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Betala Nu -ELLER- betala Senare
Betala med kreditkort nu
-ELLER - betala mot faktura som vanligt.
The goal of this course is to bring awareness and understanding of the foundations/principles/practises of agile leadership. Exploring the way 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 practises 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. Business leaders are now required to shift the way that they think about their role as a leader, their relationship to their employees, and the culture of their organisation. Agile leaders are needed to 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 in order 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.
LIVE, LÄRARLEDD
UTBILDNING PÅ DIN ARBETSPLATS
Anpassa kurs och innehåll efter teamets behov
Kontakta ossLearning Tree erbjuder kundanpassad utbildning hos er, öppna kurser i Stockholm, London eller Washington, möjlighet att delta via våra Anywhere centers (Malmö, Göteborg, Linköping, Stockholm eller Borlänge) eller olika former av e-learning med lärarstöd. Läs mer på www.learningtree.se/priser .
23 - 25 mar
9:00 - 16:30 CET
Stockholm / Online (AnyWare)
5 - 7 jan
14:30 - 23:00 CCET
Online (AnyWare)
2 - 4 feb
14:30 - 23:00 CCET
Online (AnyWare)
9 - 11 mar
14:30 - 23:00 CCET
Online (AnyWare)
6 - 8 apr
14:30 - 23:00 CCST
Online (AnyWare)
4 - 6 maj
14:30 - 23:00 CCST
Online (AnyWare)
8 - 10 jun
14:30 - 23:00 CCST
Online (AnyWare)
6 - 8 jul
14:30 - 23:00 CCST
Online (AnyWare)
3 - 5 aug
14:30 - 23:00 CCST
Online (AnyWare)
31 aug - 2 sep
14:30 - 23:00 CCST
Online (AnyWare)
Kurs med startgaranti
När du ser symbolen för “Guaranteed to Run” vid ett kurstillfälle vet du att kursen blir av. Garanterat.Learning Objective – Global Challenge
1.1 Describe at least three emerging global challenges and how each makes our world more complex, unpredictable and/or volatile.
Learning Objective - VUCA
1.2 Explain at least three challenges that traditional management approaches are facing 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 Transformation1.5 Discuss the qualities and characteristics organisations need to develop to be able to face today’s world and market challenges.
Learning Objective - Agile Leadership Benefits1.6 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 key mindset shifts required to effectively lead in conditions of high volatility and uncertainty, which are supportive of the agile values and principles.
Learning Objective - Structured leadership development approach2.2 Explain the importance of having a structured leadership development approach that supports leadership capability development.
Learning Objective - Leadership interactions and culture2.3 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 and demonstrate 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 that behaviours have 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 both personal and professional growth is a critical part of effective leadership and give an example of how you (will) show a growth mindset in your leadership practise.
Learning Objective - Incorporating Feedback
4.2 Apply at least one technique for incorporating feedback that improves your ability to inspect and adapt your own leadership behaviour to increase effectiveness. This approach should be compatible with the leadership approach described at point.
Learning Objective - Respectful Conversations
5.1 Practise a dialog approach that can be used to coach, provide feedback, resolve conflict, and work through difficult challenges by integrating alternative perspectives and engaging others to improve outcomes.
Learning Objective - Engaging without Micromanaging
5.2 Practise at least two scenarios where evaluating whether to use power or influence would cause different techniques to be used to be present, aware and engaged, while avoiding over-influence and micromanagement.
1.1 Discuss at least five ways that 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 its design including structure, policies and measures and how they impact the culture of the organisation.
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/or patterns to scale agile practises and how they impact organisation culture and creating 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/or failure) and discuss the organisation’s decisions around direction, alignment, structure and/or 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).
Learning Objective - Organisational Culture
1.1 Discuss at least five ways that 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 its design including structure, policies and measures and how they impact the culture of the organisation.
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/or patterns to scale agile practises and how they impact organisation culture and creating 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 Study3.5 Introduce at least one case study of an agile transformation (success and/or failure) and discuss the organisation’s decisions around direction, alignment, structure and/or 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).
No. 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.
The program will also qualify for 17 PMI PDUs and 17 Scrum Alliance SEUs.
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