The way to agile leadership
CAL II is a combination of independent development of topics on agile leadership and deepening the content in online appointments and leaves a lot of space for discussions and the exchange of personal experiences.
We had very intensive and entertaining online appointments with many suggestions from Krishan as an experienced trainer for implementation in practice. I can recommend the training to anyone who deals with the topic of agile leadership and wants to develop into an agile manager.
Particularly noteworthy is the calm content transfer at all times, powerful in terms of volume, but always content-focused.
Small groups, space for understanding and exchange as well as a large number of literature recommendations round off the personal further learning.
On the journey from old ways of thinking to understanding agile leadership methods and principles, I can recommend Krishan.
What I particularly liked is the coherent context of agility, corporate culture and the dynamics of change processes. The content aimed at a strategic, long-term and valuable development. Thanks to the input, I see myself well prepared to immerse myself in the usual complexity and to test out ideas that have been conveyed with a refreshed focus. I recommend the program to everyone for their own agile travel planning.
Part 1: training
The first block corresponds to the CAL-1 certification of the Scrum Alliance and consists of three days (3 x 1 day) workshop and interactive training on the topics
- Leadership Essentials (CAL-E)
- Team Leadership (CAL-T)
- Leading the Organization (CAL-O)
Part 2: Development Program
The second block consists of support and joint work over a period of about three months. After participating, you will receive the CAL certificate.
We start two cohorts per year: the start is in January and September.
Learning and further development does not work with training alone: what has been learned must also be transferred into practice, must prove itself in one’s own environment and, last but not least, must also fit in with other practices.
We call this the 70:20:10 rule:
- Training: 10% of the training in “classroom” situations, firmly planned, largely a fixed agenda
- Cohort or team: 20% joint learning in a team, often with the supervision of a coach
- Alone and with peer feedback in my team: 70% as part of normal work and with an individual rhythm and schedule
This means that all important activities depend on initiative.
We believe that people who want to and can become leaders, show this initiative. This is why this program relies heavily on personal work, on promoting peer support and feedback.
However, the elements are not evenly distributed over the course of a learning journey: At the beginning we place some training courses to provide orientation, to build up structure and knowledge, which are important if you are driving growth more and more autonomously.
Later, the program focuses on: increasing skills, accompanying implementation, building up your own experience, strengthening impact.
Steps and Contents
Understand the role
What is agile leadership
- Ensure success in uncertain times
- Knowledge work is not just industrial work
Steps to becoming an agile leader
Filling the role with life
- Leader, Manager, Entrepreneur, Expert: The Aspects of the Role
- What are my expectations?
- Design the environment for good, agile and effective work
- Working with my team
Develop my team
Lead and develop teams
- Coach my team
- Manage my team
- Systematically lead my team to enablement and empowerment
Flow over silos
- Fit for Purpose: Structures for adaptive organization
- The value stream organization
- Agile and Lean: Scaling or the principles on a large scale
Create and change
The adaptive organization
- A new kind of change
- Agile Operation Models: Agility beyond software
- Develop strategy and organizational design
- Implement strategies: structures, skills, culture