Let’s face it, the only way to make it in our fast-paced, ever-changing business environment is to focus on learning. Learning as leaders, learning as team and learning as an organization. Learning about our business direction, learning about our work and work environment, learning about our customers’ needs, and more. Essential for sustained success and innovation, the heart of an effective Organizational Learning culture lies with leadership. Leaders not only set the vision and strategic direction, but also model the behaviors and create the environment necessary for learning to thrive.

In this interactive talk, Diana Larsen (co-author of Lead without Blame: Building Resilient Learning Teams), engages participants in exploring the pivotal role that leadership plays in cultivating a robust organizational learning culture. You will walk away with custom-designed first steps toward boosting the impact of learning work for you, your peers, and your organization.

Target Audience: Executives, CxO's, Senior Management, Vice-Presidents, Directors, Department Heads, Managers, Leads
Prerequisites: Experience in a stressful leadership role in organization, business, or enterprise
Level: Advanced

In ihrem Podcast „Die Wertstoffsammler“ diskutieren Alexander Marquart und Holger Koschek Bemerkenswertes aus der modernen Arbeitswelt. Dabei sind sie über das „Real Book of Work“ von Christina Grubendorfer und Christina Ackermann gestolpert. In diesem Buch räumen die Autorinnen mit neun Mythen auf, die sie im Kontext von Arbeit, Führung und Organisation immer wieder hören und sehen. Alexander und Holger werden in ihrer Session (die als Podcast-Episode live aufgezeichnet wird) einige dieser Mythen mit den Teilnehmenden diskutieren: Muss eine Organisation agil sein? Brauchen wir flache Hierarchien und mehr Eigenverantwortung? Natürlich wird auch die Perspektive der Autorinnen auf diese Mythen gewürdigt. Am Ende ist „New Work“ für die Teilnehmenden hoffentlich mehr als ein Buzzword.

Zielpublikum: Menschen, die nicht nur in, sondern auch an ihrer Organisation arbeiten
Voraussetzungen: Erfahrung mit Organisationsentwicklung ist hilfreich, aber nicht notwendig
Schwierigkeitsgrad: Advanced

Ever worked on a deathmarch like project? Or rewrote a codebase "because CTO told us"?
Ever saw such an endeavour succeed? WITHOUT burning money, motivation, reputation and: people?
The quest for Sustainable Pace is – at least – as old as XP.
It's neither individual nor is it only a team's responsibility.
It's an interaction of both and beyond: it's all about systems!
Without sustainable organisational systems - how can we develop decent socio-technical systems with customers?

In this session you:

1. learn what sustainable pace is (and what it's NOT)
2. see common pitfalls that can un-balance a system (i.e. team, org, or yourself)
3. get powerful practises for yourself & your team(s)
4. learn necessary psychological background (e.g. coping)

Bring curiosity! The No.1 tool to bridge gaps.

Target Audience: Developers, Architects, System Engineers, Managers of all flavours, curious human beings
Prerequisites: Curiosity and some work/project experience is beneficial
Level: Advanced

Ever seen an expert work on a problem and come to a solution, and it looked like magic because you didn’t understand the steps they were going through internally? For the outsider (or new manager/leader), leadership is no different. We make multiple decisions per hour, deal with planned and unplanned situations, and decide on strategies - and we hardly ever “show our working”.

Of course, if leadership was simply complicated as opposed to complex, then we would have a catalogue of activities and steps or even decision charts for each one. That’s not likely to happen, nor is it the aim of this talk. But what if we could use a mix of labelling and describing plus storytelling about our experiences to make the workings of our mind and our depth of experience more tangible and accessible? What if, by narrating our thoughts, it was like adding logging for others to understand our inner workings?

The power of labelling (giving something a name) is that we can refer to it explicitly. Then we can practise it and structure it as an activity in our mind. We can “tag” our stories with it. And we can talk about it more easily to other people to teach them. Even if my labels are different to yours – we have a basis on which to compare our thought processes and share experiences. In this talk, I’ll share my process for identifying and describing the activities I do as a CEO (for example, “making decisions”, “doing conflict”, “accepting reality”, “managing time and tasks”, “leading managers”, “staying sane”, “working strategically”). I’ll also share what those processes look like, and I’ll include stories to show how those processes were formed and are evolving. Newer leaders will get input on how to approach these activities, and leaders of leaders will be encouraged to reflect on and describe their own so that they can communicate them more easily.

Target Audience: Leaders, managers,
Prerequisites: Some leadership experience
Level: Advanced