Catalyst, mediator, meaning maker
As a manager I create and protect effective structures in which people can have enriching experiences.
As a leader, I work with people, helping them to work effectively, develop and make sense of their experiences.
As an Agile Leader, I make sure that my company and we prosper equally in troubled times.
What is Agile Leadership
Leading means giving direction. That requires: having direction, being consistent, authenticity. In this respect, each individual leads.
Now we’re talking about spheres of influence. If I want to lead other people, I have to understand what drives me and I have to be consistent. Then I can work with other people respectfully and at eye level.
Leadership also means creating structures. As a result, I have a significant impact on what my employees experience on a daily basis.
What is specific to Agile Leadership?
In a volatile environment, rapid adaptation of the organization becomes important. This shapes the role of the leader and brings new challenges: dealing with uncertainty, speed through collaboration, using all experiences.
Other requirements such as respect and authenticity are not exclusive to Agile environments, but they are becoming more important.
My mission statement
More specifically, my mission statements:
- for the organization – what is leadership good for and what is a good organization?
- for myself: Attitude, skills, talents and tasks – and what the varieties of the role are.
- for my work with people
- for my work as an organisational designer
When we talk about leadership, we distinguish four views:
- As a manager, I create and protect structures in which people can have specific experiences.
- As a People Lead, I work with people, helping them to develop, find meaning and make sense of their experiences.
- As an entrepreneur, I decide on direction, take risks, and make tough decisions.
- As a domain expert I understand and design the business and the products
These views are not different roles: A particular position brings with it a specific mix of responsibilities and I need a corresponding mix of skills and talents, typically from all view areas.
People make experiences, they adjust their behaviour accordingly. In the long run, this influences the opinion of what is “normal” – as a collective opinion, we consider this to be culture.
So I have to understand what’s on my mind, be authentic.
Developing people, leading teams
It’s about helping individuals and the team as a whole to develop their skills and abilities and deliver reliably and effectively.
As a guiding visualization, we use the FAEE cycle to drive implementation and development: To empower a team, you need to focus them, align them to a common cause and enable them, i.e. ensure they have all the skills, information and motivation they need.
Leading and shaping the organization
When we say lead of organizations, we mean the growth of the adaptive organization. This includes developing an identity and strategy for innovation and learning as well as creating structures and building a culture of trust and collaboration.
The guiding visualization is the Sense Making Cycle:
“The Game” is a situation in which we act, observe the environment, orient ourselves to find and decide on a role and purpose.