Certified Agile Leadership Program
Leadership Agility became a necessity in this rapidly changing (VUCA) World. Agility cannot be achieved without a change agent who is expected to play beyond a simple manager role.
Leadership Agility and Transforming The Organization
There are three secrets to successful transformation, these three secrets respectively are; Agile Purpose, Agile Design, and Agile Culture.
1- Start with the Agile Purpose:
Leaders seek first to find the right direction. The first characteristic leaders ought to create is to clarify a precise, shared, and persuasive purpose for their organization.
Rather than the standard executive team practice, in agile organizations, leaders first seek to learn and sense. Then leaders will be able to draw out the organizational bigger purpose in discussion with key stakeholders across the organization.
2- Finished with the Purpose? Congrats, it is time to move to the Design.
Leaders should use the principles and methods of agile design. Design refers to the ability of setting the strategy and the ability to design an operating model for the organization.
Both of these designs should be based on agile organization principles and practices. Most senior leaders of traditional organisations have an insufficient skill level in this area.
This insufficiency reflects the traditional mentality, which results in traditional design. These traditional designs generally are very concentrated, and they produce a static system. This represents huge limitations in response to changes. This limitation can strike organizations in any field of business, of all types and sizes.
To design and build an agile organization, leaders need a different set of skills based on a different understanding of organizations. They must learn to design their organization as a distributed, constantly evolving system. Such a design comprises a network of smaller empowered teams. It includes fewer layers in the hierarchy, more transparency, and thinner governance than a standard model.
More specifically, leaders must understand how to decomplex current large organizations into a more flexible portfolio. They should learn how to change corporate operations into a lean, empowering backbone.
3- Finished with the Design, Move to Agile Culture.
Once Design finishes agile transformation leaders should work on spreading an agile organizational culture. They should have the ability to shape a unique culture across the organizational functions and levels.
The new culture should be resulting from the creative mindsets of discovering, Building partnerships, and upscaling.
Given the honesty and autonomy individuals experience in an agile organization. Culture plays a more significant role here than in traditional organizations.
To determine the norms of this culture, leaders must learn how to launch an integrated culture transformation program. This program should gets along with the needed capacities and desired behaviours. This includes the following steps:
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Role Modelling the agility mindsets and rewarding favourable behaviours.
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Promoting knowledge and confidence in a positively interactive way, through spreading narratives.
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Getting inspired by the energy and thoughts of frontline team members.
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Building Agility mindsets and capacities across the organization, including among the frontline positions.
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Enforcing Support Mechanisms within the agile organizational design.
Targeted Audience The Agile Transformation Strategy Expert Program
Targeted Organizational Departments for The Agile Transformation Strategy Expert
Targeted Industries for The Agile Transformation Strategy Expert
Learning Impact and Outcomes of The Agile Transformation Strategy Expert.
By the end of this course participants will be able to:
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Use the new discovery techniques in Agile Transformation.
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Practice SWOT and TOWS analysis.
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Master the use of Opportunity Solution Tree.
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Master the Key Activities of Agile leaders.
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Establish Accountability.
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Handle resistance to change effectively.
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Solve Problems in a systematic Way.
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Make Decisions with confidence.
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Enhance self and others’ creativity.
Training Methodology:
This Agilent training is undertaken through lectures assisted by visual and audio tools.
Trainee participation is ensured through assignments, role-plays. Case studies also will be discussed to help the audience with the training content. Trainees are also encouraged to share their workplace experiences. Real life examples are discussed in detail by the trainer to enhance the learning by experience.
Course Toolbox
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Agile Worksheet
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Agile Kanban Board.
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Agile Kick-Off Checklist.
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Ishikawa and De Bono’s six thinking Hats Forms
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SCAMPER Sheet
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Case Study on agile change management.
Course Agenda:
Day (1) Agile 101
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Agile 101
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Agile is Different.
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The Agile principles, and background.
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Agile Key Concepts, Team, Tool Box.
Day (2) Leadership Agility
Day (3) Building Agile Transformation Strategy
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Discovery Phase in Agile Transformation
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Key questions to ask during the discovery phase.
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Start with the end in mind- the 5W Celebration.
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Strategy for the future state.
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Map the outcomes in the short and long term.
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Metrics to measure the progress of transformation.
Day (4) Key Agile Leadership Practices
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Divergent Vs. Convergent Thinking.
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Three Steps Process for Collective Problem Solving.
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Decision Making and the Six Thinking Hats.
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SCAMPER Approach for Creativity.
Day (5) Persuasive Negotiation Skills
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Handling Conflict With Emotional Intelligence.
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The Chimp Paradox and Conflicts
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Conflict Handling Styles.
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Negotiation Tactics and Tricks.
This Certified Agile Leadership Program will help participants to develop Agile transformation leadership skills. It will equip participants with methods to lead and manage a team and enhance its performance, innovation and creativity.
This Certified Agile Leadership Program is different. It dedicated a large section to the role of leadership in both agile and non-agile organizations.
It teaches the secrets of Agile Transformation Strategy. This course will also provide practical case studies, creativity tools. It will focus on Key Agile Leadership Practices & Persuasive Negotiation Skills
