Certified Agile Leadership Essentials (CAL-E/O/T) Training

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 behaviours 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 behaviours 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 behaviour 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 the influence that culture has 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 the influence that culture has 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).