Leading with Agility

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With the recent news that both McDonalds and Starbucks are feeling the effects of worldwide boycotts , we discuss what organisations can do to avoid them and how Agile Leadership can navigate a different path through such turbulent times.
With reputations at stake, leaders often have difficult choices to make. On the one hand stay silent and risk being considered complicit or speak up and antagonise a segment of your customer base.
Join us as we explore how to effectively lead in such a challenging environment. We'll share thoughts from academia, some real-world examples before ending on a range of options that leaders should consider in order to better connect with the world around them.
As ever plenty to discuss and ponder over. We hope you enjoy listening, and don't forget to like, subscribe and share the episode!
And finally, if you've listened to the episode, here are some of the resources we reference:
[1] Financial Times: McDonald’s says boycotts over Israel-Hamas war have hurt sales
[2] Coping with boycotts: an analysis and framework
[3] NY Times: When do consumer boycotts work?
[4] Forbes: Larry Fink's annual letter to CEOs
[5] HBR: How business leaders can reduce polarisation in the workplace

Visit our website www.humble.associates
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With President Biden going viral this week for his striking comments regarding airstrikes in Yemen, we ponder what it means for leaders who routinely make their decisions based on their ideologies or beliefs.
What motivates them and what is the impact they create? How do they learn from their failures, and if they don't why?
And with continuous improvement being a key tenet of Agile leadership, we discuss how leaders can make better decisions. To do that we take a deep dive into the work of two professors from Stanford who've written not only a book, but research on the the state of decision making today.
As ever plenty to discuss, share and ponder over. We hope you enjoy listening, and don't forget to like, subscribe and share the episode!
Finally, if you've listened to the episode, here are some of the resources we reference:
[1] President Biden responding to neighbours re airstrikes in Yemen
[2] Professors Jeffrey Pfeffer and Robert Sutton and their research on Evidence Based Management
[3] Hard Facts, Dangerous Half-Truths and Total Nonsense, Jeffrey Pfeffer and Robert Sutton

Visit our website www.humble.associates
Or check out our LinkedIn page to learn more about Humble Associates

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This week we don't have a guest, but we do have a topic that TK's been thinking about for a while. The unpredictable and unconventional journeys our careers take, and more importantly how this affects the nature of work within organisations.
So many CEOs and business leaders in the world today have taken non-linear paths to reach where they've got to in their careers
- How the future of work is changing, hiring for skills will be a future priority for organisations, at the expense of specific role definitions.
- The importance of taking ownership of your career direction, positioning yourself for success.
- Tensions between generations in the workforce and the impact of AI on hiring decisions.
- How models like Ikigai can help you figure out what you'd like from your career going forward.
- How taking risks with your career direction is a very personal personal choice, Arif reflects on his own story.
And you can learn more about Ikigai here, and Gartner's Human Deal framework here.
Download the episode now to learn more!

Visit our website www.humble.associates
Or check out our LinkedIn page to learn more about Humble Associates

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What does it mean to be a leader responsible for transforming a legacy auto manufacturer to adopt an entirely new way of working?
In this discussion with Jag Johal, he opens up about his journey and shares some of the perosnal challenges he's faced as he's transitioned from a role in HR to leading a trasnformation effort towards Agile ways of working.
We discuss how:

• He's created a why of change amongst senior leaders at JLR
• Having so many ideas and struggling to put them into practice can leave people feeling unsettled
• important it is to be vulnerable and open to feedback as a leader
• self-awareness and humility is crucial to leverage the team's skills in making decisions

So tune in to listen to the full discussion with Jag and discover his insights to being a senior leader leading change!
Guest bio
Jag has been with JLR for over twenty years. joining as a grduate and for the majority of that time, working in HR, working with all parts of the business across multiple locations. For the last couple of years he has transitioned into the space of leading on their agile transformation, which has been a huge learning curve. It has been great way to learn new skills, methods and techniques, and be able to contribute to their overall transformation journey.
To learn more about Jag, feel free to connect with him via LinkedIn.

Visit our website www.humble.associates
Or check out our LinkedIn page to learn more about Humble Associates

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In this fascinating episode with Elina Koussis, we discuss in depth how she has worked to create learning cultures that span the traditional classroom environment.
For many of us, training interventions require time spent in classroom environments, whether virtual or in-person. Elina offers us a different viewpoint, which is that learning is a constant endeavour and in this episode she describes what this looks like. From learning communities to virtual learning environments and bespoke interventions such as female leadership programmes.
We also discuss how learning patterns have changed post Covid, with the increased adoption of virtual learning environments and even gamified learning techniques coming to the fore.
So join us for an insightful discussion about how to create a learning culture that works.
Elina's Bio
Elina is a global leadership development learning leader at Maersk and her expertise is for all things virtual – designing and delivering transformational virtual experiences and enabling virtual teams to stay connected and productive. Elina grew up in Greece, studied Biology and Psychology, Cornell University (USA) and since her Master’s in HR, London School of Economics, she lives in the UK. After a few years working in mental health, Elina turned to the corporate world and worked at BP, GE and now at Maersk. She has been building an HR career spanning 25 years in business partnering and leadership development roles and she is Fellow with the UK Chartered Institute of Personnel and Development (CIPD).
Find out more about Elina by visiting her LinkedIn profile

Visit our website www.humble.associates
Or check out our LinkedIn page to learn more about Humble Associates