Leading in a digital culture isn’t all that digital

“Leading is not the same as being the leader. Being the leader means you hold the highest rank, either by earning it, good fortune or navigating internal politics. Leading, however, means that others willingly follow you—not because they have to, not because they are paid to, but because they want to.” – Simon Sinek

If your employees were all volunteers, would they still follow you, or would they up and leave? The days of leading from position are long-gone – it’s not enough to have title, rank or authority as a platform to lead. As the battle for talent takes center stage in this digital age, leaders have to actively grow and intentionally practice their leadership skills if they are to thrive and succeed. A good test for this is to ask yourself, would your team follow you if they didn’t have to?

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Leading the Assurity Auckland Branch

It's been a little over six months since I took on the role to help lead our Auckland team here at Assurity, and over the last two days I have taken some time to reflect, as well as document some of my thoughts that might help young (and older) … [Continue reading]

Scaling Scrum without crushing its soul 

Recently I attended training on Nexus at Scrum.org’s Boston headquarters. Nexus is based on the core principles and values of Scrum and allows companies to apply Scrum at scale while retaining the bottom-up intelligence of self-organisation. This … [Continue reading]

Into the Wild – finding work that aligns with your purpose

Those who know me describe me as an energiser – passionate and full of energy with the ability to influence. I bring phenomenal energy to situations I believe in and this creates momentum and ultimately results. But last year my fire went out. … [Continue reading]

Towards an Agile Operating Model

We are on a journey to try to truly be an agile organisation. In this post, number three in the Business Agility Series, I will describe how we changed our business operating model in order to help develop new habits to step us towards our desired … [Continue reading]

Considering an Agile Culture

We are on a journey to being an agile organisation. In this post, the second in the Business Agility series, I describe our thinking on the type of culture we wanted to create prior to us leaping into implementing change. Culture trumps everything … [Continue reading]

Running our business using Agile

Agile is designed to manage complex situations where there are a large number of unknowns. It has been extremely successful in helping navigate a constantly changing environment by rapidly delivering small increments of value and using the evidence … [Continue reading]

Scaled Scrum is still Scrum

I spent the last week of April in Karlsruhe, Germany with the wonderful and talented Scrum.org community. During that time, we worked through The Nexus Framework as part of the new Scaled Professional Scrum training. It was a come-together of some of … [Continue reading]

An agile, adaptive business strategy

Agile has clearly made a significant impact on the software development industry, changing the way millions of people work to a more flexible, engaging and adaptive approach, delivering products that better meet the changing needs of the market. … [Continue reading]

Social exclusion for bad apples

So far, we have learned The bad apple effect - a single, toxic team member can create group-wide dysfunction Emotions are contagious - when someone else experiences an emotion, mirror neurons light up the exact same areas of our brain as if we … [Continue reading]