 So, I'm sorry for that. Let's give it another two minutes. While we are waiting for technical problems to be solved, I will present myself. Hi, I'm Oana and I'm here to talk to you and interact with you on a topic that is called Agile and Meaning Shared Leadership. And the idea is that meaning is a trigger for shared leadership. While waiting, let's start. So, I'll do the first with a green marker. My first slide. I don't know about you, but when I started to work with Agile teams, I started with software development teams. Those teams were Agile and there were two walls between the two teams. The wall of requirements into back lock. The second wall was the wall of Q&A. What I'm calling, which means working tested features. What did you suppose? Exactly. I know you thought. But whatever you suppose it means, it's always what the Q&A guy was thinking when he received something to test. So, the Q&A is buried under this wall of testing and separate behind the wall is the operation team. So, that was Agile in IT when I started. And because the Agile was isolated like that, I call that situation the Agile ghetto. People in the Agile ghetto, so the software teams, the good thing about it is that they come to have an awareness that Agile is not only about execution of a set of practices like scrum practices. It's about a mindset. Hallelujah. It's about a mindset. And because it's about the mindset, these teams started to improve the mindset quality, bring in coaches and try to bring in other people that work over those two walls. Remember those walls? Those two walls what I called and here is in the two wall is the Agile team. Software development IT team. So, this means corroborative requirements analysis process. You always know that. So, between two. Okay. So, trying to convince the people that are behind these two walls and mainly the managers, these teams become very unhappy because those people don't get the Agile mindset. Don't do that. They don't get it. So, even if there was an awareness and there are a lot of games and thinking out of the box, this IT team software development are not happy. Does that ring? Does this story ring any bell to you from your personal history? Okay. This is the second stage is what I call the Agile therapy because these unhappy teams are on continuous therapy. So, to solve that, what I would like to offer is go for what I call the first phase of inner leadership. The inner leadership is let go of the universal source reason of all problems in the world. You know what's the universal source of all problems in the world. Pretty sure you do. Yes. That's the true answer. So, thank you for that. But what is the first answer? Who's the reason of all the problems we have? Who's the reason of all the problems I have? Management. Whose mindset? Managers' mindset. Leaders. Okay. So, ego. Who's ego? Leadership. Whose ego? Who manages? So, mainly manages ego. So, the universal source of problems in the of all problems is the others. Managers are very much quoted here, but other people. So, the first thing is to let go this universal source and shift perspective. Because there's something that is pretty true and I quote something that Peter Senge quote in his book Fifth Discipline, people don't resist to change. People resist to be changed. And I want you to do a quick experience right now on that. Change something on yourself. We have a lot of options. A lot of options. And I have to give examples. So, I have this amazing three bracelets that I'm taking off. I'm not seeing you. So, change. Anyone change something on your turn? Your turn. I see I know changing. Thank you for. I really would like you to change something on yourself. I'm waiting. Yeah, yeah, yeah. Everyone has come on. Everyone has a nice change that can be done. Yeah. Okay. Okay. That's okay. Do you like this elephant? So, let's stick to this elephant while we finish the exercise and then we go back to Paul, to Kino. Okay. So, everyone did a change. I really trust you did it. Okay. Great. It seems more complex that I thought. But anyways. Okay. Now I really want you to cooperate with me. So, I'm very grateful to do that because this might be a little bit challenging. Find a pair. Someone is next to you. And now I want you please to change something on this person. And changing something doesn't mean ask him or her to change. Go and change it on the other person. Because asking is easy. Go and change it. And please do it. So, that's why I'm saying that. Well, it was not really on her. You're kind of cheated. While you do that, I will put the keynote on. Yeah. Thank you. I try to do it without seeing that I can doesn't go on keynote. It's an elephant about keynote. Which where? Yeah. Where? Sync master best. Oh, gather windows here. Yeah. Uh-huh. Uh-huh. The other windows here also. No. Let's try. This exercise was not scheduled. But okay. Why you are helping me with this? Okay. Why is helping is doing this exercise by himself? Thank you so much for that. Just I want to share. I