Registration

The term "Silent Leader" describes people who hold a leadership position and fulfill the responsibilities of this position in a calm, unobtrusive and unpretentious manner.

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Silent Leaders distinguish themselves in the execution of their duties via determined perseverance and meticulous accuracy.  It is characteristic for them that they act with a high level of commitment and chiefly perceive the collective performance. Their modesty and distinct restraint in dealing with people is highly respected by some, but construed as lack of interest and weakness by others. It is an absolute asset in agile organizations.

Silent Leaders tend to underestimate the effects of their competences and their behavior and seldom perceive themselves as leaders. Additionally, one must note that only few of these leadership personalities exist in the different management levels. Silent Leaders are not in the limelight of the company, nor does the media focus on them.

Looked at objectively, the influence of the Silent Leaders on the productivity and efficiency of the departments or teams they run is very high. The leadership potential they possess is mandatory for agile organizations.

Goal: It is the goal of the seminar to develop clarity and identity of roles through the clear assessment of one’s own influence on the team performance. Knowledge about leadership techniques, communicative processes and psychological connections will make it possible for the Silent Leader to lead more effectively and smoothly, and to more strongly develop the capabilities of his/her teams.

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Topics:

• Silent Leader capabilities: definition and self-analysis

• Situation-related and emotionally intelligent leadership

• Primus inter pares (first among equals) and the leadership role: self-image and expectations

• Motivation and Demotivation

• Communicative traps and characteristics

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Methods: Lectures, discussions, group work
Participants: A maximum of six participants
Schedule: First day: 10am to 5pm / Second day: 9am to 4pm
Fee: 2,200 € plus 19% VAT

Venue: Online via Zoom for the time being

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REGISTRATION

Being agile is not a goal – it is a means to achieve a specific goal, a true purpose of the organization. Where there is no goal there is no meaningful change.

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All agile change interventions have to be effective. Common practice shows that agile change agents often change everything possible or what they dislike, but not what they must do in order to be effective. How can leadership, falsely declared as superfluous in agile organizations, make a significant difference?

Recognizing the need for change, finding the real constraints, setting specific goals, initiating, directing and controlling change and solving the problems along the way is mandatory for leaders to be effective. The mixture of leadership and change agent skills to successfully create and reinforce change within the organization is a possibility.

Intuition and experience help in making the right decisions and supporting others to see the benefits of change.  A lack of clarity of what an appropriate leadership style should be results in low motivation, power struggle between individuals and a deteriorating communication style. Conflicts, a mediocre performance and increasing indifference within a team often mean that leaders either dodge the issues or take care of too much themselves.

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Goal: The main goal of the seminar is to make self-determination in the leadership role possible and to show ways to lead team members towards change in an open, clear and goal-oriented manner, as well as to provide a reliable method to deal with problem situations.

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Subjects:

• Primus inter pares/first among equals and leadership

• How to avoid performing a sort of agile theatre that creates stress, resistance and conflict?

• Determining and strengthening the leadership identity

• Terms for teams applying agile practices in order to increase the bottom line results

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Methods: Lectures, discussions, group work
Participants: A maximum of six participants
Schedule: First day: 10am to 5pm / Second day: 9am to 4pm
Fee: 2,200 € plus 19% VAT

Venue: Online via Zoom for the time being

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REGISTRATION

Conflicts are increasingly determining the everyday life of managers and leaders on every level. Stress, the pressure of appointments and of producing high-quality results, unclear assignments and responsibilities within teams, a lack of certainty in leadership roles as a result of restructuring which aims at agile processes; these all lead to a sudden increase in conflict.

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In such situations friction is experienced more strongly and undermines motivation. Dealing with one’s own intense emotions as well as those of others uses up energy and can have a negative effect on achievement, work satisfaction and health.

However, within conflicts lies a strong innovative potential waiting to be discovered. Conflicts increase our attention and awareness. They create new ideas and trigger rethinking of attitudes and stereotypes. The creative process enables an assessment of one’s own desires, goals and behavior.

Converting the destructive energy of conflicts into constructive power ensures calmness and composure, an increasing ability to perform confidently where the prevailing fundamental mood is positive.

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Goals:

• Recognizing the innovative potential of conflicts

• Reinforcing personal conflict management skills by scrutinizing the conflict-causing behavior

• Applying active conflict de-escalation techniques

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Subjects:

• Conflict definition and causes

• Avoiding escalation and using deescalating techniques

• Discussion leading to exploratory talks

• Dealing with one’s own and others’ intense emotions

• Practicing calmness and pragmatism

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Methods: Lectures, discussions, group work
Participants: A maximum of six participants
Schedule: First day: 10am to 5pm / Second day: 9am to 4pm
Fee: 2,200 € plus 19% VAT

Venue: Online via Zoom for the time being

​

REGISTRATION