to partnerships, and he said the language is really important here as well. Again, I didn't call them suppliers, I call them partners. If we call them suppliers, they will behave as suppliers. The reality is that we call them partners, because we don't have the capability or the capacity, but sometimes when we bring them in, third parties, we treat them as an alien organisation. They wear different badges. They have different privileges. They can't do this, they can't go here, they have to be accompanied, things like that. So he said, we need, a transformed approach to partners. We need to bring them in, they need to be part of our ecosystem, number one. Secondly, he said an agile approach to problem solving, giving power and capability to those closer to the issue, and we talk a lot about decentralised decision making as well. Now, you need to know those that have the information need to make the decision in a timely manner as well. But this is the one that really, really got me. Most importantly, a learning culture, including their leadership, where those with the most influence must do as much or more learning than anybody else. Now that's unusual, because normally, I'm a senior person, I've got to where I am because I know a lot of information, and I wouldn't be where I am, but we need to understand that that information was schooled in a different generation. So what we can't do, we can't say to you, well, okay, you need to come on one of my training events, they say, seriously, you've not read my badge, I'm an important person, I have not got time to go on a two day training event, and we need to recognise that as well, these are senior executives, and their time is precious, and trying to find two days in a diary is difficult, so we need to, I think, as agents of change for organisations, and to bring leadership on the journey in order to move them from a fixed to a growth mindset, not to put them on a two day training event, but find a way of educating them in a in a smaller, bitesize way, almost like a series of small, interactive workshops that happen over a series of weeks, that sort of stuff as well, and we need to make sure that the content tackles their problems and their challenges, and we mustn't get into too much of our, again, the words that might trigger them as well. So that's the first thing. So we need them to understand that they need to go on an educational journey, but we need to find an educational journey that will meet their needs in terms of content and their time. Number one. Once we do that, then they need to lead by example, and it's all very well educating them. One of my colleagues was saying, would I go on a plane with a pilot that's read a book? No, they need to be able to practice their skill and hone their skills. Now that might be difficult, again, because their team members, their employees might be well schooled in this and they might feel uncomfortable practicing a craft that they're not that familiar with as well. So what we try and do is get them to practice in a safe environment, i.e. let's work as an agile team, as a leadership team, as a leadership group. Let's think about having a backlog of work that we need to do as a leadership team. Let's think about how we prioritise that work. Let's work in a small group and then review that work on a cadence and then just retrospective and maybe have someone that steps up and be a Scrum Master or Product Owner for that as well. So again, getting them to operate and start to learn by experiencing within their own environment is a great way, because if we can do that, now they're educated, and they practice their craft in a safe environment, they are better empowered to lead the change. This is what we need to do, and this is what I'm finding is that we need the leadership to step up and lead the change, because if we're going to make fundamental changes to organisations, systemic changes, organisational changes, the leaders need to be able to do that as well. And this is what I find – it's great having teams working at a great way, but without that support from leadership, the impact that they will be able to make will be limited. Ula Ojiaku Yes, I resonate with the last statement you made about the limitation to the impact teams can have if the leadership isn't bought in and if they are not walking the talk. It's not like, go ye and be agile whilst we still do what we've always done. There was something you said about moving from fixed mindset to growth mindset and the need for the leaders to have that continuous learning as in really that continuous learning culture is that they need to learn as much, if not much more than other employees, and that reminds me of this book by John Adair, Strategic Leadership, and in his book, he was saying that the origin of the word strategy comes from the military, and typically people who rise to the ranks are people who have been there, done that. And if people have the confidence that you know the stuff and you've been there, done that, if not better than everyone else, you'd have more respect you'd have more buy in, it's less friction getting the troops and kind of corralling the troops towards that vision. Darren Wilmshurst Yeah, it's interesting because again, at school, I was definitely not a reader. I was into numbers, I was a maths person. I went to university, did a maths degree, stuff like that as well. So I was one of those kids at primary school where I'd be given a book at the beginning of the week, and at the end of the week, I'd hand it back to my teacher and she would say to me, have you read the book, Darren? I go, yes, I have. I hadn't actually read the book. She'd give me another book and I'd move up the ladders that you did back in the day. Never read. It's interesting now, I read now more than I've ever read in the past. And I think what happened was it almost became a bit of a bug. I think going on the SPCT program, there were certain books that you had to read, but the more I read, the more I wanted to learn. So I think that got me into that habit as well. Secondly, I think that if I'm teaching this stuff, then I need to understand the provenance of what I'm teaching as well, and I can't do that without reading. So again, you can't be leader, a strategy leader without having been there and done it. So for me, reading is really important to understand some of the provenance of what we're doing and also giving some of the narrative as well. Ula Ojiaku So what would you say changed? Although you've just painted a picture of you before, back in school, and after, what's changed? Darren Wilmshurst I don't know I think I just started reading, it's a bit sad really, because I go on holiday and then I take business books with me and then I'm sitting around the pool reading these books and people say what are you reading, and I'm reading this book thinking that's a bit sad. And I remember one holiday I was sat in on a lilo in a pool reading a business book and my daughter took a picture of me saying dad what are you doing, you're on a holiday and there you are reading Tribal Unity by Em Campbell-Pretty on holiday as well. I don't know, I think when I started this, I wouldn't say it was an addiction, but it was like now i need to learn more now, I need to learn more and more, and so once you started then you don't stop and I'm still an avid reader Ula Ojiaku It reminds me of this book by what you've just said, Daniel Pink's book Drive. So for me, it sounds like the intrinsic motivation, you knew what you stood to gain by doing it and you didn't need to have your teacher asking you, did you read it and you'd say yes when you didn't, but you knew there was something at stake if you didn't. Darren Wilmshurst Yes, I think it was definitely the SPCT program I had to read, but then once I learned stuff, I wanted to learn more stuff, and so you're right, that intrinsic motivation, you know, I think in the video they talk about, people want to play the piano or guitar and just want to get better at it. I just wanted to really become better as an SPCT and then eventually as a fellow just to understand the wonderful thought leadership that has occurred over the last 20 and 30 years that has informed the way that we think and act and work now. Ula Ojiaku Wow. You've kind of nailed it, because Daniel Pink's book says mastery, autonomy, and purpose. So, the mastery bits, but going back to the original question, and thank you for sharing your experience, there is this saying that you can lead a horse to the water, but you can't force it to drink. So, we could have the edict where, okay, all the leaders can make space for those bite-sized workshops or sessions, but once that ends, is there a way we could encourage them to keep at it, because a two day training or maybe six workshop sessions spread over six months probably wouldn't cut it, or wouldn't be sustainable. So is there something or any tips on how to tap into that intrinsic motivation? Darren Wilmshurst I think Dean Leffingwell said to me, he talked about the third, the third and the third, and I'll talk about that as well, he said, in an organisation, there'll be a third of people that get it and want to do it. He said, there'll be a third that I would call my sceptics, not sure, need to be convinced, and there's the third that say, no, I'm very happy with the way I'm looking at it, I don't want to do anything else as well. He said, I don't care about the first third. He said, I actually I care about the second third, those sceptics, if I can convince one of them to lead the charge, he said, that's great because then the others then will come along as well, and if I can get that sceptic to change in terms of, I understand it, I want it, they're almost like a reformed smoker, they become the greatest advocates of change because they say, I get it now. And he said, now I've got two thirds, now I've got a majority, he said, and that's the tipping point that allows me to make that change as well. And what happens is, he said, there are some in that final third will go, okay, I've seen enough social proof that I will make that change, I need you to convince me, I'll do that as well, he said, but there'll be some that go, I'm not happy with that, and they are the people that will either ride off into the sunset with either retirement or a different career or different organisation as well. So you've got to find someone in that leadership group that's going to be an advocate. You've got to find that one or two that are happy to lead the charge as well, and someone in the sceptic face is great because they become the reformed smoker as well, but you've got to find it and hope that they will then corral and cajole some of the leadership into doing this as well, but without that it's hard, even though the leadership understand the challenges, sometimes they're