 Thank you everyone. So, welcome to this session about the three dimensions of the Agile leadership. It's a model that I've defined, so I love to share it with you. And first of all, what are the three dimensions just to give you some references? I think that we all act as leaders. I think everyone is a leader. All of us. That's really my mantra. And my job is to be a leadership midwife. So connect, support people to connect to that leadership. So the three dimensions of leadership, I developed the model, is the inner leader. What is the leader in me? The second is how do I show up as a leader with my pairs? Co-leadership. And the third dimension is me as a leader at service of my ecosystem. Now I've just said that I believe that everyone is the leader. And maybe that's a little bit controversial. I don't know. What do you think? Am I right or do you think that agree? Agree? Someone that doesn't agree say, yeah? Yeah. Exactly. Why am I saying that? Because I was sitting and saying, well, I don't know anyone. And maybe you know, but I don't know anyone that wants someone else to lead his or her life. Everyone wants to lead her own life. So if that is true, that means that everyone is a leader. And we can lead different things. So these are the three dimensions of leadership. And we will go to this three really quickly, 45 minutes. But before that, leadership, leader, leader, leader, it's one of those baggy words. And we can talk 72 hours marathon about what's leadership. So to make it more concrete, I'd like you to spend 30 seconds and think of a leader who is a role model for you. Someone that says this is a leader and she or he is a role model for you. And if you want to share and say why quickly. I think it's the values of that person. Like, you know, that inspires us a lot. So it's mainly the values I would say. And do you have an example? Do you have a role model someone you admire as a leader? I do. And why then? Again, it's based on that person's values, right? It's not that because that person is powerful or like, you know, has a lot of skills. But it's because that person, the set of values that that person has, I really admire that. That led me to, you know, inspire. Oh, thank you. That was a surprise. Yeah. For me, that leader is my dad. Yeah, I look up to him in a lot of ways. It's because of the guidance that I get from him. I feel comfortable sharing anything. And I know I can make mistakes in front of him. And I feel inspired when I speak to him. So I think that makes him a great leader and my role model. Thank you so much. A last sharing? Yeah. For me, my mother is my role model because I lost my father when I was in plus one. So my mother took care of me and my sister. And now I'm sitting here is because of my mom, her support. She did a lot of hard work. And of course, without her, I'm not here. So my role model is always she has a lot of patience and the listening skills. So the understanding capacity. So that is one of the great thing I learned from her is be patient and listen and understand and react. So for me, my mom is always a leader. Thank you. Thank you so much. What is your name? Myself Tanuj. Sorry. Tanuj. Tanuj. Tanuj. Yes. So a role plus for Tanuj mom, please. Thank you. Thank you so much. One more. Yeah. So I consider just like he said about his mother, my father is my role model. So he was in the Indian Army. He was in a very high ranking as a doctor. And he expired this last week after 86. So I'm still grieving his death. And I found the way he used to manage people and all without people think that he if he's in the defense, he's in the military. So he must be having something which you have to command and control, but he was not like that. And and I've seen many people hate many people. Okay, there are people who have less set of people who hate and there are more set of people who, you know, don't like. I have seen those set of people who I've got many number of people who are in their hate list, but my dad was never in their hate list. So that is why I felt very proud about him. So yeah, that's what I felt. Yeah. So I that's why I considered him as a leader. Thank you so much. I want to share a different perspective here. What building on what Tanuj said, right? Every mother is a role model. Yeah. So can anyone here say your mother is not a role model? Right? Every mother is a role model. So it's the same. It's a case for me. It's a case for him. It's case for you or anybody. Take anybody for as an example. Thank you. Thank you for those. So mothers are caring mother. The last one I'm very touched by just as far as role model is concerned, I don't believe in any human being to be a role model for me. I do not have anyone. Okay. But nature is the one which inspires me the most and it motivates me a lot. So whenever I have to look forward to see to gain inspiration or to gain motivation, I look forward towards the nature. That's all. Thank you for that. And each time I have that answer is actually I don't have any role model. But it's what behavior of someone is inspiring. So you said that leaders from the role models are inspiring because they're caring. That's mostly what inspiring inspiring with a vision of aligned values. So that's about leaders as a role model. And now more less generic is do you have a manager in your professional experience that was the best manager you have someone that you really admired? Yes. First there or have to I had in fact many I should say the current company that I'm working for is my ninth organization out of nine I had I would say five to six managers as very good managers. Why? Because somebody was mentioning about the values, right? The values value system that they had. Yeah, that was predominantly the best thing. And these days we are talking talking more about the emotional intelligence and stuff like that, right? But then these managers two decades ago did, you know, had these elements in them. And