Michael Nir, President Sapir Consulting US, is an enterprise lean-agile expert; known for his passion, creativity, and innovation. His Masters in Engineering, certification in Project Management and training in Gestalt balance his technical know-how with emotional intelligence. He inspires people and teams to change, experientially and emotionally, while climbing the hill AND reaching the summit.
The author of ten books on influence, consumer experience, and Lean-Agile management, Michael delivers practical skills gained from eighteen years of experience leading change at global organizations in diverse industries such as Intel, Philips Healthcare, United Healthcare, DnB, Volvo, JPMorgan Chase, Citi, Unilever, and many others. He is masterful at connecting the dots between human behavior, business systems and work environment to drive highly productive teams and lead individuals to communicate effectively. Michael draws on unique personal experiences that provide him with valuable insight.
During college in Israel, he led groups of adolescents on excursions through the desert, observing natural leadership behaviors in team settings. Later, on a hike to Alaska, he had to face down a 250 lb Grizzly Bear – giving him a dramatic taste of what it’s like to influence a powerful and threatening personality using wits alone. Michael was born in Los Angeles and resides in Boston. He travels extensively to Europe and East Asia providing consulting and facilitating training. He understands people, organizations, and cultures and is comfortable leading cross-functional and cross-cultural workshops. A passionate guide and mentor for organizations undergoing change, he has developed lean agile DevOps focused training and delivery programs as well as gestalt team-building and conflict management workshops.
About the training
It was 9 pm on a Friday and I was at work, my spouse called asking when I’d be home, my boss was all over me. I had been working on a proposal for 5 months and couldn’t get team, vendor and client’s buy-in! I became insufferable, even Ron, my best friend, declined our traditional Wednesday beer date. I changed jobs frequently, feeling disengaged (my ‘record’ was 4 hours) until I became physically ill. After the third round of antibiotics, I decided to quit another position and start working for myself. Remarkably, my feeling of disengagement was not unique. According to the Gallup engagement study – nearly 70% of employees suffer from work place disengagement- a true epidemic! Disengagement hits the bottom line, it inflicts pain and unhappiness, reduces profit per share, and leads to high turnover! For over 20 years, my personal transformation journey as a consultant and later as a leading agile coach taught me to look for patterns in organizations. I have recognized recurring behaviors that plague unsuccessful disengaged organizations. The overarching problem is the traditional approach to organizational power/influence which I named vertical influencing. Unsuccessful organizations suffer from high employee disengagement since they adopt vertical influence patterns. This is true in for profit, government and non-profit organizations as well Vertical influencing originates from viewing power/influence as a zero-sum game – a win lose proposition. Where one idea is a winner and the other a loser, one side is right and the other is wrong; In unsuccessful organizations everyone competes to be the influencer, the winner, breaking support communities & leading to disengagement. On the other hand, I discovered that successful organizations adopt a fresh paradigm of horizontal influencing. Presently, these horizontal influencing structures manifest themselves in lean agile approaches. Horizontal influencing radically changes the way people interact creating engaged communities. The know how to horizontal influencing includes a set of skills fundamental to building Dyad and Triad relationships; creating a true win-win environment at the individual, team and organizational level. Through this prism, Influence is communication at a deep level, where we relate to each other compassionately and look actively for commonalities and shared goals.
Engineers and developers, architects and business analysts required to persuade others in teams and in business
Learn best practices for leading and influencing without authority
Identify skills you need to create Horizontal Influencing
Practice energy/style/behaviors of influencing – push, pull and reduce
Learn the power levers of influencing
Experiment with the formula to saying NO!
Building Horizontal influencing
Influence without Authority
Influencing patterns by exploring relevant best practice protocols
Collaborative community engagement building approaches through recreating and re-running real interpersonal situations
Specific behavioral patterns relate to them and learn how to influence without authority
More trainings of the trainerThe Agile PMO – Practical Value Driven Change Leadership in Projects and Portfolios Embracing Change in the Workplace and Elsewhere Breakthrough Consumer Experience – Revolutionizing Our Organization to Deliver Value