just reluctant to make that change, and I find that difficult to understand and sometimes quite frustrating as well, because, for me, there are some iconic British brands that I still worry about going forward as well. You know, we've just seen it recently, Body Shop, an iconic brand, again, just lost their way. I mean, retail is just so hard at the moment, with the stuff online, but we'll see it with automotive as well, we'll see it in some other industries as well, where if we don't wake up and smell that coffee, then I do fear for some real British brands. Ula Ojiaku I don't think it's only British brands, I think it's a global phenomenon and the fact is the olden perception of having different sectors or industries is being blurred. So think about brands like Apple. Now they started off building computers, but really they've cut across multiple industries, so before the watch industry, you think about Swiss-made watches with the mechanical things, but the Apple watch, they have this music streaming industry, and one of the things in the strategy course I did from the Cambridge Business School is this, they said, it's really about developing a platform. So if you have a platform where you can get your customers to depend on, it's easy to branch into multiple industries. So Apple, they make watches and their watches serve as healthcare monitoring devices and different other things, there are rumours they're building their own self-driving cars and everything is on that iOS platform, which allows them to branch into anything, they could go into pharmaceuticals, medical. So it's no longer about traditional sectors or segments, and the disruption in life is real and no sector, no country is spared, so it's really about moving from a fixed mindset to a growth mindset and saying, what are the things we're missing, and how can we think differently? How can we reposition ourselves? How do we build a platform that has a fort? Darren Wilmshurst Yeah, I think you're right. Apple has disrupted so many industries, in terms of, you know, who buys a torch anymore, who buys a map anymore, other things as well, I just go on. I think at the last count, there was like 24 different industries disrupted as well, and I think about Jeffrey Moore, who I remember presenting with on stage in Washington, I think that was 2019. And he said, what you can do, as an organisation, you can sit here and wait to be disrupted, and hopefully that you can be a fast follower, providing you're nimble enough and adaptive enough, you might be able to make that change. He said, but what might be better is, rather than we wait to be disrupted, be the disruptor. My worry is that some of these large legacy organisations, they are being disrupted, and I just fear that they are not nimble and active enough to be able to respond, they're so ingrained in the way they have done things for the last 10, 20, 30, 40 years that I just fear for them and you're right, it's not UK, obviously I care about the UK because I'm a UK citizen, but I think it's a global phenomenon. I know my colleagues in North America and their industries are having the same challenges as well, right. It's not just a UK issue, it's definitely a global issue. Ula Ojiaku I'd really like to just touch on your latest book, the SAFe Coaches Handbook. So before we go into some of the contents, could you share what led to your co-authoring this with Lindy Quick? Darren Wilmshurst So it's one of those itches I had to scratch, I suppose is the phrase that you use. I was a very small author of the BCS book called Agile Foundations. Peter Measey was a lead author and there were a number of smaller authors that contributed to that as well, and then I ended up reviewing two books. So again, a recognised review of a couple of books, Agile books as well, one around Agile financial management, one around Agile governance as well, the Em Campbell-Pretty, a fellow SAFe fellow wrote The ART of Avoiding a Train Wreck, which I reviewed and contributed to, so again, I was contributing to that as well, and actually Em's updating that book because that book's five years old as well, so I'm reviewing that as well. And having reviewed a few books, contributed to a few books, being a part author, I suppose I wanted to write my own book. I think that was it as well. That was part of it. The other part was that I've delivered a number of Implementing SAFe courses since 2017, and for me, it's not just about delivering the education, for me doing that course is about, what are the tips and tricks, what's the stories, what's the narrative, how's the best way to do this, and all those things that I deliver in that course that goes way beyond the slideware what I wanted to do was capture all of that stuff that I deliver in those courses in a book. So I got approached by some publishers at Packt, saying, would you fancy being an author, write a SAFe book? And I thought, yes, I would. Then, we've got another author that's also interested in doing it as well. I'd never met Lindy before, we met and, yeah, we wrote the book. We started October 2022, and it got published June last year. It took a bit longer than we thought, but again, I learned in terms of task switching and refactoring, trying to write a chapter during a working day when you've got meetings and stuff like that and messages coming in, couldn't do that, because in the end I needed that concentrated effort to write. I can't do it with interruptions. So task switching was not great for me, so in the end I said, right, if I'm going to do it, everything has to go off, I just have to concentrate on this as well. So writing the chapter was really straightforward, it didn't take that long in reality. What I found was though, the cost of refactoring took a lot longer, as we talk about as well, you know, doing it right first time, doing the rework is a lot harder, and both Lindy and I wanted to make the book as best we probably can. So I reviewed her chapters, she reviewed mine, her reviews were great. Again, we have some other reviewers as well that are listed in the book as well, and all those reviewers really contributed to making the book better, but having to incorporate and refactor the chapter took me longer than writing the chapter in the first place. So it ended up taking a bit longer than we thought as well. So two valuable lessons. Task switching is real and refactoring takes longer than doing it right the first time as well. Ula Ojiaku So with this realisation, would you do anything differently in terms of how you approached writing the book? Darren Wilmshurst I don't think so. We were pretty good because again, we'd write a chapter and we'd get it reviewed, and the chapters are not particularly long, so that was pretty okay as well, and then what we found there, even though we had a high level design of the book and the chapters and the content, as we went through there as well, we realised there was some stuff missing as well, so again, there was no concluding chapter, there was no preface, we realised that we split the chapter into part one, part two, part three, part one was all about the team stuff, part two is all about the art level stuff, and part three was all about the portfolio stuff. Ula Ojiaku Well it sounds to me like you were following the agile principles, breaking it in small chunks, getting the review, and to be honest, having spoken with other authors that you started, writing in October 2022 and got published in June 2023, that was speedy, maybe not by your standards, that was fast. Typically it takes them like three, five years, and it's just them writing the book with everything else going on. Darren Wilmshurst Yeah, I don't think I could cope with that. I think it's great that the publisher had quite a forcing function, if it dragged on that long, I think you lose that motivation and I was on a roll and when you're on a roll, you want to get it done and dusted. Ula Ojiaku And I think the key thing, and what I noticed is, like you said, that the chapters are kind of not too long and easily digestible and it's easy to write, but it's about refining it in such a way that is to the point and, packed with lots of invaluable insights, that's an art and it does take time to refine from just having a mass of words to something that's simple. Darren Wilmshurst We didn't want to make it a reference guide, the framework is the reference. You go on the website, that's the reference guide. I suppose our target audience was SPCs that are newly qualified, if you're thinking about training this, here's some tips and tricks, here's some narrative, here's some stories you can use here's some support, and some of the things that we have made mistakes and learnt from as well. So it really is trying to be a practical guide to newly minted SPCs in terms of those that want to be able to train or implement a scaling framework. Ula Ojiaku It's definitely something I wish I had after I'd attended your training. So in the preface, you and Lindy were saying you can't implement SAFe to the letter you don't implement it like a rulebook, it's something you implement with your brain switched on and I was like, yes. Can you expand on that please? Darren Wilmshurst I get very frustrated. You see it on social media about SAFe is bureaucratic, it's a prescription, it's overly governed, stuff like that as well, and it's a framework, not prescription. For me, it's a wonderful toolbox, and every organisation we go into is different. They're not the same. They have different project and product, different risk profiles and budgets to plug different people, to create different things. So how can you have something that is an ABC guide, a recipe book, it can't be that as well. So I always say that if I'm putting a picture on a wall, I'll use a hammer and a nail. I won't use a chainsaw, but a chainsaw in the wrong hands can be very dangerous. So for me, it's a framework. So there are some fundaments in there, but you have to understand the context, you have to understand the appetite for change and how much disruption you want to bring, because if you bring too much disruption, you could end up traumatising the organisation. We don't want to do that as well. So, but, and then you think about, okay, what would be the most appropriate tools that I need to bring to change the organisation as well? And then I remember Dean saying this word that then, if you implement SAFe, or the appropriate tools out of the framework as well, and you're doing the same thing a year later, you're doing it wrong because you're not inspecting adapting about how you could then improve on that, and the way that the framework has improved since 1.0 back in 2011 to 6.0 last year as well, is through practitioners and organisations implementing SAFe, finding new ways, and experimenting with new ways and things as well, and bringing