they were actually showcasing that in practice. Thank you. So emotional intelligence value. The second one and then I'll move forward. I can keep my promise to go to the five. So for for me, the best manager that I worked with the someone who provided extreme security and safety sense of safety to the whole team into the difficult waters, as well as the direction when the when the space is very cloudy and foggy. Yeah. So both of that that we are not lost, but we would be getting into the right direction, hang in, even if it is difficult water, we're together and therefore the ship will survive. Thank you for that. So that's a psychological safety. I don't think the micros worked very well. But the point was creating a space of psychological safety. So once again, a manager that has leadership is the one that creates that safety is our models are leaders at service, which is the third part. That's mainly it's what I had as usually as inputs. I'm I'm going forward and thank you for your all all your powerful answers to say the that I kind of in spite and summarize the archetypes of leadership in this free times and you're with your answers. I don't really was all of them were mentioned, but these are the four ones. Well, a model is just a model. So it's definitely not the best. The one is the visionary, which is very aligned with his or her values and therefore inspiring. The guide is the one that supports individuals and emergence towards others. The rebel is the disruptive, the one that really is brings the voice of diversity. This is the kind of leader that can be ridiculized at the beginning because it's he her voice or his voice is not not in the mainstream and the connector, the one that fosters inclusiveness on the connects and belonging. I will give quick examples of the different types. They just to give you some references. I think that Steve Jobs is a kind of visionary. He has a vision crazy about the vision goes straight forward and people that are inspired by that vision, they follow or they admire, try to be like that or admire their work. Artists can be like that. Steve Jobs was an artist. So align and inspire people. The guide one, maybe the one popular one, is that supports individuals by helping reveal the best versions of them. I think really that this is the type of leader that we most admire. In my observation and working with it, this is the type of leadership that most I admire. That's why I just, you said mothers are role models because they are guiding. It's not about themselves, it's about the others. The rebel, I was talking also yesterday about Greta, is disruptive. That's the voice of novelty. The one that hacks a system. It knows that a system has flaws and voice them. It's the voice that points to the elephant in the room. So this is the rebel going to, how are we, okay, I think we're good in timing. And the connector is the influential one. It's a guardian of inclusiveness and also cares that each voice in a space are heard. And while I'm giving Angela Merkel, Germany's Council for many, many, many, many years, there's a characteristic of leadership that we might implicitly think that every leader has, and that is being charismatic. I think that that was true for me. A leader is charismatic. But actually for this different types of leadership, being a leader doesn't necessarily mean to be charismatic. I don't know what you think about Angela Merkel, but it's kind of opposite of being charismatic. A tiny little lady that you don't see actually in a room. And I think it was in 2017 or 18, bear with me if that's not quite correct. She was she was classified, whatever that was for, the most influential person in the world. Because why? Because he has this art to connect people, see what who should talk to whom. So these are the four ones. And I let you with this, I go, I will, I just wanted to give some example. And I leave you another 30 seconds, maybe less, see what type of leader do you think you are? If anyone wants to say, but we all just spend this time on self-reflection. Yeah? Guide, okay. I am a rebel. You? I'm a rebel. You're a rebel. Good for you. Congratulations. But I think leaders, purely leadership qualities comes with time. For example, if India would have not been in a situation which it was, Gandhi might have not taken it. Like, you know, for example, Angela Merkel, when Europe was actually consolidifying into that, and she came at that time. So maybe it's a time that makes the leader, rather than leader themselves, right? It's only the times that, you know, bring us the leaders that that we needed or we identify. Absolutely. It's a question of time. But when, well, that's a systemic approach I kind of talked yesterday. When it's good time, some of the leaders reveal themselves. But that doesn't mean that they're not leaders of that type of that. They are like that. But at the good time, some of them reveal themselves. And what I would like to bring in the world is that it's always a good time for each of us to reveal ourselves as leaders and make this world a nice place to live for all species, if possible. Yes. No, I don't want to share which I am in part of because I have my question is towards that only. Yeah. I believe this is not something that is mutually exclusive. You are some of all of these. Yeah. Because I can see it if I have to really think through the last two years itself, I could have seen me in all these four in some part of the other. Being a rebel in one of the meetings which possibly even this three levels of management was quite an eye kind of raised a voice. I was the only guy siloed in the room on that. At the same time, I could have been a guide continuously through my program with my team. I'm a continuously connected. So I believe, I don't want to fixate on one. My view is you are at some point of time in your career as he was rightly saying over the years of leadership that you take up, your characteristic