# Change with Clarity! Five Fixations of Adaptive Leaders - Pete Behrens [EN]


* how to go from engi to leadership coach?
* engi role is to optimize a system
* leadership role is to optimize value out of people

* every org is a human system and the only way to change is through human and its leaders

* it is about a leader being agile not just the system in place.


* Pete Behrens asking you to write these 5 words on a piece of paper.

* purpose = why
* resolve or determination is "im going to do this"

* Pete: i learn through sharing



* should i go left or right?
* direction doesn't matter without goal




* example: what it is i am bringing or doing before i do something?
* when i join a meeting? my purpose is to bring ...
* without purpose, agile is useless.

* attitude is important
* story: my perspective is my wife was interrupting me

* there is no good or bad, there is only our thinking that creates good or bad - shakespeare?

* adaptive leaders check their perspective




* story: hiring new person.
* asked others what they think.
* hired
* 6 months later, team feedback that Pete already made up mind
* a-ha moment. team is right. was thinking about how the person can fit and be used. not if the team also felt this moment
* proud of this moment because still was able to get that feedback despite the time.

* sometimes what happens is irregardless of what we do.



* story: hiring for a position.
* a team of engi and one engi dominating.
* asks to hear from others.
* got the job.
* turns out that one of the reason for the job was to help manage the problematic engi.

* Q&A: Usually, technical people do not regard non-technical project managers/Scrum Masters with the same amount of respect that they have for someone who's more technical. How can we open the team's perspective towards a non-technical person who is actually good at their job?
* it could be that the PM is not trusting the expert. they have no control so they hover
* having expert mindset is one thing but to have an expert mindset and also be open to sharing and feedback is another thing.




* great leaders are never done. they reflect and adapt.


Q&A:
* What are some of the anti-patterns of agile leadership during you coaching career? Which one of them is the most difficult to deal with?
* In my experience, 95% of bad leadership is unaware leadership, no self-knowledge, no one tells him what to do, lack of learning and lack of planning. They may be professional leaders, specializing in their own professional fields, but not focusing on people.