May 20, 6:00 pm CEST
- Agile People Coach - Leadership & HR (ICP-LEA) + (ICP-AHR) [23 Online Sessions]
- During the Agile People Coach training we cover 3 perspectives:
- Workshop program Session 1-5: Agile People Fundamentals
- Workshop program Session 6-18: Agile People HR
- Workshop program Session 7-19: Agile People Leadership
- Workshop program Session 20-23: Agile People Coach
- Target audience
- Course leaders
- Online Delivery
Agile People Coach - Leadership & HR (ICP-LEA) + (ICP-AHR) [23 Online Sessions]
Today the most progressive companies have changed the formal management role to a more servant leadership role, realizing that people are most productive, creative and happy when they have personal control over their own lives and the ability to be leaders of their destiny, private or work-related. In these organizations, everybody is expected to be a leader, so there is paradoxical, a lot more leadership there.
This training leads to an ICAgile Certification in Leading with Agility (ICP-LEA) and also an ICAgile Certification in Agility in HR (ICP-AHR) - read more under FAQ below
Although the changed view on leaders and of the formal manager role is far from mainstream today, many organizations are experimenting with alternative structures, replacing budgets with forecasts and dynamic resource allocation, to create the best possible value. The role of managers is changing rapidly and also, the role of HR is under tremendous change, from focusing mainly on policies and processes to understanding that the future for HR lies in creating conditions for people to perform and be happy. By removing impediments, we can instead maximize engagement and employee satisfaction that will fuel speed and adaptability in a common, strategic direction.
The question is, where do managers and HR go from here? What will become of them, when everybody seems to be able to lead themselves? Will, they slowly become obsolete when information and knowledge are transparent for everybody and power is not anymore in the hands of a few "talents" who were promoted because they were seen as "HIPOs" in a world where people were judged in a yearly performance review? Or is there an alternative future role that would be the natural step when leaving the process-oriented and transactional leadership style in favor of ways of working more suitable for a complex reality?
Regardless if you are an agile coach, a line manager or an HR professional, you need to understand how people strategy and people operations need to change when working in a company embracing the agile value structure.
During the Agile People Coach training we cover 3 perspectives:
Individual perspective (YOU) Knowing yourself and why you do what you do.
- The Reiss Motivation Profile (RMP) shows your basic needs and motives, and contributes to a better understanding of yourself and your leadership, and why you do what you do…
- Helping others finding their perfect place in the organization taking their personality and situation into account
Team perspective (WE IN OUR TEAM)
- How to increase the pace from immature to mature high-performing teams, using skills for communication and conflict resolution
- How to grow and develop teams to be independent and empowered to make their own decisions, for example about their contribution to the organization's goals or their salaries
Organizational perspective (ALL OF US)
- How to balance an agile culture with an agile structure, providing enough support for emerging strategies where all people are involved in setting the direction (via OKRs or other kinds of relative targets)
- How to work to change behaviors – accomplishing an agile mindset and culture through removing limiting structures (budgets linked to fixed performance targets and rewards)
- Create a Learning organization where it's ok to make mistakes and learn from them (requires a platform of Psychological Safety)
Workshop program Session 1-5: Agile People Fundamentals
Session 1: Introduction to Agile People and important principles/tools: The foundation of Agile Peoples' mindset is about the principles, values, methods, and tools that we need to start using to release competence and innovation - and what we stop doing. Your own challenges are discussed. Certification assignment and presentations.
Session 2: Psychological safety as a foundation for a learning organization: The importance of an approach that is pervaded by security and confidence to increase profitability and innovation - to increase creativity through a culture where it is ok to fail and try again. We play "The Psychological Safety Game" to facilitate dialogue about difficult topics.
Session 3: Emerging strategies, structures and goals: Emerging strategies instead of long-term planning, new ways of working with strategy, budgets, goals, performance processes and rewards. Using value stream mapping to optimize flows in a system instead of working with resource optimization and sub-optimization of departments. Mindset Slider exercise. WoWs to be used: Beyond Budgeting, OKRs, Impact Mapping, VSM, etc.
