Thames Valley Branch AGM with The world of leadership is changing
Posted by APM on 17th Jul 2014
The Thames Valley branch AGM on 26th June at the Hilton Hotel, Reading was well attended. Members were welcomed by the chairman, David Coombes, who reported on the last year's activities. Dimitris Antoniadis, Treasurer reported on the branch's financial position, following which members voted for and elected the committee from the nominees.
Keith Stopforth shared his observations on leadership and leadership development, and invited the audience to share their experiences of what is going on in their business or industry today.
The session began by exploring the world of leadership as it is now. Looking at the profound changes in society, commerce, technology and the global economy that are driving change at the fastest pace many leaders have ever known. Seting context for the main focus of the session which was to look at leaders and how they can survive and thrive in this new world.
Keith focused on the four key areas he believes are central requirements for 21st century leaders to master:
- Learning Agility
FHe referred to leaders at all levels and for those who have to lead without authority - such as project leaders. Often they have to influence and negotiate resources with people and this can draw on the four areas above even more intensely.
Projects often involve challenges such as meeting deadlines, building commitment and working with limited resources- perhaps more so for the interim project manager negotiating his/her way around companies with the pressure of tight deadlines. At these times resilience and learning agility are needed even more so.
The audience worked in groups to think about the learning they could share including:
- A different model of effective leadership, debating its flaws and merits
- shared stories and practice and how they are resolving leadership challenges now
- how to be be inspired to reconsider their own skills and what they need to develop these further
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Rather than causing governance problems, agile can provide us with powerful new ways of implementing governance that will help an organisation become more flexible and responsive to its customers.
Agile has a lot to offer the wider enterprise, and we could perhaps see a time when the whole of an organisation is run on agile principles. Since this will not be about projects or programmes, I believe the emphasis will be on behaviours and structures as opposed to processes and tools.