This course aims to bring awareness and understanding of agile leadership's foundations/principles/practices. Exploring how agile leaders think and apply this to businesses, organisations, and teams. Through analysis of case studies, assessment, discussion, and evaluation, participants will gain insight into what practices will enable them to lead real change across their organisation.
Business leaders and organisations today are striving to stay on top of rapidly changing business needs and are coming to understand the need to respond and adapt quickly. As a result, business leaders are now required to shift how they think about their role as a leader, their relationship with their employees, and their organisation's culture. Agile leaders must help their organisations thrive in a volatile, uncertain, complex, and ambiguous (VUCA) world.
Agile teams require an alternative to the traditional leadership approaches of the past to achieve better outcomes and thrive in this VUCA world (as learned in the CAL-Essentials module).
This course will also help participants understand how their natural dispositions might affect their team and how to influence the workplace, empowering teams to thrive. Leaders will learn how to create a safe-to-fail environment while fostering a culture of transparency, inspection, and adaptation to allow for experimentation and continuous learning within their teams.
Certified Agile Leadership Essentials Training (CAL-E/O/T) Delivery Methods
Certified Agile Leadership Essentials Training (CAL-E/O/T) Course Information
In this Agile Leadership Essentials training, you will learn about:
- Understanding why new thinking and approaches are required for an increasingly complex, unpredictable, and volatile world
- A different type of leadership
- Self, situational and social awareness growth mindset
- Respectful Engagement
- The Importance of Leadership and Culture in Enabling Agility
- Organisational Design, Constraints, and Enablers
- Organisational Change
- Discovering new approaches to leading teams in an increasingly complex, unpredictable, and volatile world
- Leading High Performing Teams
- How to help teams become high-performing
- Collaboration across Multiple teams
- Influencing as a leader
Agile Leadership Essentials prerequisites
Clear your schedule to be fully present during the training hours; if a participant misses more than 30 minutes of the class, they will not be eligible to be certified. Should your schedule prevent you from attending the entire class, our team will work with you to schedule another class on a different date.
Agile Leadership Certification information
- There is no exam. This will be explained further during the workshop portion of the training.
- The Certified Scrum Trainer leading your class will register your attendance with the Scrum Alliance, after which you will receive an email from them with your certification.
- This course provides 17 SEUs or 17 PDUs.
Certified Agile Leadership Essentials Training Outline
Learning Objective – Global Challenge
1.1 Describe at least three emerging global challenges and how each makes our world more complex, unpredictable, and volatile.
Learning Objective - VUCA
1.2 Explain at least three challenges traditional management approaches face in today’s volatile, uncertain, complex, ambiguous (VUCA) world and why a new leadership approach is needed to improve outcomes in these environments.
Learning Objective - Complexity and Uncertainty
1.3 Illustrate how a healthy agile approach supports the complexity and uncertainty of work.
Learning Objective - Management Trends
1.4 Identify at least two management trends and their historical fit with the business environments of their time.
Learning Objective - Organisation Transformation
1.5 Discuss the qualities and characteristics organisations need to develop to face today’s world and market challenges.
Learning Objective - Agile Leadership Benefits
1.6 Describe at least two benefits of becoming a more effective leader.
Learning Objective - Mindset shift to support Agile approaches
2.1 Describe at least three fundamental mindset shifts required to effectively lead in high volatility and uncertainty conditions, which support the agile values and principles.
Learning Objective - Structured leadership development approach
2.2 Explain the importance of having a structured leadership development approach that supports leadership capability development.
Learning Objective - Leadership interactions and culture
2.3 Explain how an effective leadership approach should support improving interactions with others. Given that leadership behaviors and interactions are related to the cultural context within which they happen, explain the importance of becoming aware of the culture and how leadership attitude can influence that.
Learning Objective - Self Awareness
3.1 Identify three focal points of self-awareness and explain how increased self-awareness is the key to better self-management. This improves situational adaptiveness and leadership effectiveness.
Learning Objective - Situational Awareness
3.2 Explain how an effective leadership approach should be flexible and adaptive to different situations while being aware of the underlying cultural context.
Learning Objective - Social Awareness
3.3 Describe how increased social awareness, as the awareness of the impact of behaviors on the people around us, can significantly improve our effectiveness when working with others.
Learning Objective - Growth Mindset
4.1 Explain why having a growth mindset for personal and professional growth is critical to effective leadership. Give an example of how you (will) show a growth mindset in your leadership practice.
Learning Objective - Incorporating Feedback
4.2 Apply at least one technique for incorporating feedback that improves your ability to inspect and adapt your leadership behavior to increase effectiveness. This approach should be compatible with the leadership approach described at a point.