that back to the party and that being part of the evolution of the framework as well. And that includes myself, again, this is myself as a fellow, is part of it is bringing my thoughts in terms of what I've done with organisations back to the framework as well. So for me, it's a framework, not a prescription. In terms of scaling, there's some fundaments in there, there are always some fundaments as well, but you have to implement it with your brain switched on and every time I've implemented it, all the validation has always been different, with some underlying principles that support me in that ways of working. Ula Ojiaku Thanks for that, Daz. And there is a chapter in your book on enterprise strategy, which I think is interesting, but I have a question for you, which one would come first, enterprise strategy, or the adoption of skilled at being SAFe, which one comes first and why? Darren Wilmshurst Look, you've got to have a strategy. One of the things we say as SPCs and even probably SPCTs to some extent, we're not strategy experts. The framework is not there to talk about how you create strategy. There is some guidance on what we expect to see in a strategy but as we go into an organisation, we expect there to be some sort of strategy in place. If not, then we'd highly recommend that a strategy is created, and there are great organisations out there that can help organisations create that strategy as well, because we need to know what's the strategy of the organisation, and then from that, we can then think about how then we align what we're doing to deliver that strategy, and then when we talk about alignment and scaling the organisation, that is right from the top of the portfolio, through to maybe the teams of teams and the team as well. So that strategy and that works to a point where a person at the team level can understand how the work they're doing is connected all the way back up in delivering that strategy as well. So we need that strategy in place. Ula Ojiaku Definitely. I agree, and there are some SPCs who have that training and background in strategy, so it helps if that's there. Darren Wilmshurst Yeah. Yeah. Again, as an SPC, if you've got that, that's great. It's just that SAFe as a framework, that's not what we're looking to, but we expect it to be in place. Ula Ojiaku Exactly. So what are the key things then, in terms of the enterprise strategy and making sure that the teams are aligned with the strategy, what are some things when you are consulting with the leadership and saying, okay, giving them the guidelines of what the framework is saying, what are some key pointers for them to look out for and to be mindful in how they make sure the strategies align with the adoption and the rollout of the framework or the sustained implementation of SAFe? Darren Wilmshurst I hear a lot from execs that we have no idea what our team are doing, we have no visibility, we have no transparency what they're doing, so I think there's a couple of things that we need to talk about here as well. We need to make sure that the work that the teams are doing is visible in a way that is consumable by the executives as well. So we need to create the right dashboard. We go into organisations and the number of tool chains that exist in organisations that are not connected, there is no one version of the truth as well, is disconcerting. In a world where we're trying to reduce costs as well, the money spent on licensing stuff like that is phenomenal. So I think for me, having the right tool set that allows that work to be visible from the team all the way up to executive is really important, and so we need to make that work visible, but then also the leadership needs to come to the party as well. I think it's a two way thing, so we can make the work visible, but part of it is that one, we start doing our reviews of the work that we're doing, either a team level or at a team of teams level or at a large solution level, we need to be able to make sure that the leadership are involved in those reviews, and also in terms of prioritising and directing the direction of travel for the next cadence of work as well. I think that that's important. Ula Ojiaku Well said, Daz, I couldn't say it any better than you, you're the expert here. Dare I say that it's also important that the leadership would make the strategy visible to the organisation and in a way that can be consumed at the appropriate layers. So, this for this time frame, this is what we are trying to achieve, and that would help, so it's kind of almost like a virtuous cycle and complimentary, they are making their priorities visible and well in advance, whilst the team also work to make their work visible. Darren Wilmshurst You're right. It's bi-directional, isn't it, and we see it so often where a firm will go and create a strategy and then it's locked away in a drawer, no one ever sees it, and that strategy is a direction of travel. So then we think about, okay, what do we need to do to deliver that strategy, but you've got to make that visible and you need the support of the leaders, next leaders down to almost decompose that work into smaller chunks that that can be delivered, that then deliver that strategy as well. But you're right, we need to make sure that that strategy is communicated, again, in a way that inspires the people in the organisation. That's important as well, because you want to be, again, once you're inspired by the organisation and the work that you're doing, and you understand the work you're doing is connected to that strategy, I mean, how motivating is that? Ula Ojiaku Thanks for that, Daz. So in addition to your fantastic book, SAFe Coaches Handbook, which I would highly recommend to RTEs, coaches, business owners, what other books have you found yourself recently recommending to people? Darren Wilmshurst So the one that I'm really quite passionate about at the moment, we talked at the beginning about that agile and SAFe can create allergic reactions, become trigger words as well, and increasingly, I'm working in organisations that, and Agile is a small part of what we do, Agile ways of working, yeah, it's important, but it's a small part. When you think about, if we're working with automotive, lean manufacturing, something I call cyber physical DevOps as well, we have cyber physical machines building cyber physical products as well. How do we automate more of that as well? And then there's the whole thing around system thinking and all that stuff as well. So, two of my colleagues from the SAFe world, Suzette Johnson and Robin Yeman, have written a book called Industrial DevOps, and that for me is gold dust. I like the rebranding, it's about industrial DevOps, so it's how do we take all our learning from lean manufacturing, Agile ways of working, cyberphysical DevOps, and bring it together to help those big organisations be more effective. So if I was to recommend one book at the moment, how do we build better, complex, industrial systems faster, then Industrial DevOps, Dr. Suzette Johnson and Robin Yeman, for me, is the book. Ula Ojiaku Thank you for that. Any other book? Darren Wilmshurst There's a lot of people talking about OKRs, objectives and key results, and on CVs people saying I'm an OKR consultant. I think, okay, well, okay, well that's great, but it's almost like they're saying OKRs, if we go in and implement OKRs, it is the panacea, it will solve all your ills. Look, it's just, it's another tool in the toolbox as well. One I read last year was Radical Focus, really good, talks about yes, it's great creating OKRs, but there's so much more to that than just creating the OKRs. People think if I create the OKRs, then the world would change, no, it doesn't. Ula Ojiaku Oh, wow. Thank you for that, and I guess I agree, OKRs is a is a tool, and it's really a great tool for connecting strategy with the implementation, and back to what you said about the transparency of strategy and the work of the teams OKR is a good way of actually helping with measuring, okay, is the work we're doing moving the needle for the enterprise and vice versa. How do we as the leadership team clearly communicate in a digestible way what our priorities are, what the strategy is over a time frame. So, yeah. Another one on that note I would recommend would be, well it's in the pre-release, but Jeff Gothelf, actually he and his co-author Josh Seiden have gone to do what you've just done with the SAFe Coaches Handbook, which is, okay, yes, there's all this buzzword about OKRs, but actually, what does it mean in practical terms, Who Does What By How Much: A Practical Guide to Customer- Centric OKRs, it's highly recommended. Just like yourself, I respect Jeff and the sense it's practical and actionable. And any final words for the audience? Darren Wilmshurst Well I think it's tough at the moment, we're seeing a lot of the big organisations, big SIs, laying off a lot of people as well, we're seeing a lot of the consultancy work is discretionary spend, and I think we're seeing a lot of people in the market that have not been engaged, but what I would say is that all these things are cyclical. We've seen it before where, certainly with the pandemic, no one was for six months, things stopped, but then the thing came back a vengeance as well, but if we focus on trying to solve the organisational challenges, if we focus on making sure that we are helping them solve those challenges, and we can demonstrate the value of what we're doing, then we'll be in a good place. Ula Ojiaku Thank you for those wise words Daz. And on that note, where can the audience find you if they want to get in touch with you? Darren Wilmshurst Darren Wilmshurst on LinkedIn is the easiest way to find it, always reach out to me on there as well, message me on LinkedIn as well. Normally what I do is I ask people to convert to email because I'm a bit old fashioned, email is my inbox is my to do list as well, so yeah, Darren Wilmshurst on LinkedIn. I think I've got a profile picture up there, so if you see this picture here, hopefully my profile picture looks something like this, what you're seeing here as well. Ula Ojiaku And if you're listening to the audio version only, the picture on the podcast art cover for this episode, that's the Daz you should be looking for. Well, thank you so much Daz for your time. It's always a great honour and I always learn a lot whenever I speak with you. So thank you for making the time for today's conversation. My pleasure. That's all we have for now. Thanks for listening. If you liked this show, do subscribe at www.agileinnovationleaders.com or your favourite podcast provider. Also share with friends and do leave a review on iTunes. This would help others find this show. I'd also love to hear from you, so please drop me an email at ula@agileinnovationleaders.com Take care and God bless!