could possibly change. But there is a certain fabric that you would always have. Like if you are a guide and a connector, that will be very belligerent or that will be something that will be extra. A rebel is more of a consequential nature, but the other ones are more your fabric. Absolutely. So thank you for contributing to that presentation. It's a fantastic contribution because it's right. We are not exclusively one thing and maybe over time we can change. But exactly as I said, I think we still have our preference and the fabric. Aren't you a connector? I don't know. Don't answer. So this is about archetypes. I wanted to share that with you. Now what about, okay, what about the agile leader? So that was introduction to the next thing. What about the agile leader? Well, actually the agile leader has that quality. That's my answer. But to be aware that we can't be all of them all the time. And has the quality to bring all these types of leadership together. So that's, for me, one of the agile leadership. Agree, don't agree, something more. Situational leadership. Yeah, yeah. That's true. So that's the adaptive thing. But also what my point here is, that's a little bit of a connector is that being aware that all these types of leadership are valuable and support that they get together and reinforce the collaboration among all these types. So the intention, so that's why my definition of what's the intention of an agile leadership, agile leader is to support the social ecosystem to thrive in this world of uncertainty. Because the world is uncertain. We kind of all agree. We also agree all I think that we so much would love to control it. Really. You don't want to control a little bit. What's what's happening in the next 15 minutes or something? Do you think I don't want to control what's going on with this presentation? Of course, I would like to. But the world is uncertain. And the agile leader is very supporting people so they can thrive in uncertainty and this world of uncertainty. And how can we thrive? What are the qualities? I want to go quickly through these quality of leaner leader being a continuous learner. What what that means? That that means for me always challenging our own beliefs. Because learning we can all I think that because we are at the conference, we all love to learn new things. That's something easy. Well, we love to see new things, connect dots. What is less easy is to unlearn or relearn. Do you go to a topic where you think you're the best expert in the room? And there's a topic on your expertise that say, Hey, I go in that session. Do you do that? Not really. I didn't do that. And I when I realized that I don't do that, I said, I will. I will do because there are always other perspectives. And the second thing is unlearned. That is the most complicated one to do is because we have learned something that it's converted into truth. And that is true with our beliefs and deconstructing of our beliefs. It's so hard. It's so hard. It's and really if you challenge your own beliefs, what I've seen and I really think believe that it's that's our most highest potential. When you deconstruct our beliefs and being have a curious mind. If someone tells me your talk, one is completely bullshit. I already saw this, blah, blah. My perfectionist self will be hurt. But if I'm putting in a curious mindset, there's a lot of potential because I want to know what exactly hurt you. What is really the bullshit thing in the content? And actually it's a relief, honestly. So that's about being a curious, always a curious learner. So this was my practical thing to be a curious learner is always when you think that something is true, question that stop for a moment and question that. The second force the skills to see the world from different perspectives. Once again, if something is true for you and you see that someone else completely disagrees with you, say, Hey, why if I look at this from a different perspective, what will it take? That's Escher. That's one of my favorite. One of my my favorite thing. Artists kind of mathematics into drawings and very not conflicts. I'm just giving the word contradiction. No, I'll say I'll find the word. But you know, it's different perspectives. Those stairs, you climb, you get down. You never know. Contradiction. That was the word. And to see different perspective is something that it could be very theoretical is be present where you are. Maybe it sounds like something very trivial. Of course, I'm present here. Actually, not really. And I think I would say that Indian culture, you know that better as meditation came from here. Actually, we are not really present in the moment. We are present in our head and we are we anticipate. So we are present usually in the future. We process the future given the experience of the past all the time. So kind of never present. But when we present, we you can change perspective, be great awareness about, Hey, how can I become curious in this situation instead of angry or bless her heart? And the paradox that was another or the Vuka paradox, you know, this very, very fashionable expression of the world is volatile on certain complex and ambiguous. That's a paradox. And actually, it's an opportunity. Seeing it as opportunity for new things, instead of try to control it. And that's that's also something really hard to to ban. And the last one that I want to share is okay, so all this was what qualities a little bit for for oneself. And this is a little bit the step toward the second dimension, which is a leader generates powerful questions and facilitates the co creations of answers instead of giving answers. For me, this is an agile leadership. So we can say maybe it's contradictory with visionary who has a vision and go forward. I think that in order to really adapt is trust the wisdom of the of the crowd of the collective. And and be able to generate questions. So that people can empower themselves to