Catalyst, mediator, creator of meaning
As a manager: in I create and protect effective structures in which people can have enriching experiences.
As a leader , I work with people, help them work effectively, develop and make sense of the experience.
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 demands: have direction, be consistent, authenticity. In this respect, each individual leads.
Now let’s talk about areas of impact. If I want to lead other people, I have to understand what drives me and I have to be consistent. Then I can work together with other people respectfully and on an equal footing.
Leading also means creating structures. In this way, I have a major influence on the daily experiences my employees have.
What is specific about agile leadership?
In a volatile environment, it is important to adapt the organization quickly. This shapes the role of the leader and brings with it 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 precisely, my guiding principles:
- for the organization – what is leadership good for and what is a good organization actually
- 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 organizational designer
Four Views of Agile Leadership
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, help them develop, find meaning and give meaning to the experience.
- As an entrepreneur , I make decisions about direction, take risks and make tough decisions.
- As a domain expert , I understand and shape the business and the products
These views are not different roles: A certain position brings a specific mix of responsibilities and I need an appropriate mix of skills and talents, typically from all view areas.
People make experiences, they adjust their behavior accordingly. In the long run, this affects the opinion of what is “normal” – as a collective opinion, we see this as a culture.
So I have to understand what drives me, be authentic.
Menschen entwickeln, Teams führen
Es geht darum, Einzelpersonen und dem Team als Ganzes zu helfen, ihre Fähigkeiten und Fertigkeiten zu entwickeln und zuverlässig und effektiv zu liefern.
Als leitende Visualisierung verwenden wir den FAEE-Zyklus, um die Umsetzung und Entwicklung voranzutreiben: Um ein Team zu befähigen, muss man es fokussieren, auf eine gemeinsame Sache ausrichten und befähigen, d.h. sicherstellen, dass es über alle erforderlichen Fähigkeiten und Informationen und die Motivation verfügt.
Lead and shape the organization
When we say leadership of organizations, we mean the growth of the adaptable organization. This includes developing an identity and a strategy for innovation and learning as well as creating structures and building a culture of trust and collaboration.
The leading visualization is the Sense Making Cycle:
“The Game” is a situation in which we act, observe the environment, orient ourselves in order to find a role and a purpose and to decide.
It’s about helping individuals and the team as a whole develop their skills and abilities and deliver them reliably and effectively.
As a guiding visualization, we use the FAEE cycle to drive implementation and development: In order to empower a team, you have to focus it, align it on a common cause and empower it, i.e. make sure that it has all the necessary skills and information and the motivation disposes.