CRACK THE CODE TO SUCCESS - Roberta Ndlela

Epic Vision Zone with Jane Applegath

Play Episode Listen Later Apr 1, 2024 59:49

John Adair wrote: “Communication is the sister of leadership.” Something today's guest knows all about. Roberta hails from the Zulu tribe in South Africa, whose foundation is ‘Ubuntu,' which means HUMANITY - ‘I am because you are.' Roberta spent 15 years in corporate South Africa, where she realized that technical skills can only take you so far. It was during this time that she noticed several colleagues were overlooked for promotions, despite their noticeable technical skills. Having worked in project teams that included engineers, transportation planners, environmental consultants, and urban planners, she quickly realized no one person can effectively lead such varied teams without collaboration and visionary skills. Roberta then spent a decade teaching English in South Korea. This experience opened her eyes to navigating more cultural diversity in the workplace. When she settled in the US in 2020, Roberta followed her passion and launched the Speaking and Communicating Podcast. The podcast highlights the necessary Soft Skills that professionals and entrepreneurs need to highlight their brilliance and get credit for it. Speaking and Communicating Podcast https://sac.bepodcast.network/ Linkedin: https://www.linkedin.com/in/roberta-ndlela-93774121/ Instagram: https://www.instagram.com/coachandspeaker/ Youtube: https://www.youtube.com/@CommunicatingPodcast/videos Facebook: https://www.facebook.com/groups/eloquentspeakersclub Affiliate: https://robertandlela.beekonnected.com/affiliate/ Apple: https://podcasts.apple.com/us/podcast/speaking-and-communicating-podcast/id1614151066 Spotify: https://open.spotify.com/show/3OtHJpT1svTlF3y7bqFQKS

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CRACK THE CODE TO SUCCESS - Roberta Ndlela

Epic Vision Zone with Jane Applegath

Play Episode Listen Later Apr 1, 2024 59:49

success english apple speaking south africa code south korea crack soft skills ubuntu zulu john adair

Finishing the Year Strong

The Ben Morton Leadership Podcast

Play Episode Listen Later Nov 23, 2023 26:25

In this solo episode, your host, Ben Morton, explores the crucial concept of "Finishing the Year Strong." As the year draws to a close, it's essential for leaders to prioritize tasks, prevent burnout, and achieve their highest-priority objectives. Ben provides valuable insights and ten practical tips to help leaders wrap up the year on a successful note. Episode Highlights 1. Defining "Finishing the Year Strong In this episode, Ben Morton defines what it means to "Finish the Year Strong." He emphasizes the importance of achieving your highest-priority tasks and avoiding the all-too-common burnout that occurs when leaders suddenly stop work for the Christmas holidays. 2. The Productivity Paradox Ben draws inspiration from Oliver Burkeman's book, '4000 Weeks,' and discusses the productivity paradox. He explores the idea that, despite the belief that we "should" be able to get everything done, we have a finite amount of time. Ben encourages leaders to embrace the reality that they won't be able to accomplish everything and must make strategic choices about their priorities. 3. John Adair's Task, Team, and Individual Model Ben organises his ten tips for finishing the year strong under the three main categories of John Adair's Task, Team, and Individual Model. These tips cover a range of leadership strategies and approaches to help leaders navigate the challenges of year-end tasks and goals. These 10 tips include ideas such as; The Ripple Effect The Appreciation Factor The Adaptive Leader Ruthless Prioritisation, plus lots more. In this episode, Ben Morton provides a wealth of insights and practical advice to guide leaders in achieving their highest-priority tasks and finishing the year strong. Whether you're a seasoned executive or an emerging leader, these tips will help you maintain focus, prevent burnout, and accomplish your year-end objectives. Episode Resources Find out more about Ben's all-new, Delegation Mastery course and master this skill once and for all. https://mailchi.mp/ben-morton.com/dm Visit Ben's website: https://www.ben-morton.com/online-courses/ If you find value in this episode, make sure to subscribe to the Ben Morton Podcast on your preferred podcast platform. Share this episode with your network and leave a review to help us reach more leaders like you. Connect with Ben Morton on LinkedIn to continue the conversation. Mentioned in this episode:The FREE 10-4-10 CourseSign up today and sharpen your skills on, keeping your team motivated, effective delegation, planning and prioritization, handling Imposter Syndrome, and much more. It's my FREE online coaching course to help you become the leader that people want to follow.Click here for the 10-4-10 Coaching

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Understanding the Action Centered Leadership Approach for Managers