answer. That's another thing that I believe I don't think we can empower other people. The moment that I say that I I want to empower someone else means that I'm taking that power from them. Does that make sense? I will empower you. How does that feel? I will tell you. I know how to empower you know, what we can create is a space so people can empower themselves. So having said that, I think that for all that can be a little theoretical, but I would love to have this two minutes. How do I have 15 minutes? Okay, so I'm widely over time. But anyway, I still want to have this two minutes to or maybe yeah, two minutes to look, have an exercise, look around the room in this room and find something that you don't like. You think it's kind of ugly. And then concentrate of that ugliness and try to see what can be beautiful. It's a way to practice all everything I've said in the last slide. So 10, two minutes. Actually I'll put 130. You can even move if you want. If you didn't spot something that it's kind of ugly. Okay, you see how hard it is to be alone with oneself. I've heard people talking and that was an exercise for two minutes. And actually it was one minute 30 to just be with yourself and this how do you want anyone want? Yeah, please do share. What I think I felt is used water bottles on the tables and the cables which are lying down there and the beauty is of this room and the lightings and the door. Okay, that's I found in the room of the beauty and the arrangement of the room. That's the beauty. Focus on the ugly thing and what is can be beautiful in that ugly thing? In this I mean we can make it more I mean by cleaning itself up filled with the water bottles there instead of them used ones. Okay, thank you. Another answer and then we'll try to move forward as I'm widely over time but I love Congress. Could I talk about leadership without letting you talk? I'll give a quick one. So I was just looking around and sitting in the last seat as usual. So the wall you can talk to me. It's a foldable wall. So the bottom of it is actually kind of withered a lot because it's gone through. So if you look at it on normal day you will not agree if it's in your house you'll not agree but they the beauty thing in that is it stood the time test of time like you know how many occurrences in this room would have happened and it stood the test of time since it's wood it's still taking that and it's chipping away but it's still taking the hit on it. That's the that's the thing I was thinking through. Thank you. Last one and sorry I really want to go. Of course the ugly one the digital is the cable that's running around but just imagine this room without the light. Yeah so that's the beauty of you know you can see the harmony and you know you have to go with that. Okay thank you thank you I will I will go forward but thank you do this exercise each time something is hard for you and the situation is hard do this exercise. I think what is the opportunity what is beautiful and that bloody situation. So now let's go to the co-leadership and it's a way to develop myself as an inclusive leader with the other one. Discover self-discovery by opening a window and toward the other. A window which is a mirror. Other people mirror things about us. So what I love to share with you is really quickly because all this is from a long workshop which could be one day I have even a program it's more than more months on that but that's the it's a tool that says that each of us has four quadrants you know like all consultants invent tools with four quadrants but I think that these ones are helpful. So the first one is the known known section what I know about myself and the others know. Is anyone that knows the Yohari window here? Yeah so it's quite a popular tool. The unknown known by so that's a public session. What the others know about me and what I know about me. The the other section is what which is which is typically unknown by the others and known by me and that's my secret garden what I don't reveal to others. Another section which is interesting is what the others know about me and I don't know because I'm not aware of things that I tell story story to myself. Yeah and that's the blind spot exactly and the last one which is really the dark angle which thinks about me that I don't know about myself and the others don't know. It's we all have a lot of potential and we don't tap in that potential and we don't tap in that potential and you know the blind spot our blind spot is the other know that we have that potential and we don't know exactly so that's was my my my okay what would be interesting what we're interesting to know more about myself and know more about the others and know yeah and and create that public spot make it bigger how do I do that well actually what happens is that if that's the the second step is if I am a very secret person actually so I say little about myself to others actually myself also I know less less things about myself because other people know things about me so it's like what I like about that is the four quadrants here is that if I move one of the line actually the other moves so the that blind spot and that dark spot becomes bigger if I'm if I don't want to know what the others know about me I'm shrinking the space of known is shrinking and what a pity because we don't tap in our potential but what can what is really important is how I can I make that public spot bigger is to ask for feedback we talk a lot of our feedback but what is important is not really giving feedback and knowing how to receive feedback and the second is until what is vulnerable why because in that when I when I ask for feedback people I can know more about me that other people know and I don't know so the blind spot shrinks and when I deal my vulnerabilities and that is a hard thing culturally we are all heroes heroes are perfect they don't have vulnerability but if I unveil my vulnerabilities that