The foundation of Agile People'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 us to each other and shows how we run the training. 

Individual agility influences organizational agility. Here, we describe ways to increase engagement within organizations. After assessing the culture, we recommend creating a continuous learning culture. What factors would promote vs. detract from this kind of culture?

We evaluate your attitudes towards learning and the importance of self-development and others' development within the organization. Unlearning existing knowledge and beliefs becomes vital to create opportunities for new learning to happen. The insight that learning is an organizational competency, tied to people's specific behaviors – how can we avoid the wrong behaviors and amplify those that support a learning culture?

We are focusing more on delegating outcomes than delegating tasks, which impacts learning and development in the organization. How can we empower, and what delegation techniques are there? How do we limit the way we charge responsibility and decision-making? We contrast hiring to elevate vs. hiring to delegate and provide examples of hiring to upgrade.

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 to 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?

We are explaining here how to co-create development plans and encourage individual ownership of development. What tools can be used in self-evaluation with individuals and teams in your organization to identify strengths, passions, and interests? How do you link personal development plans to align with organizational needs, and what happens when personal and company goals do not align? 

Leadership at every level is necessary and valuable in an agile organization. Self-leadership becomes a must for every employee; for most people, it's also about helping others lead. Finding your leadership style is essential – you need to be authentic. Here, we also learn how to approach difficult conversations and challenging behavior without undermining the individual's dignity.

We learn 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. When moving through team development, different physical environments impact a team's ability to collaborate and learn towards a shared, collective purpose.

We look at encouraging 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?

Diverse teams offer many benefits 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 healthy conflict climate?