WORKSHOP DESCRIPTION
AGILE LEADERSHIP
IN NOT-SO-AGILE ORGANIZATIONS (CERTIFICATE)
LEADERSHIP
1- or 2-DAY SESSION
IN-HOUSE
6-24 PERSONS
Be impactful beyond Scrum and the buzz! Lift off highly productive teams and develop fluency and adaptivity in focused collaboration.
- Agile Practices: The key practices that foster agility (beyond and independent of Scrum and software development). You will get to know the key practices, understand how they work, and be able to decide which ones are appropriate for your challenges.
- Levels of Participation: If you truly lead, you can and have to choose the desired level of participation, from “hero leadership” to “distributed leadership” in self organizing teams. We show you the options and the consequences. The levels of participation decide which “type of agility” you are looking for.
- Levels of Uncertainty: If you truly lead, you need to differentiate between complicated situations, complex situations, and situations, which are both complex as well as complicated. Based on this, you can deal with the broad field of vagueness, ambiguity, lack of knowledge, lack of clarity, and actual uncertainty. We show you the differences and the consequences for information analysis, planning, controlling, and decision-making.
WHO SHOULD TAKE PART?
This workshop is a leadership journey for all organizational leaders, line managers, heads of departments, and everybody who would like to make the own organization a bit more agile. This workshop supports leadership on a grassroots level. If you look for a strategic approach or an agile framework for re-inventing the entire organization, you should not follow this course. Instead you could consider getting in touch with us and asking for an alternative service.PREFACE
There are hundreds of explanations and thousands of interpretations of "agile". But there is only one thing that counts. What counts is ultimately: what does “agile” mean for you in your context? What does it mean for the people you work with and for? Concerning this, we often heard the question, “Why is that now agile? That's simply what good leaders do, isn’t it?” And indeed, yes, the “good ones” do that! The great leaders have incoroporated the values of the agile manifesto into everyday processes – even in not-so agile environments. Great leaders have recognized that they shape the organizational culture, no matter what they do, consciously or unconsciously. Thus they take the liberty to do it right! That's why we want to learn from great leaders in this workshop - no matter how we call it!WHAT IS THE WORKSHOP GOOD FOR?
You will discover the key principles and core practices of agile work. Undogmatic and de-mystified! You will have the opportunity to develop and shape your own “agile values” and you will get fresh ideas and methods that help you to incorporate agility into your not-so-agile organization. Furthermore, you will get to know a series of smart tools that help you to lift-off self-organized teams and develop adaptivity in lean, customer-centered collaboration.WHAT YOU WILL LEARN
- Agile Principles: The twelve principles of the agile manifesto and what they could mean for you. Are they all relevant for your context? Is there a priority? You will have the opportunity to work out your own list of principles.- Agile Practices: The key practices that foster agility (beyond and independent of Scrum and software development). You will get to know the key practices, understand how they work, and be able to decide which ones are appropriate for your challenges.
- Levels of Participation: If you truly lead, you can and have to choose the desired level of participation, from “hero leadership” to “distributed leadership” in self organizing teams. We show you the options and the consequences. The levels of participation decide which “type of agility” you are looking for.
- Levels of Uncertainty: If you truly lead, you need to differentiate between complicated situations, complex situations, and situations, which are both complex as well as complicated. Based on this, you can deal with the broad field of vagueness, ambiguity, lack of knowledge, lack of clarity, and actual uncertainty. We show you the differences and the consequences for information analysis, planning, controlling, and decision-making.