In the world of “agile” operating systems, things are fundamentally different: leadership is seen as a function of facilitation. Managers have the task of enabling team members to work productively in self-organization. They provide the team with the space to do this externally and offer the individuals guidance and support internally. As the responsibility for results remains with the teams in the agile concept, the person who assumes leadership responsibility in this context no longer has any formal power. They now actually act as a coach - in the very original and professional sense of an encounter at eye level.In the world of “agile” operating systems, things are fundamentally different: leadership is seen as a function of facilitation. Managers have the task of enabling team members to work productively in self-organization. They provide the team with the space to do this externally and offer the individuals guidance and support internally. As the responsibility for results remains with the teams in the agile concept, the person who assumes leadership responsibility in this context no longer has any formal power. They now actually act as a coach - in the very original and professional sense of an encounter at eye level.
This new function and positioning are an immense challenge for managers who have worked successfully in traditional hierarchies for years: not only do they have to rethink, they also have to fundamentally change their inner attitude towards themselves and their counterparts.
Contents and Guiding Questions
How exactly does the leadership relationship change in an agile context?
- How can I achieve and maintain a truly collaborative inner attitude?
- How can I establish and exercise authority in a non-hierarchical context?
- What do I do when employees want to go down paths in self-organization that I think are wrong?
- How do I deal with rejection and resistance?
- What tricks are there to promote employees' personal responsibility?
- How can I use (systemic) questions to encourage my employees to find their own solutions?
- How can I observe and control the group dynamic process?
All of these questions can be answered with the diagnostic and interactional tools of coaches. The best way for managers to learn what they need as communicative tools for their new role is from professional coaches. This workshop will use examples to show how the trade secrets of coaching can be put to use for agile managers.
Benefit for your Company
Participants in the workshop will
- get a clear view of the requirements of an agile leadership relationship.
- get to know and “taste” a bouquet of coaching tools.
- take away self-management tools for shaping an “agile mindset”.