want you to share with me. So, thank you. How was the first move? Changing something on your own self? Easy, comfortable, kind of trivia at the end of the Yeah. How was it to change something on someone else? Awkward. From the perspective of the person that was changed, when you were changed, how did you feel uncomfortable? What would you say more than uncomfortable if you want to clarify for it? Not easy to take. I remember when I first did this exercise, I felt it threatening. I mean, it's not a durational, but my God, oh my God. When as a change agent in this exercise, how did you feel? Oh, thank you, miracle. Oh, thank you. Enjoy this moment. Thank you. Thank you very much. And you've changed me. Thank you. So, as a change agent, when you changed someone, how did it feel? When you changed some of your neighbor? Weird. Awkward. How awkward? Why was it awkward? Because you're pushing something. Yeah, exactly. Crossing limits. Yeah, exactly. Because you don't really know what's the safe space of the other person. And you're cross the line. And this is also personal and cultural. And exactly as this very easy exercise, this is exactly what happens when you want to transform teams. When you, the team that is transformed, it's uncomfortable because you don't know what what would happen to you might be also threatening. And as a change agent, you are not comfortable also. And when you're not comfortable, this, the signal is amplified. I mean, you get the other team more uncomfortable. So, the thing is that, and this is my first takeaway on that the only change start is with one person and that person is oneself. And no, what a mess. And now I'm going to all the slides till arriving on this. So, this is the first slide that I tried to, the software team between, if you want to, yeah. You want to say you like better my slide than my wonderful sketch. Yeah, no, I don't take it personally. So, what was Agile Geto, the, when we get to awareness, there is the attitude and the others don't understand ourselves. And this is what I call the Agile despair when people in teams are in therapy. And so, develop the inner leadership, the quotes that I really share of Peter Sange. And something where I said, well, I'm coming to India, there's a wonderful leader from India. I don't know if you know her, Lilema Bhatt, that develops something that is called the Shakti leadership, which I understand that means the female leadership, but in, also in men, I mean. Well, anyways, it's called Shakti leadership. And she says presence provides the creative energy to innovate and create empathy, conscious leadership. So, to do that, to develop this inner leadership in oneself to trigger change, I'm proposing you an exercise right now, which is inspired by the inquire leadership by Mary Lee Adams. And this is what is called the choice map. And said, when you are in a difficult situation, you have two choices, no, the pills thing, to react or to choose. And then you can have the Georgia pathway or the learner pathway on the judge pathway. In a difficult situation, the first question is, whose fault is it? Does that ring any bell to you? Did that happen to you or never? It happened to me. Sorry, that's the mic. It happened to me getting angry as it. And the second is, why is that happening to me again and again? What's wrong with me? What's wrong with the others? Remember the quick exercise we've done? If you're in a Georgia path and say, I have to change you, I have great stuff for you, and I'm throwing it over you. And you don't accept it. I feel awkward. You feel awkward. And my question is, what's wrong with me? I'm a lousy change agent. If this workshop sucks, I will say I'm a lousy facilitator. And my second question is, my cut be, what's wrong with them? I mean, I'm offering all this good stuff and they don't get it. So what's wrong with them? And then, this is the ultimate question. Why am I such a failure? Why are they so stupid? Does that ring any bell to you? And then you are in the judging pit, deep down in the judging pit. So what it says, this is out of the works of Mary Lee that has changed your questions, changed your life. And something that she says that really resonated with me is, you can't change things that happen, but you can change your own perspective on those things. And changing the perspective is embracing a learner path. So, yeah, sorry, I forgot about that. This is an automating reaction and blame focused. So changing questions is, what assumptions am I making? It's okay. What is happening? What do I want in this situation for myself and for the others? What are the others thinking feeling? Am I responsible of anything in this? What is possible? What are my options? So this is thoughtful choices and when we're relating. So what I wanted to do right now is reflect for five minutes or a difficult situation and try to ask yourself those two types of questions. After five minutes, I will do this. And let's say that when you see me, you do the same. Let's train that, see if