Learning Objective - Respectful Conversations
5.1 Practice a dialog approach that can coach, provide feedback, resolve conflict, and work through complex challenges by integrating alternative perspectives and engaging others to improve outcomes.
Learning Objective - Engaging without Micromanaging
5.2 Practice at least two scenarios where evaluating whether to use power or influence would cause different techniques to be present, aware, and engaged while avoiding over-influence and micromanagement.
Learning Objective - Organisational Culture
1.1 Discuss at least five ways organisational culture impacts agility in navigating challenges in today's business environment.
Learning Objective - Culture and Leadership
1.2 Discuss the relationship between culture and leadership mindset and behaviours.
Learning Objective - Agility and Value
1.3 Discuss various interpretations of the term "value" and how agility impacts value creation.
Learning Objective - Culture and Outcomes
1.4 Explain how culture and the way value is interpreted are related and how that relationship will affect organisational outcomes.
Learning Objective - Organisational Design
1.5 Explain the characteristics of organisations that make up their design, including structure, policies, and measures, and how they impact the organisation's culture.
Learning Objective - Organisational Structure
2.1 Discuss at least three challenges to creating value flow when applying agile approaches across an organisational system.
2.2 Assess at least three organisational structures and patterns to scale agile practices and how they impact organisational culture and create value.
2.3 Assess at least three governance policies and their influence on culture and creating value.
Learning Objective - Organisation Metrics
2.4 Compare at least three organisational metrics for alignment with agile values and how they impact behaviour and results.
Learning Objective - Culture and Organisational Design
2.5 Explore at least one tool or technique to identify, understand and influence the culture within an organisation.
Learning Objective - Empirical (Inspect/Adapt) Organisational Strategy
3.1 Explore at least one empirical strategy and the importance of transparency and feedback loops for continual revision.
Learning Objective - Individuals and Organisational Change
3.2 Explore how organisational change impacts people and describe three benefits of involving them in the change process.
Learning Objective - Culture and Organisational Change
3.3 Analyse how change might be approached differently based on existing organisational culture and culture's influence on speed, risk, and receptiveness to change.
Learning Objective - Learning Objective - Leading Change and Transition
3.4 Explore at least one tool or technique to assist an organisation and its leaders through a change process.
Learning Objective - Case Study
3.5 Introduce at least one case study of an agile transformation (success and failure) and discuss the organisation's direction, alignment, structure, and behaviour decisions.
Learning Objective - Your Organisation
3.6 Apply this information about culture, organisational design, and change by identifying elements you can implement in your organisation (or an organisation you are familiar with).
Learning Objective - Organisational Culture
1.1 Discuss at least five ways organisational culture impacts agility in navigating challenges in today's business environment.
Learning Objective - Culture and Leadership
1.2 Discuss the relationship between culture and leadership mindset and behaviours.
Learning Objective - Agility and Value
1.3 Discuss various interpretations of the term "value" and how agility impacts value creation.
Learning Objective - Culture and Outcomes
1.4 Explain how culture and the way value is interpreted are related and how that relationship will affect organisational outcomes.
Learning Objective - Organisational Design
1.5 Explain the characteristics of organisations that make up their design, including structure, policies, and measures, and how they impact the organisation's culture.
Learning Objective - Organisational Structure
2.1 Discuss at least three challenges to creating value flow when applying agile approaches across an organisational system.
2.2 Assess at least three organisational structures and patterns to scale agile practices and how they impact organisational culture and create value.
2.3 Assess at least three governance policies and their influence on culture and creating value.
Learning Objective - Organisation Metrics
2.4 Compare at least three organisational metrics for alignment with agile values and how they impact behaviour and results.
Learning Objective - Culture and Organisational Design
2.5 Explore at least one tool or technique to identify, understand and influence the culture within an organisation.
Learning Objective - Empirical (Inspect/Adapt) Organisational Strategy
3.1 Explore at least one empirical strategy and the importance of transparency and feedback loops for continual revision.
Learning Objective - Individuals and Organisational Change
3.2 Explore how organisational change impacts people and describe three benefits of involving them in the change process.
Learning Objective - Culture and Organisational Change
3.3 Analyse how change might be approached differently based on existing organisational culture and culture's influence on speed, risk, and receptiveness to change.
Learning Objective - Learning Objective - Leading Change and Transition
3.4 Explore at least one tool or technique to assist an organisation and its leaders through a change process.
Learning Objective - Case Study
3.5 Introduce at least one case study of an agile transformation (success and failure) and discuss the organisation's decisions around the direction, alignment, structure, and behaviour.
Learning Objective - Your Organisation
3.6 Apply this information about culture, organisational design, and change by identifying elements you can implement in your organisation (or an organisation you are familiar with).