Psych in Business

Play Episode Listen Later Oct 27, 2023 12:01

In this episode of the Psych in Business podcast, your host, Dr. Ernest Wayde delves into the topic of leadership development, focusing on the Action-Centered Leadership model developed by John Adair in the 1970s. Dr. Wayde emphasizes the distinction between leadership and management, highlighting that while leaders focus on vision and direction, managers handle the processes necessary for organizational function.The Action-Centered Leadership model consists of three interconnected responsibilities: achieving the task, building and maintaining the team, and developing the individual. Dr. Wayde breaks down the actionable steps associated with each responsibility, stressing the importance of setting clear vision, establishing clear communication, and understanding individual team members.Throughout the episode, Dr. Wade emphasizes the significance of recognizing and appreciating individual efforts within a team, citing specific actions and behaviors that can motivate employees. He advocates for new managers to adopt this model as it provides clear guidelines, ensuring they understand their roles and responsibilities comprehensively.Listeners are encouraged to explore the model's specific steps, offering practical insights for both aspiring and seasoned managers. The episode serves as a valuable resource, especially for new managers seeking concrete strategies for effective leadership within their teams.You can visit his business website at: https://www.waydeconsulting.com/

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Headlines, Hooks and Mechanisms—Tips, Tricks and Techniques

Copywriters Podcast

Play Episode Listen Later Aug 28, 2023

Three things that can make a massive difference in the response you get to your copy are your headline, your hook, and your mechanism—if you have one. (Not every promotion has a mechanism.) When you get down to brass tacks, the big question for any one of these three things is: How do I come up with a new one? Because you know, as a copywriter, that a killer headline or a breakthrough mechanism can turn your promo from average or good to awesome and even spectacular. If there were a magic pill you could take that would allow you to generate great headlines, hooks and mechanisms on demand, and there were no toxic side-effects, you'd take it, right? Well, our expert author today has identified that magic pill. Not only that, but he can tell you how to get it for yourself. Now this could have been an Old Masters Series, but the author is 89 years old and it looks like he's still alive. Usually Old Masters Series shows feature authors that are no longer with us. Today's author is named John Adair. He's written more than 50 books, and he has a particularly good one on real-world, practical creativity for business. Inside this book is the magic pill I was telling you about. The book is called “The Art of Creative Thinking” and it's one of six different books on Amazon with the same title. Fortunately it's still in print and we'll put a link to the correct one in the show notes. I've read a lot of books on creativity, and this one stands out to me. It has both philosophy for being more creative, which we'll call mindset today, and actions you can take, which we'll call tips. The one thing about the magic pill Adair offers is it's not fast-acting. Creativity occurs on its own schedule. Actually, you can create an idea, a name, a headline, a hook really fast. But usually it takes longer to create a good one. And to create a breakthrough one that can lead to huge sums of money… sometimes that can take even longer. Now we did a show a few weeks ago involving creativity, and Nathan asked a very important question: What do we, as copywriters, need it for? One reason that's such an important question is, our distant cousins in the image and name-recognition sector of advertising and marketing often use creativity for reasons we direct response reasonable people would consider a huge waste of time and money. So let's answer Nathan's question a little more fully. Broadly speaking, a great copywriter in the 1960s, I think it might have been Ogilvy or Leo Burnett, said, “If it doesn't sell, it's not creative.” So here are the kind of uses of creativity I have a hard time seeing as selling. Unfortunately, what I'm about to describe is the kind of thing most people think of when you say creativity in advertising. But these are exactly the kind of things I'm not suggesting you use what we're going to cover today for: 1. Goofy entertaining districting gimmicks that don't enhance the sale. Emus that ride around in fake police cars, fantasy locations people get teleported to in order to make an ad interesting, pro football stars playing golf. Sometimes I wonder if ad agencies create this kind of foolishness because they, or their clients, are embarrassed about actually selling. 2. The second thing we're not talking about are ridiculous claims that obviously are not true, but are entertaining in their hyperbole. Because no “reasonable person” could ever possibly believe them, advertisers are betting, they won't get dinged under truth in advertising laws. But again, they don't enhance the sale. These stupid claims are so ridiculous, that when you use them, they do make you look like you're embarrassed to actually try to sell what you're offering. So, yes, you can use creativity to develop both of those really bad example categories of stuff, but I wouldn't recommend it. Because you can ALSO use creativity to develop things that enhance the sale, which in turn improves the response you get from prospects, and increases your profits. Everything we're going to talk about today in the realm of tips and mindset fundamentals is helpful in developing better versions of things on this list: Headlines Hooks Big Ideas Mechanisms Product names Branding You can apply the creativity material we talk about today to any of those. And just coming up with a better Big Idea can revolutionize a product's sales. The same thing is true for many of the other things on the list. So that's where I'm suggesting you apply new levels of creativity. The Art of Creative Thinking, by John Adair https://www.amazon.com/dp/B00AZW4CCK Download.

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Harry Potter and the Values of the Kingdom - Classic

Play Episode Listen Later Aug 1, 2023 46:53

In this episode, Kymberli Cook, Kasey Olander and John Adair discuss the Harry Potter and some of the Christian themes and values that permeate the series. Learn more about your ad choices. Visit podcastchoices.com/adchoices

Harry Potter and the Values of the Kingdom – Classic

Play Episode Listen Later Aug 1, 2023 44:09

In this classic episode, Kymberli Cook, Kasey Olander and John Adair discuss Harry Potter and some…

Management Cafe - for leaders of colocated and remote teams

MC59 Action-centred leadership: a truly useful model

Play Episode Listen Later Jul 24, 2023 18:34

Continuing with our discussions on leadership frameworks, Pilar and Tim discuss John Adair's Action-Centred Leadership which was first introduced in 1973. Adair uses three overlapping circles to illustrate that effective leadership happens at the intersection of the task, the team and the individual. And it is this deceptive simplicity which is a big part of the appeal. The model doesn't rely on a particular leadership style or organisational culture. Instead it reminds us that if we "zoom out" of our current situation we can identify which of the three areas needs our attention. 00:00 mins (yes, we went straight into it this time!) Pilar shares a story of when she applied Action-Centered Leadership at her theatre company. The model suggests we focus on leading on three different levels: the team level, the individual, and the task. 3:50 Pilar quotes Judy Rees: frameworks are helpful because "they direct our attention to something". As managers we rarely have all 3 focus areas in balance all the time. We can use the Action-Centred Leadership framework to guide us to the area needing the most attention. 5:00 Tim has tended to focus on individual and task while neglecting the team dynamic. 6:00 These 3 elements are interconnected and interdependent. If you try to shift one element it will inevitably also change the dynamic in the others. 10:00 Tim goes down a long rabbit hole talking about how management thought-leadership tends to show things as simple. But management is actually really hard and complicated. We speculate how this real world complexity would influence the menu and service in our Management Café. 11:30 Pilar recalls going to a training session which didn't have a set objective. Instead the facilitators asked the attendees what problems they needed to solve. She loved it, but noted that this approach didn't work for all attendees. 13:45 Prescriptive theory and processes are great in a book or training session. But when you get back to your actual job, things rarely play out the same way. People are unpredictable! What about you, dear listener? What do you think of Action-Centred Leadership? Are there other leadership frameworks we should discuss? We'd love to hear about your experiences! Get in touch through our Contact Form https://managementcafepodcast.com/contact/

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MC58 Leadership on a spectrum: Laissez-faire and authoritative Styles

