While seeking for possibilities to co-create and co-learn as well as have significant impact as a community, the method of Working Out Loud crossed our way. The mission is simple: Define your personal goal, build relationships that matter and therewith increase the quality of your work and life together with the feeling of belonging somewhere. And we jumped right into it.
The world we live and work in has become more and more fluid over the past few years. Changes are happening so fast that we can barely build on a solid ground. In the past, most companies worked like this: an industrial company, for example, built a factory that would work and exist for a few decades. Today, the most valuable companies, have – in comparison to the past – little-fixed assets. Current ideas, connecting resources, and a constant adoption became much more important. If we are looking for a metaphor for the modern leader, we should start with the underground. Nowadays, the underground of the modern leader would rather be water or air than a solid underground. Waves in the sea are a good metaphor for the waves of the disruption.
Waves instead of a solid ground
Often, these waves arise far away before they come to the coast, where their size is only predictable at short notice. Therefore, they can either be a threat or a great chance for the surfer. An experienced surfer observes the waves and chooses the right one for him. If the waves are not strong enough, you can’t really do a lot with it.
Is the wave a threat or a great chance for the surfer? An experienced surfer observes the waves in the first place and chooses the right one for him afterwards.
As a leader in the digital transformation, you should definitely keep an eye on the approaching waves of change. Many companies are drowning because they ignore the changes, which are often coming from an unexpected side. If they do not ignore them, they often only recognize them when it is already too late. In the meanwhile, others could perceive the opportunities and the creative potential of the changes and are often surprised by the unexpected possibilities which suddenly arise.
The surfboard – a tool of agile leadership
Basically, a surfer only needs the right surfboard as a tool. The material entry barrier for this sport is very low. This applies to the digital economy as well. Many of today’s largest Silicon Valley companies were founded by students with little equity. As an agile leader, you have a variety of tools at your disposal. We’ve already worked out the most important key tools, you should have as an agile leader in a previous blog article.
As with the digital economy, the material entry barrier at surfing is very low – all you need is a surfboard, basically. Some of Silicon Valley’s top companies were founded with little equity as well.
Next to the tool-set, the associated skills want to be developed as well. A surfer’s main skill is the ability to balance on a moving surface which can only be achieved by a constant and balanced movement. This is cognitively difficult. As a surfer, you develop a sense of balance through a lot of practice. The same applies to an agile leader. The key to stay on track is the ability to react quickly and adequately to the many and rapid changes. Doing this by himself is quite difficult. Therefore he needs additional collaboration skills, such as creating transparency and visualizing things.
Attitude and skillset
Both, the surfer and the agile leader, are only able to gain mastery when tapping into creative potential.
Even more important as a tool-and skillset is the right mindset: the disruption surfer sees a change as an opportunity, acts with others at eye level and with much openness. Even if the disruption waves look threatening to many people in the first place, the disruption surfer says, with brightness in his eyes: “Wow, this wave I’ll take!”
What serves you next?
Modern technologies have changed our working conditions. Digitalization has become the number one leadership challenge and many leaders ask themselves how to lead their company through this digital transformation. What is important is, to have an agile mind-, tool- and skillset. We summarized what you need to lead your company successfully through this digital change.
Personal computers have been in our workplaces for 30 years. We’ve been using e-mails and the internet for 20 years. So why are we only talking about the digital transformation now? Armin Bonelli is a trainer and coach and works in the area of tension between identity and brand for almost 20 years. We talked with him about the digital transformation and made clear if it is just a buzzword or much more than this.
Many of today’s leaders are asking themselves the question of meaning: Why do I do what I am doing? What do I contribute and what is the point of all of this? Anita Berger accompanies international organizations from all sectors as a consultant in organizational development. She told us more about what it means to be an (agile) leader, how to motivate your employees and why it’s all about purpose.
Many of today’s leaders are asking themselves the question of meaning: Why do I do what I am doing? What do I contribute and what is the point of all of this? In a time where the speed of change is enormous and nothing seems to be permanent, it is only natural to deal with such issues. Companies can help their leaders and leaders can empower their employees to find meaning and simultaneously encourage their engagement for the job.
