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Agile CoachingContinuous ImprovementCulture and collaborationLeadership (EN)Management and leadershipTeam facilitation

Storming stories: stakeholders and feedback

Once upon a time, Sara, a #LetUsBe team stakeholder and Bob the members manager, went to participate to the #LetUsBe Agile-Scrum team’s sprint review ceremony. Shana, the #ScrumMaster of the #LetUsBe team, started the ceremony by providing participants with some guidance about the meeting: The sprint review is there to …

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Change managementCulture and collaborationLeadership (EN)

Is there really someone to blame?

One of the biggest issues faced by organizations in creating a culture of continuous improvement is the underlying need to always have someone to blame and the way that this need figures prominently in the day-to-day language of its teams. This often fuels adversarial relationships rather than the true collaboration …

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Culture and collaborationFeature postLeadership (EN)Management and leadershipTeam facilitation

How leaders take responsibility for their impact

In our lives we have a lot more impact on what happens around us as well as on the people surrounding us than we care to believe.  As leaders, it is important for us to understand the impact we really have which in turn helps us manage it, acknowledge it …

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Culture and collaborationFeature postLeadership (EN)Management and leadershipTeam facilitation

Four Helping Stances For Coaches

“But I Was Only Trying To Help…!” In many organizations today, coaching is regarded as a crucial skill for leaders, managers, Scrum Masters and consultants who support teams developing the skills and practices of self-organization.    In our course Coaching skills for Leaders, we teach the distinction between four different …

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AgileFeature postLeadership (EN)Management and leadership

How to unleash the leaders around you

This article was initially published on Forbes.com. Co-creative leadership In my last post, I introduced you to the five key skills of a co-creative leader. I also went into more detail around the skill of being a voice among many in the conversation. This article is the second in a series …

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Culture and collaborationFeature postLeadership (EN)

A conversation about active listening in coaching

Last week, Louise Kold-Taylor and Steffan Surdek were in our offices at Pyxis working on the new coaching course they are building together. I noticed how much fun they were having and decided it could be fun to go pick their brains a bit. I went to sit with them for …

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Change managementFeature postLeadership (EN)Management and leadershipMoving Motivators

The tools of Management 3.0

I recently had the opportunity to attend the Management 3.0 training hosted by Steffan Surdek, one of my colleagues at Pyxis. Steffan is the founder of Pyxis Cultures and also an expert in corporate leadership development. So the concepts of the Management 3.0 course have recently appeared in my team …

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Agile transformationLeadership (EN)Québec

Verbal aikido serving difficult conversations

My calendar just beeped. The meeting will begin in 10 minutes, and I can feel the stress increase inside of me. I know what the meeting is about and I only have one desire: find an excuse not to go. I wish there will be a miracle and that I’ll be notified at …

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Feature postLeadership (EN)Management and leadership

How to be a voice among many in a conversation

This article was initially published on Forbes.com. Co-creative leadership I talk and write a lot about co-creative leadership these days. When people ask me to name the key traits of a co-creative leader, I usually list the following five skills: Being a voice among many in the conversation. Unleashing the …

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AgileCulture and collaborationFeature postLeadership (EN)Management and leadership

Five easy ways to effectively collaborate with your team

This article was initially published on Forbes.com I talk a lot with those around me about co-creative leadership and collaboration. My team and I collaborate a lot with our clients, but not as often as we do with each other. More often than not, you have the choice whether or …

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