What we offer
The question as to how participants of an Agile Coach training should be selected is not always easy to answer in companies, for example by the personnel department - above all because the exclusion and entry criteria for this, as is so often the case with personnel selection and development, are not always hard to measure. However, before naming participants for an Agile Coach training, companies should intensively deal with the question of which competencies and above all which mindset a candidate needs in order to successfully perform the role as an Agile Coach in the future. Practical experience shows that the following competencies and skills are important for this:
relationship-shaping competencies (e.g. pronounced communicative skills including the ability to constructively shape conflicts)
cognitive and (self-/emotional) regulatory abilities (mental agility, ambiguity and frustration tolerance)
Ability to control oneself (e.g. to observe one's own behaviour, to evaluate it in a differentiated way and to readjust it).
In practice, these skills and competences make it easier to deal with ambiguities, i.e. ambiguities, with confidence, to approach changes openly and to quickly find oneself in a volatile framework characterised by changing roles instead of rigid (hierarchical) structures. In principle, all employees and managers can embark on an 'agile journey'. However, it is important to know the starting point of the journey of the potential participants in order to be able to adequately meet them as human beings in their individual environment and personal stage of development.
In our Agile Attitude Development Day®, we first discuss a pre-prepared reflection task with the participants on one day and explore together which attitudes they were guided by when working on the task. This serves as an introduction to a conversation about what motivates them to become an Agile Coach and with what attitude they approach the topic of agility. In the following, the participants will playfully familiarize themselves with the agile principles in joint exercises with other participants. In various learning and reflection settings, they will deal both with the tasks of an agile coach and with the development of their own attitude required for this task. Towards the end of the Agile Attitude Development Day®, all participants receive detailed individual feedback based on a previously completed psychological personality inventory.
As a result, on the one hand, the participants themselves answer the question whether the goal of becoming an agile coach in the company still exists or whether it would be better to donate more value to change work in the company in another function. On the other side it lies naturally also in the interest of the enterprise to get an estimate over it, at which starting point of the (agile) journey the coworkers stand - among other things, in order to decide, who could participate already time near in an often time- and cost-intensive training, so that the development planning can take place individually as well as demand-oriented.
The advantage of such a multidimensional procedure is that it is not artificial, since the participants are already intensively dealing with the mindset necessary for agility. In addition, it becomes clear from the outset how important mutual esteem, a high level of transparency and communication at eye level are so that people reflect on their attitudes and their accustomed actions and are prepared to (further) develop their attitudes and behaviour.
Because from our point of view agility means: "20% technique and 80 per cent mindset!"