Management Cafe - for leaders of colocated and remote teams

Play Episode Listen Later Jul 10, 2023 26:52

Inspired by the article about leadership on the Asana blog, Pilar and Tim discuss Kurt Lewin's 3 leadership styles. In a seminal study conducted in 1939, groups of 10 year old children were given a craft task and assigned an adult leader using either an authoritarian, democratic or laissez-faire leadership style. They concluded that democratic leadership was the most effective. Pilar and Tim share their experiences of these 3 styles and spend some time debating the laissez-faire and authoritarian styles. And whether there is a distinction between management and leadership. Pilar throws a few more models into the mix: Ken Blanchard's situational leadership and John Adair's Action Centered Leadership. Ultimately our default style isn't going to suit every circumstance. We need to switch between styles to get the best results. TIME CODED SHOW NOTES 01:30 min There can be times where the appropriate leadership style for a situation is one that we don't like. But our default style isn't going to suit every situation and team. And all styles have pros and cons. 4:25 Pilar references Ken Blanchard's situational leadership model and how it encourages us to consider which leadership approach might work best in a particular situation. 5:00 Lewin classified 3 leadership styles: authoritarian, participative and laissez-faire. Tim has a reaction to calling something laissez-faire. But Pilar and the dictionary keep us on track. 7:20 Tim's a bit suspicious of drawing conclusions about workplace productivity based on how school children react to laissez-faire leadership. 8:50 If you have a really experienced and high performing team you should be able to be a bit laissez-faire. Tim has found being more authoritative can sometimes be helpful when dealing with an inexperienced person or team. But less so with experienced teams. 11:00 Pilar shares a story of her husband having a very laissez-faire manager and loving it. 13:30 Laissez-faire leader doesn't mean that you neglect the core tasks of management like setting priorities or providing support when your team needs it. 15:50 Jurgen Appelo said "Manage the system, not the people", it's the fourth principle of Management 3.0. A leadership approach will only work if the system is setup to support it. 18:30 Tim has struggled to adapt when his preferred style isn't what the team member needs. 19:15 Pilar introduces another model! John Adair's Action Centered Leadership says managers need to be balancing their attention between the task, individual and the team. 21:30 Part of the leader's job description is to take charge in difficult moments. 22:15 Authoritative leadership often brings up negative connotations. 23:15 We assume that adoption of a leadership styles is based on personality and the good intent of a leader. But it isn't always the case. This leads us to speculate about the difference between managing in a particular style because of your personal reasons vs managing in that style because it works best for the the task or individual or team. What about you, dear listener? What is your default style? Do you ever use other styles? We'd love to hear about your experiences! Get in touch through our Contact Form https://managementcafepodcast.com/contact/ or tell us on Twitter - we are @managementcaf

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"Give Your Very Best!" - with John Adair

BJU Alumni Relations

Play Episode Listen Later Jul 6, 2023 30:52

When the Division of Music at Bob Jones University announced the gift of an amazing instrument from a generous alum, we had to know more. Listen as John Adair, a 1961 graduate with a ministry degree, shares his testimony of God's blessing on his life. From a pizza parlor piano to becoming the exclusive dealer of Yamaha's best pianos, John's journey has been nothing short of marvelous. And his gift of an incredible piano comes with sentimental meaning as well. This is John's Story of God's Grace. Support the Division of Music at Bob Jones University by clicking here: https://music.bju.edu/give/ Subscribe to the BJU Alumni Podcast presented by BJU Alumni Relations for more Stories of God's Grace like this one. Listen on Spotify: https://open.spotify.com/show/0F2gcv5M4kua8XxIuppNxnListen on Apple: https://podcasts.apple.com/us/podcast/bju-alumni-relations/id1605151458Listen on Google: https://podcasts.google.com/feed/aHR0cHM6Ly9hbmNob3IuZm0vcy83ZDdjNGI4OC9wb2RjYXN0L3JzcwListen on Amazon: https://music.amazon.com/podcasts/b20072c8-f52e-4ec4-bea4-329b3547ed5c/stories-of-gods-grace

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Ger Sue # 164 Liderar con otros - 5 Mejores libros sobre Comunicación efectiva

Gerente de los sueños podcast

Play Episode Listen Later Apr 27, 2023 28:23

Uno de los principales factores que he logrado identificar de un líder que es exitoso y uno que fracasa es su habilidad de comunicación. Por ejemplo ¿sabías que la empatía es un factor clave para crear una comunicación efectiva? ¿Qué la comunicación no verbal es tan importante como la verbal? O ¿Qué existen diferentes estilos de comunicación? En este episodio de la serie la he llamado “5x5 5 aprendizajes de los 5 mejores libros”” . Los libros que veremos en este episodio relacionados al tema de comunicación efectiva son: · "Cómo ganar amigos e influir sobre las personas" de Dale Carnegie · "La comunicación no verbal" de Albert Mehrabian: · "El pequeño libro de la comunicación efectiva" de John Adair · "El poder de la comunicación inteligente" de Tony Alessandra y Michael J. O'Connor · "La comunicación efectiva en el lugar de trabajo" de Michael Barrett y Tim McIntyre

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Ep. 73 - John Adair, candidate for Amarillo City Council Place 3

Live in West Texas

Play Episode Listen Later Apr 10, 2023 22:09

In today's episode, we hear from John Adair, a candidate for Amarillo City Council Place 3 in the May 6th local election. We discuss why John is running, his thoughts on the Amarillo Civic Center and Hodgetown, and more. For more information about the upcoming election cycle, visit www.amarillopioneer.com.

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Harry Potter and the Values of the Kingdom

Play Episode Listen Later Oct 25, 2022 44:53

In this episode, Kymberli Cook, Kasey Olander and John Adair discuss Harry Potter and some of the Christian themes and values that permeate the series. Learn more about your ad choices. Visit podcastchoices.com/adchoices

Harry Potter and the Values of the Kingdom

Play Episode Listen Later Oct 25, 2022 44:09

In this episode, Kymberli Cook, Kasey Olander and John Adair discuss the Harry Potter and some…

war new orleans kentucky kentuckians john adair

Etkili Zaman Yönetimi

T3 Podcast

Play Episode Listen Later Sep 7, 2022 18:33

Türkiye Teknoloji Takımı Vakfı tarafından hazırlanan T3 Podcast'e hoşgeldiniz!T3 Podcast'in 2. sezonunda her hafta farklı bir kitap üzerine konuşuyoruz.Bu hafta üzerine konuşacağımız kitap John Adair tarafından yazılan Etkili Zaman Yönetimi.0:42 Zaman yönetimi denildiğinde aklımızda neler canlanıyor?1:22 Zaman Fanatiği3:27 Bugünü dünden planlamak5:32 Zaman yönetimi motivasyonu6:40 Kendini tanıma ve zamanı etkili kullanmanın ilişkisi8:28 Zaman kalitesini arttıran alanlarımız9:05 İş için ayrılmış zamanlardan faydalanmak

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New Orleans and the End

Kentucky History Podcast

Play Episode Listen Later May 1, 2022

Sponser Links: la-touraine.com use promo code: KHPThe epic conclusion of the War of 1812 unfolds after peace has already been signed. But the Kentuckians there, led by future governor John Adair, fight and give Kentucky an honorable name.David's book: https://www.amazon.com/War-1812-West-Detroit-Orleans/dp/159416309X https://linktr.ee/Kyhistorypod