it works. Wonderful. This is a way to focus. And then you exchange for two minutes with a pair and see how that works. Is that okay? So five minutes. Okay? Reflect on your own. Try to write down something on it. Yes, in the past, one situation that was a difficult situation for you and that might have triggered some judge questions and judgments. In five minutes, you might not have time, but just feel the difference when you ask yourself the learner set of questions. Maybe not all of them, some of them. Okay. Thank you. I confess I chit a little bit. It's a little bit less than five minutes. But I've seen that people already exchanged for two minutes or so. Try to exchange with someone. How did it felt to change perspective? So share with a pair or with a group. How you're comfortable. Okay? Two minutes. Okay. Sorry. I know that's quick. I tried to go through all the stuff. How did that felt for you? Anyone is willing to share? I think we have a mic somewhere. That's okay. I can get a call at the time. I mean, I first went down the whole desert path and I sort of relived all the negative feelings that when I was piling down. I sort of relived that for two dramatic minutes. And then at that time, it might have put me out of the spiral much earlier than how I eventually got out of it. Okay. Thank you. Thank you. Someone else wants to share how it felt to change perspective. Anything that someone learned about? I actually reflect on the real situation and I did go straight to the judge and think, except I look at what I did. I spent a few days in the judge here and then I had to, I realized I did then flip to the, but it was just fascinating. But I didn't have a model. I just kind of did it naturally, luckily. And sometimes you can stay in the judge. Okay. Thank you very much. This is also the, some of you might know the fixed mindset and growth myself or from Carl Dweck. It is related, but I thought that this choice map is really helpful to train oneself on getting out of the judge path. So to move forward, yeah, that you always have a choice to switch a lane, the lane from judge to learner somewhere in between. When you realize you're in a judge apart, you can switch. This is the good news. And also the switch lane is a very helpful tool or option to not be a judge of your own self because we love judge other people, but we are completely fan of beating ourselves also. So you have the switch lane for that. If we create this inner leadership, and this was a very quick hint on the tool on inner leadership, the idea is to know what. Now I can bring my conscious learner perspective in the group and create something together, a product with intention. And here is a part about the power of purpose. Because if you throw a purpose into a crowd, the crowd will self organize. So purpose is a driver for autonomy. That's why I really, and create that brilliant stuff. And then you can add whatever, how to. Purpose is, and I was just going to say purpose is one of the access of Dan Pink's model. And I really love to quote David Huseman, the invest in purpose because the values of the due glow that's had that purpose is, the value is the why over the how. So invest in why, less in how. And purpose also, I've done some reading, helps to have a psychological balance. And France Rupert, which is a therapist, says that psychological health is preserved when people take action that have meaning for themselves. So lack of purpose leads to disempowerment. Because I'm telling you what to do and what you will do will make no sense that's in disempowering. And disempowerment is a potential threat to mental health. So it's as serious as that, the lack of purpose. So now the next step I want to share with you is how we can create purpose. And as I'm a quote fan, I can't resist this temptation to offer you this quote, philosophical from psychological to philosophical. And Nietzsche said that the one who knows his why can can bear exactly I had borrow intent. No, it's not that's not the word can bear almost anyhow. And we have a purpose I want to share we can have this over overview effect that connects you directly to your inner purpose overview effect. Everyone knows what that is. It's the, you know what it is, the overview effect. The overview effect is the feeling that astronauts have when they get off the earth and see this image of the earth. They directly connect to the purpose of their life to preserve something that is greater than themselves. So what I would like to bring is that every team has this feeling of overview effect of a shared purpose as a shared leadership. And they create a product with a clear intention. And we talk about purpose, but what I really love to bring it is a shared dream. So another minute to think you all maybe a lot of you guys are part of a team. So what is your shared dream in your team? Think of that. You might say where we don't have one, but maybe something you can take out from here is to reflect on. So one minute to reflect what would what is the