Agile People Development
with ICAgile (ICP-PDV) Certification

Formal leadership and management roles must evolve to create a supportive and empowering ongoing learning and development environment for organizations to succeed with business agility. It all begins with the leader’s decision to continue growing themselves and others to empower and develop people and teams continuously. This possibility comes from the ability to step into a leader, coach, and mentor stance and let go of the need to be seen as an “expert.” Agile leaders and managers must encourage continued growth and development while modeling an agile/growth mindset. They look to create environments where individuals, teams, and teams of teams thrive.

The ICP-PDV Learning Outcomes focus on leaders at various levels of organizations and their relationship to empowering people as leaders — not as much on the processes that support “people management” and “performance management.” The Agility in HR (ICP-AHR) Learning Outcomes address those processes more thoroughly.

Leaders who take this course will come away with crucial knowledge and practical applications to enable high levels of organizational success by unlocking the potential in people and teams. They will also come away with tools to counter the demotivation and disengagement that plagues some organizations.

Learning Outcomes

From People Management to People Development

Recognizing People Development as Fundamental to Enabling Business Agility

Explain the fundamental ingredients for a human-centric culture that enables continuous development and learning. Identify gaps in their own organization and contrast different approaches to shifting to a more development-oriented culture.

Developing Yourself as it Relates to Developing Others

Conduct a self-assessment as it relates to personal development needs. Identify tendencies that may block or foster development. Then, prepare a roadmap for self-development in these areas.

Leading to Elevate Organizational Capability

Compare and contrast elevating and delegating behaviors. Then, apply these concepts to their context.

Developing Individuals

Considerations for Individual Development

Apply several techniques to create an environment for individual development, explain why these techniques work from a neuroscience perspective, then identify ways to apply them to themselves and their organization.

Co-creation of Growth and Development Plans

Demonstrate techniques that help surface an individual's strengths, passions, interests, etc., and explain how you would approach a scenario where an individual’s development path does not align with the organization’s needs.

Developing Leadership in Others

Apply techniques for developing leadership in others in a way that leaves space for them to adopt their authentic style. Demonstrate advanced techniques for providing feedback and approaching difficult conversations.

Developing Teams

Key Factors that Promote Team Development

Show through examples and their experience how self-organization and team development are inherently linked. Finally, show the leader's role in encouraging self-organization and continuous learning.

Setting Teams Up for Success

Explain potential impediments to team success and describe ways to balance individual, team, and organizational factors to maximize development at all three levels.

Honoring Diverse Experiences, Knowledge, and Backgrounds

Describe techniques that can help create a safe culture for continuous learning and high performance. Explain the power of bringing diverse experiences to the table.

Training Program

You will participate in 10 online 2-hour sessions once/per week over two months. If you miss a session, you can return it in the next course round starting in 2023.

All times in CET

Program Overview

Session D1: Introduction to Agile People Principles and the Online Training setup
The foundation of Agile Peoples’s mindset is about the principles, values, methods, and tools we need to start using to release competence and innovation – and what we stop doing. This session introduces each other and how we run the training.

Session D2: Types of Learning and the Effect on the Culture
Individual agility influences organizational agility. Here, we describe ways to increase engagement within organizations. Assessing the culture, we recommend how to create a continuous learning culture. What factors would promote vs. detract from this kind of culture?

Session D3: Being a Role Model for Continuous Development
Evaluate your attitudes towards learning and the importance of self-development and the development of others within the organization. Unlearning existing knowledge and beliefs becomes essential to create opportunities for new learning. The insight that learning is an organizational competency tied to certain people's behaviors - how can we avoid the wrong behaviors and amplify those that support a learning culture?

Session D4: Delegating Outcomes and Hiring to Elevate
When we focus more on delegating outcomes than tasks that impact learning and development in the organization, how can we trust, and what delegation techniques are there? How do we limit the way we empower responsibility and decision-making? Contrast hiring to elevate vs. hiring to delegate and provide examples of where hiring to advance has been done.

Session D5: Early Focus on Motivation and Brain-Based Learning
When joining a new team, learning in your way starts early in the onboarding process. Your motivational factors will decide within what areas and how you would like to develop yourself. The SCARF model helps you understand how your brain works and what learning techniques work with your brain, not against it. What is the difference between you and other team members, and how can you overcome these to work well together?

Session D7: Everybody needs to be a Leader and find their Unique Style
Leadership at every level is necessary and valuable in an agile organization. Self-leadership becomes a must for every employee, and for most people, it's also about helping to lead others. Finding your own leadership style is essential - you need to be authentic. Here, we also learn how to approach difficult conversations that challenge behavior without undermining the dignity of the individual.

Session D8: Self-organizing for Collective Outcomes in a Suitable Environment enables Team Accountability. Ty.
We learn here why self-organizing can make the team move quicker through team development stages and what leadership skills are required to speed up the process and shape the environment. In addition, different physical environments impact a team's collaboration and learning towards a shared, collective purpose when moving through team development stages.

Session D9: Providing Effective Feedback and setting up the Team to Succeed in the Larger System
We look at how to encourage open, multi-directional, and timely feedback within teams and how teams can relate and be visible in the larger organization. What impact could organizational conditions, such as imperative structures have on the team and the relationships between team members? What scenarios are there and when should we intervene.

Session D10: Diversity, psychological safety, and conflicts in teams
There are many benefits of diverse teams over homogenous teams, and if there is psychological safety, cognitive diversity can maximize collaboration conditions. We examine how working together can create more value when we have a trusting, safe team environment. What leadership qualities become essential here, and how can leaders contribute to creating a climate of healthy conflict?

Target Audience

This certification was designed explicitly for leaders where one or more of the following criteria apply:

• Leaders at Front Line Supervisor level and above who lead teams of people, or those on their way to becoming Front Line Supervisors
• People at any level who lead or aspire to lead in an organization on a business agility journey
• Leaders who see the value of growing a collaborative, human-centric organization and are committed to developing themselves, the people on their teams, and organizations to achieve that aim
  
• Those at a middle-management to director level and above who lead teams, departments, and organizations
• Those who lead teams in an organization in which agile constitutes a significant delivery methodology (or is on its way to becoming so)

Online Delivery

If you attend a course that is delivered online we are working with Zoom for interactive discussions and team exercises, Mural as the digital canvas, and Slack for communication between the sessions.

You get access to a Learning Management System for your participants (agilepeople.com/campus) that contains an overview and detailed information about videos, articles, documents, and case stories for all sessions, including links to all the tools used in training.

You will do some work after every session, so add about 5 hours more every week. Course literature and material will be sent to your location and distributed digitally. The certification assignment will be accomplished between the sessions so that you will be ready on the day of the last session.

Events cancellation policy - special terms during Covid-19

If you must cancel your registration, a written notification should be sent to [email protected] Please state the name of the conference/event in the subject line of your email.

• We will refund 85% for cancellations received 14 days before the event's start.
• We will refund 50% for cancellations received seven days before the event starts.
• We will refund 25% for cancellations received two days before the event starts.

You are allowed to send a colleague to your place.