Remote working and collaboration is a hot topic these days. Luckily, technical environment is already set up and running. At the same time, there is a lack of exercise in facilitation in virtual rooms, routine in accomplishing regular meetings is missing, handling of tools for virtual meetings does not feel familiar and also in the shaping relationships in context of leadership and team, we face challenges.
Don’t panic 🙂 There is quick first aid here. You can choose between the following webinars:
■ Design Virtual Leadership ■ Facilitating Scrum Meetings Virtually with Success ■ Get, Maintain and Develop the WE-Feeling in the Team Virtually ■ Tools for Effective Virtual Retrospectives
Dates will be announced shortly.
After each one-hour webinar there is 30 minutes for your questions. You can learn from each other in the sense of »Your case is my case«. I would also be happy to provide you with a slack room for a friendly exchange with colleagues afterwards.
Agile leadership views leadership as the activities of explicit superiors within agile companies, and as leadership elements outside specific positions and job titles.
Leadership is frequently experienced on two levels: one is hierarchical and with significant distance from the employees; the other is predominantly informal and emotional.
Agile leadership merges both approaches by analyzing the context, situation and people needed to achieve better results for the company.
Examples of agile leadership aspects are
Cross-company goal cascades from the objective to the self-organized, goal-oriented, operative activities of all employees
Delegation & distribution of responsibilities
Mentoring, coaching, supervision, intervision
Learning organization, error management culture, knowledge work and explicit utilization of different experiences
Communication management and the creation of a common understanding available at all times
Leaders take on a flexible role in the company, acting both as agile coaches and as scrum masters – today they are planning the budget for their own unit within the overall company budget, tomorrow they are passing on their expert knowledge, and then, the next day they are coaching employees, managers or the C-level about agile leadership behavior. They are constantly switching their roles to become leaders and experts, handlers of complaints and entertainers, prompters and jesters.
Employees, on the other hand, are called upon to take the situative lead, to accept more responsibility and to consider the whole company. The predominant theme is knowledge work. Employees can also situationally guide their managers or leaders.
Our specific offers for you
■Leadership coaching of executive managers in their changing roles ■ Supervision & intervision support of agile leadership roles
■ Team & department development towards more self-organization ■ Collegial peer consulting