Session 4: Building conditions for agile culture: Creating conditions for a fantastic culture where people can perform at their optimal level with a sense of being supported and secure. The gap between structures and culture/values. Structure - Culture Misfit Role Play. The importance of country culture for an Agile transformation.
Session 5: The learning Organization as Strategy and the future role of HR and managers: Boundary Spanning and the Buddy System to increase cross-border collaboration and increase the opportunity to create a fantastic organization together. Tips and examples for the change journey and how HR and managers need to change their own role to support it.
Summarize and following up on our own challenges and the next step.
Workshop program Session 6-18: Agile People HR
Session 6: How HRs role is changing when we need to increase Business Agility. Design the talent/people elements needed to help support an Agile transition in an organization and explain how different contexts can influence the approach to be taken. Job titles, competency profiles, titles, career, succession - how do we do it in an agile organization? User stories for HR and a T-shaped HR-person. Employee Journey mapping - pain points. Examples and cases.
Session 8: How HR can use tools and practices from Agile. Using Scrum, Kanban, Value Stream mapping and OKRs for HR is not so different from using it for Software development. What are examples and how can you design talent / people processes using the agile ways of working? User stories for HR - what do they look like? Examples and cases of Agile HR in reality.
Session 10: Performance management and examples & cases: Appraise current performance management practices and identify ways of bringing Agile thinking to enhance performance, accountability, and growth. 95/5 Exercise.
Session 12: Compensation and Benefits. Examples and Cases. Describe and contrast traditional incentive structures with Agile-friendly structures, discuss the pros and cons of each approach and explain how you could apply them to your own environment.
Session 14: Talent Acquisition and onboarding: Design a sourcing strategy that can be used to find and acquire the “right” people to support the strategic growth of the organization taking values, culture, diversity, and collaboration into the hiring decision. Design an onboarding experience that enables new employees to become a part of the organization rapidly and smoothly.
Session 16: Employee Engagement: Recommend different motivational tools to be applied in a context and describe how the traditional employee engagement survey is changing.
Session 18: Learning and Development: Suggest ways to enable and support a learning mindset in a team, supporting the shift from a focus on deficiencies to a focus on the development of new skills and capabilities.
Conclusion and retro, KUDOs.
Conclusion and next steps: Retrospective (ALL) and KUDOs
Workshop program Session 7-19: Agile People Leadership
Session 7: Why Agile Leadership: The impact of big trends and the VUCA world and the drawbacks of the waterfall method for the development of new products. Problems with the way we still manage and lead and the better way. Theory X and Y view of leadership - examples.
Session 9: Types of leadership: A walkthrough of Leadership history and how it has developed until today.
Session 11: What is Agile Leadership? Examples of frameworks and cases. 9 leadership principles and the gardener metaphor. How performance can be supported with alternative ways of working. Leadership Maturity exercise.
Session 13: Knowing and leading yourself: Emotional intelligence, mental models and mindful leadership. The organization as a social construct and interpersonal mush vs. interpersonal clarity. How we are biased: 4 examples of biases that we all hold and the antidote. The 4 selves of a leader with a self-assessment.
Session 15: Conflict resolution: Basic conflict theory and finding the right balance between harmony and creative conflict in a team or organization.
Session 17: Effective Communication: How do we make sure that what we communicate get the intended result and that we are clear on how to communicate the right stuff in a way that would make sense for people, regardless of cognitive differences?
Session 19: Boundary Spanning - working cross-functionally and spanning boundaries of different kinds, inside and outside the organization and between topics, areas and diverse people. Buddy System exercise.
Workshop program Session 20-23: Agile People Coach
Session 20: Introduction to Agile Coaching and the four roles of a coach: Mentoring, teaching, facilitating and coaching. What is the difference between an Agile Coach and an Agile People Coach?