shared dream of your team or what would you like it to be? One minute and write it down might be more helpful. Okay, hopefully you have the answer, but you can also reflect on the question when you get out of this room. So this purpose, intention or dream is really the change threshold. If you connect to those, that's purpose, you have either you can be in the flow because you have continuous connection and you have the intention. And this will be the threshold to transform something important about the purpose. You have a purpose, but we as a social tribes need to be useful to someone. So the next question is usefulness. Who is it for your shared dream? Who will benefit? To whom will it benefit? So I'll let you another minute to answer that question. Your shared dream will benefit to whom? How many, it's 10 minutes or five minutes or 10 minutes? Five, wow. You have the, did you nail it? Okay. And if you did not, you can also check this question and think of it. And actually we have maybe three minutes for an exercise that I thought I could, I hope I could do it in more time, but can offer it to you. That purpose also triggers cultural refactoring. And with all these questions that you've answered, what I wanted you to try to put in, now it's create a pitch. Creating a pitch is always helpful to have clarity of purpose. What is a pitch is you present yourself when you're telling. So you are, you remember change, start it with yourself. So present yourself. Present yourself. I'm Juana and my project is to connect everyone with its own, his or her own inner authenticity. Next, the hook. Describe your context. What is the context to be changed? And what is a dream? Remember I just asked you the question. Present the dream. To whom it will benefit? For who, for whom is your dream? What will you do about it to access to your dream? And a call to action? How, what is your message to the stakeholders, to the world, to her? And the reminder. So the idea was that if someone was brave enough to pitch, but I don't think we have time. To, to really, and build a pitch and present it. But I would like to have kind of two minutes and try to put it down in a pitch way, you know, your dream, your benefits. Okay. Three minutes. Yeah. It is an exercise. It was a question about, is this a team level or senior level? I think it's an exercise at all levels. Starting from individual to senior. Well, that's, okay. I will answer that after I still have two minutes left or something like that. I'm sorry for speeding up like that. I, I know that this is a too short time to finish it, but for the two minutes I've gave you for it, which, which is near to impossible, I just want you to share how did it go? What, what was difficult to start with or what was easy about it? And then I will ask. Yeah. Yeah. Yeah. Yeah. It was clear. And actually can become clear for others also. Yeah. Okay. Yeah. So anything difficult about it? Okay. So I had a question here and I was at what level you can do it? I think you can do it at all levels starting from personal level to senior level. And actually this is not a corporate. I mean, it's this, I call it a pitch because the exercise is pitching, but I'm really linking it for the shared, with a shared dream and purpose and gives a little structure. It's, and it's very interesting that every type of team has a shared dream, which is an authentic, genuine dream, not the corporate communication. You know, so that's, I mean investing time into this. And thank you for that. I think that the only thing that I was to, just to wrap up is to transform the first thing is clear your agenda. And this is more for, for manager. There's no transformation that can happen if there's no place to do it. You know, your agendas are packed. So first thing, clear the agenda, then observe with intention, observe yourself, change your questions. How do you perceive the world differently? Connect with the purpose, your purpose and the team purpose. That is connecting your, with your own authenticity and gives by the way, psychology, mental health. So it's good. Then that's a journey to the edge. Then prototype something, do something for someone, observe what happened and then that's transformed. So this is what I call hacking transformation. That's what I call managing like a pirate. And the U shape, it's inspired by the theory U transformation, but the manage like a pirate is something I've put in. Going all the steps. We've very quickly shared because I designed for a longer workshop, much, much longer workshop. And this creates really shared leadership for me. If you have a team shared dream, you can trigger leadership and anyone and a shared leadership. Shared purpose develops shared leadership. And the thing is, either change your questions, know the perception is change the question of how we transform to become agile and what change do we want to see make it happen? Thank you very much. I'm Juana and I'll be presenting this agile and meaning shared leadership workshop. Thank you.