Compassionate Leadership with Manley Hopkinson - Episode 5

SheepDip

Play Episode Listen Later Apr 6, 2022 30:56

In the 5th and final part of our series on Compassionate Leadership, our expert guest Manley Hopkinson talks about Balance.Manley believes that to be a Compassionate Leader "you must balance the needs between achieving the task, building the team and developing the individual".His philosophy is based on the British academic and leadership theorist John Adair's model of 'Action Centred Leadership', often referred to as the Three Circles Model.In listening to this episode you will gain an understanding of this model as usual illustrated well with one of Manley's adventure stories.Manley's parting exercise is based on Adair's three circles, inviting us to see how balanced our time and focus is across task, team and individual. Enlightening stuff!We hope you've enjoyed this series on Compassionate Leadership with Manley Hopkinson. If you're intrigued to delve far deeper into the subject and apply it to your role in your organisation, large or small, take a serious look at the modular Academy as Manley mentions.Enjoy and thank ewe for listening :-)Helpful links:Manley's website - portal for the Compassionate Leadership Academy and to book him as a speakerSheep, Shepherd or Dog - which one are ewe? Take our personality quiz and find out.Connect with the speakers via LinkedIn:Caroline Palmer - Top Dog and co-founder, Raising the BaaChris Farnsworth - Head Shepherd and co-founder, Raising the Baa & author of 'Sheep Shepherd Dog - Building a Magnificent Team Around You'Manley Hopkinson - author, adventurer, senior business advisor, professional speaker and founder of the Compassionate Leadership Academy

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AI # 196 : Flying the Sea King In Op Desert Storm | John Adair

Aircrew Interview

Play Episode Listen Later Sep 3, 2021 19:53

Former Sea King pilot, John Adair, shares what it was like to fly the Helicopter during Desert Storm (Op Granby).This is a clip from John's full interview which you can watch here - https://www.aircrewinterview.tv/john-adair-sea-kingPurchase our Aviation Art Book, Volume One - https://amzn.to/3sehpaPVisit our online shop: https://www.redbubble.com/people/acinterview/shopHelp keep the channel going:https://www.patreon.com/aircrewinterviewor donatehttp://www.aircrewinterview.tv/donate/Follow us:https://www.aircrewinterview.tv/https://www.instagram.com/aircrew_interviewhttps://www.facebook.com/aircrewinterviewhttps://www.twitter.com/aircrewtv

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6. REMATCH

Play Episode Listen Later Jun 30, 2021 16:33

Jack goes to Nitti for a job. Lou receives a bouquet of roses from an unknown sender. Starring Lisa Kudrow, Leigh Joel Scott, Sara Montgomery, R.S.T Davis, Bill Rogers, James Mount, Adam Pilver, Tyler Gurciullo, Todd Gajdusek, Gretchen Harris, Brian Knoebel, Leonardo Santaiti, Danny Roberts, Carolyn Carpenter, Chelsea Suh, Larry Sprott. Jack & Lou: A Gangster Love Story is a production of USC School of Cinematic Arts. Produced by Yeon Jin Lee, Mehmet Gungoren. Sound supervised by Audrey Gu, Cabba Cai. Directed by Alexis Patton, Alyssa Fritz, Craig Lief, Danny Roberts, Joshua Powell, Max Pearce, Mila Danton, Rachel Silveria, Renato Miguel Ruiz, R.S.T Davis, Sophia Ungaro, Yudi Zhang. Written by Becca Suh-Hee Han, Brandyn Johnson, Craig Lief, Joshua Powell, Mason Jason Orfalea, Mila Danton, R.S.T Davis, Sophia Ungaro, Yeon Jin Lee. Based on a story by John Watson. Original music composed by David Myles Lewis. Casting by Jane Flowers. Additional Sound Editing By Jalen Conway, Rebecca Grass, Esther Kim. Additional Dialogue Editing By Jackson Daneluk. Music Supervised by Matt Michienzie. Music Mixed by Tim Starnes. Musicians: Piano by Joey Kantor, Trumpet by Jordan Katz, Bass by Marc Gasway, Guitar by John Adair, Cello by Isaac Mailach, Drums by David Myles Lewis. Poster Design by Mehmet Akif Malatyali. Title and End Credits Voice by Coby Lawrence. Consulting Producer John Watson. Special Thanks to Dean Elizabeth M. Daley, Allison Belanger, Beidi Wang, Jeannie Lee, John August, Julian Stern, Maria Sara Santoro, Steven Flick, SAG-AFTRA.

5. MRS. MCGURN

Play Episode Listen Later Jun 29, 2021 19:33

Louise recalls the massacre aftermath. Jack enters the Western Open Golf Tournament. Jack and Lou get married. Starring Lisa Kudrow, Leigh Joel Scott, Sara Montgomery, R.S.T Davis, Bill Rogers, James Mount, Adam Pilver, Tyler Gurciullo, Todd Gajdusek, Gretchen Harris, Brian Knoebel, Leonardo Santaiti, Danny Roberts, Carolyn Carpenter, Chelsea Suh, Larry Sprott. Jack & Lou: A Gangster Love Story is a production of USC School of Cinematic Arts. Produced by Yeon Jin Lee, Mehmet Gungoren. Sound supervised by Audrey Gu, Cabba Cai. Directed by Alexis Patton, Alyssa Fritz, Craig Lief, Danny Roberts, Joshua Powell, Max Pearce, Mila Danton, Rachel Silveria, Renato Miguel Ruiz, R.S.T Davis, Sophia Ungaro, Yudi Zhang. Written by Becca Suh-Hee Han, Brandyn Johnson, Craig Lief, Joshua Powell, Mason Jason Orfalea, Mila Danton, R.S.T Davis, Sophia Ungaro, Yeon Jin Lee. Based on a story by John Watson. Original music composed by David Myles Lewis. Casting by Jane Flowers. Additional Sound Editing By Jalen Conway, Rebecca Grass, Esther Kim. Additional Dialogue Editing By Jackson Daneluk. Music Supervised by Matt Michienzie. Music Mixed by Tim Starnes. Musicians: Piano by Joey Kantor, Trumpet by Jordan Katz, Bass by Marc Gasway, Guitar by John Adair, Cello by Isaac Mailach, Drums by David Myles Lewis. Poster Design by Mehmet Akif Malatyali. Title and End Credits Voice by Coby Lawrence. Consulting Producer John Watson. Special Thanks to Dean Elizabeth M. Daley, Allison Belanger, Beidi Wang, Jeannie Lee, John August, Julian Stern, Maria Sara Santoro, Steven Flick, SAG-AFTRA.

4. MASSACRE

Play Episode Listen Later Jun 28, 2021 21:02

Gangster massacre. Jack and Lou are both suspects. Louise recalls the trial. Starring Lisa Kudrow, Leigh Joel Scott, Sara Montgomery, R.S.T Davis, Bill Rogers, James Mount, Adam Pilver, Tyler Gurciullo, Todd Gajdusek, Gretchen Harris, Brian Knoebel, Leonardo Santaiti, Danny Roberts, Carolyn Carpenter, Chelsea Suh, Larry Sprott. Jack & Lou: A Gangster Love Story is a production of USC School of Cinematic Arts. Produced by Yeon Jin Lee, Mehmet Gungoren. Sound supervised by Audrey Gu, Cabba Cai. Directed by Alexis Patton, Alyssa Fritz, Craig Lief, Danny Roberts, Joshua Powell, Max Pearce, Mila Danton, Rachel Silveria, Renato Miguel Ruiz, R.S.T Davis, Sophia Ungaro, Yudi Zhang. Written by Becca Suh-Hee Han, Brandyn Johnson, Craig Lief, Joshua Powell, Mason Jason Orfalea, Mila Danton, R.S.T Davis, Sophia Ungaro, Yeon Jin Lee. Based on a story by John Watson. Original music composed by David Myles Lewis. Casting by Jane Flowers. Additional Sound Editing By Jalen Conway, Rebecca Grass, Esther Kim. Additional Dialogue Editing By Jackson Daneluk. Music Supervised by Matt Michienzie. Music Mixed by Tim Starnes. Musicians: Piano by Joey Kantor, Trumpet by Jordan Katz, Bass by Marc Gasway, Guitar by John Adair, Cello by Isaac Mailach, Drums by David Myles Lewis. Poster Design by Mehmet Akif Malatyali. Title and End Credits Voice by Coby Lawrence. Consulting Producer John Watson. Special Thanks to Dean Elizabeth M. Daley, Allison Belanger, Beidi Wang, Jeannie Lee, John August, Julian Stern, Maria Sara Santoro, Steven Flick, SAG-AFTRA.