Session 21: Agile People Coach - the 9 roles and Self-assessment - how skilled are you in the different roles and where do you need to improve. What are the skills that you need to add as a regular Agile Coach, Leader or HR-person if you want to increase your agile & people skills and to be able to call yourself an Agile People Coach? Scenarios for practicing when to take what role.
Session 22: My motivation profile as a base for self-leadership and understanding what drives me and others: Communicating with people who are different from yourself and knowing how to understand what makes other people do what they do and how they are different/similar to you. My 3 defining needs.
Session 23: Team Leadership: Understanding how a team matures and what kind of coaching technique to use in each stage of maturity - when is a team high-performing and what are the dangers that we need to look out for if teams become too strong compared to the rest of the organization? My Washing instructions and team exercises.
Conclusion and personal retrospective
This highly interactive course will give you the tools and roadmap on how to grow in your Agile People skills - from building your capacity and skill in self-leadership, how to lead others at all levels in the organization and ultimately how to support and enable others to lead at all levels.
You will also be welcomed into the Agile People network.. a global network of agile professionals collaborating to promote and help modern organizations towards increased Business Agility.
Agile coaches, consultants, HR managers, HR Business Partners, HR professionals, line managers, operational & business managers and consulting managers in both the private and public sectors.
Your course leader and facilitator is Pia-Maria Thorén, who has 25 years of consultant experience from large Swedish and international companies within HR and leadership. She is the founder of GreenBullet and Agile People and the author of the book Agile People – A Radical Approach for HR and Managers (That Leads to Motivated Employees)
Helgi Gudmundsson is a passionate agile practitioner, professional coach, and facilitator with over fifteen years of experience developing organisations and teams spanning private-, not-for-profit-, and startup sectors. Having both served and led on over a dozen leadership and project teams and with hands on experience guiding an organisation through a 15-month change process, Helgi brings a combination of exploration, concrete experience and an evidence based approach to developing agility, effective leadership and robust collaboration at all levels
Helgi holds degrees in International Business & Marketing as well as Occupational & Organisational Psychology, with a further specialisation in Conflict Resolution, Group Facilitation, and Professional Coaching (ICF). He is the co-author of the ICP-ALP Agile Leadership course, in collaboration with Pia-Maria Thorén.
We are working with Zoom for presentations and team exercises, Trello for keeping track of the agenda items and exercises and Slack for communication between the sessions. There will be some work to be done 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 in the time between the sessions so that you will be ready on the day of the last session.
During the period, you take part in 2-hour sessions. Totally 23 sessions.
Six options, depending on where you are in the world. Date and time is your start time. Please note the option you choose when signing up.
Do I need any pre-competence?
You don't need any pre-competence of agile to attend the online course. We are tailoring the course for the participants and your level.
How does the process look for this training?
The training is a copy of the physical training but we will use online tools instead of face-to-face meetings. You will need a good internet connection and an undisturbed workplace where you can have a quiet background. We will work in break-out sessions in Zoom and use Slack för communication between the instructor-led sessions.
All material will be shared via agilepeople.com. We will let you know everything about practicalities during the first session.
Are the classes scheduled on specific days at specific times?
Yes, classes will be scheduled on specific days and times. See above what applies to this course.
After training completion, what is the process to become ICAgile Certified
The process of certification is that you need to finalize the certification assignment, which is to describe how you would turn around HR and leadership in a company that has gone bankrupt due to not being agile enough (real case, a Swedish fashion company). When the assignment is finalized (approved with feedback from us), we will make your certificate download available from ICAgile via a link.
Events cancellation policy
If you should have to cancel your registration, notification in writing should be sent to email@example.com. Please make sure you state the name of the conference/event in the subject line of your email.
- A refund of 85% will be given for cancellations received 60 days before the start of the event
- A refund of 50% will be given for cancellations received between 59 days before 31 days to the start of the event
- A refund of 25% will be given for cancellations received between 30 days before 14 days to the start of the event