Organizations can’t exist without people. People make the difference in every business. To achieve a high performing culture, you must recruit, engage and retain the right people for your culture. To build a highly engaged and committed workforce, it’s important to focus on each and every employee of the organization, understand their behaviors and ensure it aligns to the overall culture of the organization. Creating this type of environment increases employee engagement, motivation and productivity resulting in overall high performing organization. In order to transform the workforce into one with highly engaged and committed people we need to create an environment which can support employees in realizing their full potential. All people are not the same, we all have different motivators; however, all people have a basic human need to feel valued and appreciated. Imposter syndrome can be one of the general and significant aspects that could prevent people in the organization to achieve their full potential impacting it from developing a high performing culture. “Everyone else is better than me better than me. I am not as good as people think I am and am going to be found out”. Is this what you feel too? If yes, then you are an imposter It’s important to identify people in teams with Imposter syndrome and help them overcome in order to build high performing teams that help organizations thrive in the VUCA world. The intent of this talk is to explain what Imposter Syndrome is and why & how it prevents an individual from achieving his/her full potential. Further, outline the advantages of overcoming the imposter syndrome and how to do it?

Most of the organizations focus on adherence to frameworks, Agile practices, restructuring of teams & roles as part of Agile Transformation with minimal focus on cultural transformation. Even the very few organizations that do focus on Cultural transformation focus primarily on practices and policies than on mindset, values and purpose.

Every organization that is looking to transform has an existing culture that is driven by its core values, beliefs and undefined practices. This defines how people operate on a day to day basis, how the transformation exercise is kicked off and the way it evolves. However, for the transformation to be successful, it is imperative that the transformation team Identifies & outlines the existing culture and is able to define the cultural aspects that need to change for it to be an Agile Organization. This needs clear understanding of various aspects of organizational culture, leadership agility levels, what can be done to identify the current culture and what is needed to be able to define the target state.

The intent of this workshop (No PPT) is to get the audience to understand the importance of cultural transformation, the aspects that one needs to focus on and also the means needed to define the organizational culture than it defining the individual.

The hands-on interactive session will introduce the audience to the Cultural Iceberg, Language, Habits and Mindset template to be able to clearly distinguish the need for focusing on Organizational culture, Leadership Agility Levels and the active involvement of the C-suite and Senior Leadership in defining the culture needed in the new ways of working.

Most of the organizations focus on adherence to frameworks, Agile practices, restructuring of teams & roles as part of Agile Transformation with minimal focus on cultural transformation. Even the very few organizations that do focus on Cultural transformation focus primarily on habits and policies than those driving the mindset, values and purpose. The intent of this workshop is to get the participants to understand the importance of cultural transformation, the aspects that one needs to focus on and also the means needed to define the organizational culture than it defining the individual.

The hands-on interactive session will introduce the participants to the Language, Habits and Mindset (LHM) template to be able to clearly distinguish the need for focusing on Organizational culture and the active involvement of the C-suite and Senior Leadership in defining the culture needed in the new ways of working.