2. SNORKY

Play Episode Listen Later Jun 27, 2021 21:57

Jack meets Al Capone. Jack is initiated into the Chicago Outfit. Bugs Moran makes a grand entrance. Starring Lisa Kudrow, Leigh Joel Scott, Sara Montgomery, R.S.T Davis, Bill Rogers, James Mount, Adam Pilver, Tyler Gurciullo, Todd Gajdusek, Gretchen Harris, Brian Knoebel, Leonardo Santaiti, Danny Roberts, Carolyn Carpenter, Chelsea Suh, Larry Sprott. Jack & Lou: A Gangster Love Story is a production of USC School of Cinematic Arts. Produced by Yeon Jin Lee, Mehmet Gungoren. Sound supervised by Audrey Gu, Cabba Cai. Directed by Alexis Patton, Alyssa Fritz, Craig Lief, Danny Roberts, Joshua Powell, Max Pearce, Mila Danton, Rachel Silveria, Renato Miguel Ruiz, R.S.T Davis, Sophia Ungaro, Yudi Zhang. Written by Becca Suh-Hee Han, Brandyn Johnson, Craig Lief, Joshua Powell, Mason Jason Orfalea, Mila Danton, R.S.T Davis, Sophia Ungaro, Yeon Jin Lee. Based on a story by John Watson. Original music composed by David Myles Lewis. Casting by Jane Flowers. Additional Sound Editing By Jalen Conway, Rebecca Grass, Esther Kim. Additional Dialogue Editing By Jackson Daneluk. Music Supervised by Matt Michienzie. Music Mixed by Tim Starnes. Musicians: Piano by Joey Kantor, Trumpet by Jordan Katz, Bass by Marc Gasway, Guitar by John Adair, Cello by Isaac Mailach, Drums by David Myles Lewis. Poster Design by Mehmet Akif Malatyali. Title and End Credits Voice by Coby Lawrence. Consulting Producer John Watson. Special Thanks to Dean Elizabeth M. Daley, Allison Belanger, Beidi Wang, Jeannie Lee, John August, Julian Stern, Maria Sara Santoro, Steven Flick, SAG-AFTRA.

1. INSEPARABLE

Play Episode Listen Later Jun 27, 2021 18:09

It's 1963. Louise Rolfe (57) gets a visit from June, a young reporter. Louise recalls the moment in her twenties when she met Jack McGurn for the first time. Starring Lisa Kudrow, Leigh Joel Scott, Sara Montgomery, R.S.T Davis, Bill Rogers, James Mount, Adam Pilver, Tyler Gurciullo, Todd Gajdusek, Gretchen Harris, Brian Knoebel, Leonardo Santaiti, Danny Roberts, Carolyn Carpenter, Chelsea Suh, Larry Sprott. Jack & Lou: A Gangster Love Story is a production of USC School of Cinematic Arts. Produced by Yeon Jin Lee, Mehmet Gungoren. Sound supervised by Audrey Gu, Cabba Cai. Directed by Alexis Patton, Alyssa Fritz, Craig Lief, Danny Roberts, Joshua Powell, Max Pearce, Mila Danton, Rachel Silveria, Renato Miguel Ruiz, R.S.T Davis, Sophia Ungaro, Yudi Zhang. Written by Becca Suh-Hee Han, Brandyn Johnson, Craig Lief, Joshua Powell, Mason Jason Orfalea, Mila Danton, R.S.T Davis, Sophia Ungaro, Yeon Jin Lee. Based on a story by John Watson. Original music composed by David Myles Lewis. Casting by Jane Flowers. Additional Sound Editing By Jalen Conway, Rebecca Grass, Esther Kim. Additional Dialogue Editing By Jackson Daneluk. Music Supervised by Matt Michienzie. Music Mixed by Tim Starnes. Musicians: Piano by Joey Kantor, Trumpet by Jordan Katz, Bass by Marc Gasway, Guitar by John Adair, Cello by Isaac Mailach, Drums by David Myles Lewis. Poster Design by Mehmet Akif Malatyali. Title and End Credits Voice by Coby Lawrence. Consulting Producer John Watson. Special Thanks to Dean Elizabeth M. Daley, Allison Belanger, Beidi Wang, Jeannie Lee, John August, Julian Stern, Maria Sara Santoro, Steven Flick, SAG-AFTRA.

3. INGRATI

Play Episode Listen Later Jun 27, 2021 15:12

Lou volunteers to sneak into Bugs Moran's speakeasy. Detective Drury arrests Jack. Starring Lisa Kudrow, Leigh Joel Scott, Sara Montgomery, R.S.T Davis, Bill Rogers, James Mount, Adam Pilver, Tyler Gurciullo, Todd Gajdusek, Gretchen Harris, Brian Knoebel, Leonardo Santaiti, Danny Roberts, Carolyn Carpenter, Chelsea Suh, Larry Sprott. Jack & Lou: A Gangster Love Story is a production of USC School of Cinematic Arts. Produced by Yeon Jin Lee, Mehmet Gungoren. Sound supervised by Audrey Gu, Cabba Cai. Directed by Alexis Patton, Alyssa Fritz, Craig Lief, Danny Roberts, Joshua Powell, Max Pearce, Mila Danton, Rachel Silveria, Renato Miguel Ruiz, R.S.T Davis, Sophia Ungaro, Yudi Zhang. Written by Becca Suh-Hee Han, Brandyn Johnson, Craig Lief, Joshua Powell, Mason Jason Orfalea, Mila Danton, R.S.T Davis, Sophia Ungaro, Yeon Jin Lee. Based on a story by John Watson. Original music composed by David Myles Lewis. Casting by Jane Flowers. Additional Sound Editing By Jalen Conway, Rebecca Grass, Esther Kim. Additional Dialogue Editing By Jackson Daneluk. Music Supervised by Matt Michienzie. Music Mixed by Tim Starnes. Musicians: Piano by Joey Kantor, Trumpet by Jordan Katz, Bass by Marc Gasway, Guitar by John Adair, Cello by Isaac Mailach, Drums by David Myles Lewis. Poster Design by Mehmet Akif Malatyali. Title and End Credits Voice by Coby Lawrence. Consulting Producer John Watson. Special Thanks to Dean Elizabeth M. Daley, Allison Belanger, Beidi Wang, Jeannie Lee, John August, Julian Stern, Maria Sara Santoro, Steven Flick, SAG-AFTRA.

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