I'm making that public space bigger and then shrinks that also the blind spot and I really invite you and I don't have time to to enter in exercises but usually when you unveil a vulnerability that you have actually you will have a demo how people are good when you say I I'm not able to do this the first reaction of people is oh it is about that I thought actually I thought you were where because you were hiding something that I'm not I'm not able to do this piece of code you see that our people will help when you unveil your vulnerabilities it's a gift you give to others so they will I really want to you to reflect reflect on that it's a gift I would have could have have an exercise if I had a longer workshop but let's keep it to this image if you ask for feedback you push that unknown of self you will know more about yourself that other people know and you don't know and when you unveil your vulnerabilities you tell more to other people about you you shrink that blind spot and actually you tap in your potential side when that's the conclusions on this spot is when you open to others that means you that you open to yourself it's another way to say tap into your potential so I leave you with this I won't have a discussion because I think that we really don't have any more time but just know this question for yourself and try to answer it afterwards in your concrete situation how this can help you and yeah that's the leader at service let's I would have said five minutes but let's I don't have time anymore and well questions will be after I would like you for the two minutes and then I'll have feedback maybe I'll have two minutes I will have two minutes after sorry so for two minutes now I will invite you to explore the dynamics of the group you are forming right don't go away can you repeat the activity please what the group that the group dynamics of this group if anyone wants the mic one minute video I'll be two minutes over okay the experiment is over initially I wanted it to be five minutes so the question now is do I have that I have the question is so you see that was 10 minutes but that wasn't have 10 minutes in a talk but anyways is I invite you to explore and now I have this question for you in this task I gave you what was the role that you take what anyone don't what was the role okay me okay this is kind of the moment we talk about it we started off it's the word it's a unit in our house yeah where two of my boys yes and there's a dog okay and I'm involved in it okay so before so we are like this is about my dog okay which which sometimes you know I when you said role model I feel that you know the dog has so much for me to learn from my first is the patience second is when I'm trying to you know teach my son something by you know pushing or anything it comes barking at me even though I'm the owner so it's protective most of the time and whenever I'm sad or something you know it comes out and you know empathizes it jumps on me and you know it you know so I mean it's it's not always that you know human who actually demonstrates that particular value but role can change depending upon the situation of course role can change but my we've done an exercise and it is what was the role you took in this exercise of starting the group dynamic of the group you are here so what did you do at the service of your group someone else yeah okay so here someone I try to understand the problem better that was how we were contributing you someone else yeah for example I allowed him to talk on behalf of this exactly so you you were the facilitator so what I might point they helped I have two points on that so this is for me this is extraordinary it's a lot of deep learning in here but I would like to do it quickly is that in situation we have a role that serves the group as you said well let's present each other and or you allow someone else or the first one who talks and the second is I put you in a kind of chaotic situation and this says something what which I said do this what what do we do that always happen and this is the situation are very valuable because this is a situation where the implicit can become explicit we all live by implicit things but in the situations like that where I tell you do this study your group what group who he went for two minutes ten minutes for 40 minutes in a workshop I do that for 40 minutes very interesting things happen so just to give you where it comes from it comes from the Tadistok Institute it's called the bot model actually every group has boundaries there's authority there's both and a task and one of the things what I told you that is that on implicit things as a speaker I have a kind of authority when I gave you those instructions I gave up the authority because I didn't give you any instructions anymore but that was something implicit so this is all so these are the qualities of a little of the service of the group a quick exercise and this is the last slide sorry for being over time is working with leadership there are a lot of leadership host leadership servant leadership agile leadership and I said well let's do just a just leadership manifesto where I think that yeah allow things to get done over getting things done trust that people we get things done welcome that comes what emerges instead of seeking perfection when you seek for perfection it's a source of frustration and sadness listen intently listen instead of making statements so listen to understand instead of making a point nurture a short purpose what's the purpose in oversetting expectation expectation is another source of frustration authority I never have expressed power with instead of power over and that's why I don't like to be on this on the scene I'm no no way better than you are so I'm rather stay here and support the growth of people over compliance and the last and not the least one my fear is something I work with be brave to trust me and that was my last thank you