Agile Leadership

Great people are those who make others feel that they, too, can become great. (Mark Twain)

Agile leaders are more of a gardeners than a conductors. They create the conditions for diversity to flourish and for true collaboration to unfold. They focus more on the future organization than on individual projects. It is obvious - and confirmed by current research - that leadership style is the biggest obstacle to agile transformations and at the same time the driver and key to their success.

Leaders in the agile environment need to develop new skills, they need to evolve and transcend what they have done successfully so far.

First and foremost is the ability to lead themselves and taking ownership. Walk the Talk.

This is the basis for meeting employees at eye level and creating space for learning in a fear-free atmosphere.

On this basis, leaders must learn how to create autonomous and self-directed teams that focus on customer value and thus create added value for the customer and the company.

Last but not least, successful agile leaders act as sense-makers for the entire organization. Together with the employees, they shape the direction, structure and culture of the company.

My Services

  • Personal coaching (leading oneself, leadership, sense-making)
  • Promoting ownership in oneself and others with the Responsibility Process (coaching and training)
  • Shaping change and transformation with Lean Change Management (coaching and training)

Agile Teams

Great things in business are never done by one person, they are done by a team of people. (Steve Jobs)

It is undisputed that autonomous, cross-functional, and self-managing teams form the core for value creation in agile organizations.

Autonomous means that the team has as little or no dependencies on other teams or organizational units as possible. It takes end-to-end responsibility for the product or service. Of course, this depends on the company's depth of value creation, but ideally it means that the team takes responsibility from the customer's request to the delivery of the product or provision of the service.

Cross-functional means that different disciplines are represented in the team to be able to do this and to have as few dependencies and handovers as possible. The extent to which this is possible depends - as already mentioned - on the depth of value added. It is essential that there is direct communication between the team members, which is why an agile team should not be too large. According to studies, the best size is 7 to 9 members.

Agile teams are self-directing, because the people who deliver the service and have detailed knowledge know best themselves how the service is best delivered and what they need to do it. To do this, of course, agile teams must have sufficient authority.

Last but not least, agile teams are never satisfied with the status quo, but strive to continuously improve their performance and collaboration.

My Services

  • Coaching of teams (goals, role, ownership, solution orientation)
  • Coaching of product owner (goals, role, ownership, solution orientation)
  • Coaching of scrum master (goals, role, ownership, solution orientation)
  • Fundamentals of Scrum, Agility and Complexity
  • Scaling of Scrum (e.g. by means of LeSS - Large Scale Scrum)
  • Fostering ownership in oneself and others with the Responsibility Process (coaching and training)
  • Shaping Change and Transformation with Lean Change Management (Coaching and Training)
  • Retrospektives
  • Lean Coffee
  • Facilitation
  • Use of tools (JIRA, Confluence, Miro, ...)

Agile Organizations

Learning organizations are organizations where people continually expand their capacity to create the results they truly desire, where new and expansive patterns of thinking are nurtured, where collective aspiration is set free, and where people are continually learning to see the whole together. (Peter Senge)

An agile organization is a learning organization in which people meet at eye level. Focusing on customer value, the individual employee is at the center of culture and leadership.

In agile companies, alignment with a shared sense of purpose and a focus on customer value are even more important than in conventional organizations. Especially in view of the fact that agile organizations consist of loosely networked autonomous units.

Flat hierarchies, short decision-making paths and feedback loops guarantee permeability from the bottom to the top, which enables effective joint design and participation in all aspects of the company.

Last but not least, agile organizations rely on state-of-the-art technologies that optimally support the flexible and feedback-driven way of working.

Better is the enemy of good - that's why agile organizations continuously evolve and improve. Modern change management aligned with agile values is the key to successful transformations and changes.

My Services

  • Organizational Development and Enterprise Coaching
  • System-Thinking and Complexity
  • Large Scale Scrum (LeSS)
  • Enterprise Coaching
  • Ownership and Responsibility

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