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Management 3.0 Agile Leadership Practices is an innovative approach that provides new business insights and teaches new practices for dealing with complexity and uncertainty in organisations.
The course develops participants to create high performance teams and lead and manage Agile organisations.
Several studies indicate that “command-and-control” managers are the biggest obstacle to creating innovative Agile organisations. Development managers and team leaders need to learn what their new role is in developing and leading Agile organisations. This course is designed to help them.
This course is aimed at managers and leaders who want run Agile organisations, and team members who want to become great team leaders or line managers. No practical experience with Agile methods is necessary, though some familiarity with Agile principles and practices is useful.
The course typically draws a range of scrum masters, managers, project managers, team leaders, and team members. The training is limited to a maximum of 12 participants.
Topics Day 1
- Agile Management is the new golden standard for getting work done such as product development. You will learn about different Agile methods, popular best practices, the 7 dimensions of looking at projects, challenges in Agile adoption around the world, and the contribution of the manager and team leader in Agile organisations;
- Complexity Thinking and systems thinking are the cornerstones of an Agile mindset. You will learn about causal loop diagrams, what complexity theory is, how to think in terms of systems, about Black Swans and Jokers, about the difference between complex and complicated, and about the 7 fallacies we often recognize in traditional linear thinking;
- Energise People - people are the most important parts of an organisation and managers must do all they can to keep people active, creative, and motivated. You will learn about the difference between extrinsic vs. intrinsic motivation, the 10 intrinsic desires, and common techniques for understanding what is important to the people in your teams, such as one-on-one meetings, personal assessments, the 12 most important questions, and 360 degree meetings;
- Empower Teams - teams are able to self-organise, and this requires empowerment, authorization, and trust from management. You will learn how to make self-organisation work, how to distribute authorization in an organisation, the challenges of empowerment, how to grow relationships of trust, and several techniques for distributed control, such as the 7 levels of delegation, and authority boards;
Topics Day 2
- Align Constraints - self-organisation can lead to anything, and it’s therefore necessary to protect people and shared resources, and to give people a clear purpose and defined goals. You will learn when to manage and when to lead, how to use different criteria to create useful goals, about the challenges around management by objectives, and how to protect people and shared resources from any bad effects of self-organisation.
- Develop Competence - teams aren’t able to achieve their goals if team members aren’t capable enough, and managers must therefore contribute to the development of competence. You will learn about skill levels and discipline levels, how and when to apply the seven approaches of competence development, how to measure progress in a complex system, the effect of sub-optimization, and several tips for useful metrics;
- Grow Structure - many teams operate within the context of a complex organisation, and thus it is important to consider structures that enhance communication. You will learn how to grow an organisational structure as a fractal, how to balance specialization and generalization, how to choose between functional and cross-functional teams, about informal leadership and widening job titles, and about treating teams as value units in a value network;
- Change Management - people, teams, and organisations need to improve continuously, in order to defer failure for as long as possible. In practice this means that managers and leaders must act as change agents, trying to change the social complex systems around them. You will learn about the 4 facets of change management, which address the system, the individuals, the interactions, and the boundary of the system.
Games and Exercises
Each of the eight topics includes at least one game or exercise where people put into practice the ideas of the course in groups of five or six people. Sometimes the attendees play as different managers against each other. Sometimes they act together as one manager, sharing their thoughts while working on a problem.
The exercises include Team Diversity, Method Map, Biggest Challenge, Complexity Thinking, Moving Motivators, The Ellen Game, Delegation Poker, Agile Goal Setting, Metrix Matrix, Meddlers, Change Agent and Cudo Cards.
Every activity ends with a debrief and a discussion, so that people can relate what they've learned to their own situation, and bring up questions and experiences to be addressed by the whole group.
Smallprint (aka. terms & conditions)
The training is organised by Ars Agilis Ltd. Attendees can cancel training up to three weeks before the event without cost. If the client cancels within three weeks or during the event, the full amount of the training may be invoiced. At the discretion of Ars Agilis Ltd, we may transfer the attendee to another public course with or without cost.
Ars Agilis Ltd reserves the right to cancel the training at any given time. A full refund of the course fee will be issued should this happen.