Presentation and discussion around how to reduce being a CAVE leader (Conventionally Against Virtually Everything) when getting feedback, and criticism, understanding emotional intelligence, leading with compassion, and dealing with team dynamics.
The transition from peer to leader is one of the most destabilizing and under-supported moments in a professional career. Organizations often promote high performers because of technical expertise, institutional knowledge, or relationship strength—but rarely provide guidance on how to fundamentally redefine those same relationships.
Session Type: Breakout Session / Leadership & Culture Track
Audience: IT leaders, managers, team leads, organizational change practitioners
Abstract
As IT organizations scale, merge, and restructure, the human element often becomes the first casualty. Processes are optimized, org charts are redrawn, and teams are asked to collaborate across new boundaries—yet the relationships that make collaboration possible rarely receive the same level of attention.
This session explores how to intentionally align initiatives/projects/services to institutional strategic plans, creatively communicate measurable impact in ways that resonate with leadership, and leverage advisory committees as collaborative partners for proactive feedback on a variety of efforts.
This session will focus on using leadership to solve complex problems all around you. While having the technical know-how is always a bonus, understanding the root of problem solving at its core can unlock a bit of leadership in all of us!
Attendees can expect to hear how leadership can make a big difference in problem solving. And by using core leadership (and decision making) fundamentals, anyone can improve this skill!