For a successful management consulting company, we conduct a two-day seminar on the topic of “Agile Team Leadership”. 20 managers across four hierarchy levels learn together. The management board is present.
The following goals are pursued in this seminar:
- A common understanding of agile team leadership and self-organization.
- Joint dialog and reflection on the company’s leadership team
- Learning on the personal level
- Reflection on one’s own role in leading teams
- Self-reflection and self-awareness and implications for teamwork
- Recognizing the importance of constructive conflict dialogue
Furthermore, the following focal points are covered:
- Dealing confidently with difficult situations. Mastering conflicts and crises in teams.
- Recognizing and controlling group dynamic processes in teams.
- The unconscious in teams and controlling.
- Leading agile teams as social systems – Lencioni approach.
- Characteristics of successful teams – leading teams to peak performance.
Participants also work through the book “The Bee Shepherd” in advance. Five mixed learning partnerships work on the insights and transfer to their management consulting practice. The learning partnerships are given the following tasks.
- How strongly is the topic of self-responsibility perceived in the company?
How does this manifest itself in concrete terms? - What kind of culture is required for the principle of self-responsibility to be perceived more strongly in the company? What can everyone contribute?
- What leadership behavior is required in the company so that the principle of “self-responsibility” can function?
- If we succeed in self-responsibility in the teams, how does our customer recognize this?
- How does it affect our customer projects when we succeed? What characterizes good communication within the teams with a special perception of self-responsibility?