About the author
Anita Berger is MDI Managing Partner and accompanies organizations internationally and from all sectors as a consultant in organizational development, as a management trainer and coach, for many years already. She is an expert when it comes to engagement and motivation 3.0. As a certified trainer, she offers the Original Drive Workshop after Daniel H. Pink, which is also a module of the Agile Leadership certification course.
Being an agile leader – be mobile & motivate
For me, being an agile leader means to be flexible and to stay mobile. The conditions in companies, teams, and projects are changing so fast today that it is often not possible to act proactively – you have to react. As fast as possible. Agile leadership is about being mobile and staying mobile. Wherever possible, you should, of course, be able to plan and act proactively. But in my opinion, nowadays, it is more important to react quickly, constructively and productively. Another important skill is being able to adapt to different circumstances as a leader.
A successful leader also creates a set-up that allows employees to think in terms of ideas and solutions rather than problems. Employees must be able to think outside the box and constantly explore options and opportunities. Employees need a high degree of self-commitment and personal responsibility. The reason for this is that our fast-paced time is exhausting, certainly not always “easy-cheesy” and relaxing. In order to do so, a leader needs employees who understand the reason behind actions and projects. More importantly, they need to believe in it and go an extra mile to achieve the maximum performance from their own accord.
It’s all about purpose
In this context, the purpose plays a crucial role. Ideally, it is like this: There is a clearly formulated and strong corporate purpose the employees know about. They can reflect on this corporate purpose and establish an intersection between what is important to them and the purpose of the organization. With this interaction, they know how to contribute to the “bigger picture”.
Of course, there will be cases in which the company’s purpose is not tangible enough to define one’s own contribution as an employee. If this is the case, it takes a break on the organizational unit, which is relevant for each team member, followed by the comparison: How does that fit together? What is important to the person?
I think that there is still potential in many companies when it comes to defining the purpose. Especially regarding the correlation between one’s personal purpose and the purpose of the organization.
Many leaders are asking the same question: Why do I do what I am doing? How can I contribute?
If you would like to start working on this topic, start with questions like What does purpose actually mean for our company? How tangible is it and is there place and time for a real confrontation? Is it something that stands on a marketing folder or do I associate more with it as a leader, as a CEO or as a board member?
Furthermore, it is important to look for the dispute according to rounds of questions and discussions. It is about a conscious process, in which employees deal with their own purpose and at the same time as the one of the company. As well as actively looking for points of friction and similarities. It can happen that somebody says: My purpose is not your business, that’s private. Of course, this must be respected and, as a leader, you must at least make sure that the respective team members recognize their own contribution to the corporate mission through their work tasks. Thereby they have to find meaning in what they do and, as a result, gain commitment.
The concept of engagement – Drive by Daniel H. Pink
A concept, I really like to use, is the Drive concept from the bestselling author Daniel H. Pink. I use it to reflect with leaders and team members and to work on motivation and purpose. From my point of view, it gives you clarity in a complex of topics that is sometimes elusive and difficult to grasp. Furthermore, it provides valuable insights by determining the location: where do I stand? How do I fit for the business purpose? What else would it take for the fit to be better?
For example, I worked with a group of senior executives and spent a whole afternoon answering questions like: ”What is my own purpose? How does this coincide with the corporate trajectory?” One participant has stated that she clearly separates her own purpose from that of the company, and at the same time realizes that it requires quite a bit of effort. As a result, she asked herself where there could be a common intersection, and how much energy she can use to bridge this gap.
Exactly those kinds of reflections are the ones, I find extremely valuable for both sides, the participants, and company. It offers a real value, to pause for a moment and go into depth to gain clarity on the one hand, but more importantly to gain motivation and commitment for the daily challenges.
What serves you next?
How can exposure therapy help you face your fears? Michael is a coach at ComfortZoneCrusher, where he helps clients to become more confident by stepping out of their comfort zone. He told us what exposure therapy is about, how to overcome negative emotions and talked with us about comfort zone crushing in team development. [incl. practical exercises]
Computers have been in our workplaces for 30 years. We all have been using email and the world wide web for 20 years. So why are we talking about a digital transformation just now? What’s the big deal about this and how will it change our world in the following years? Is digital transformation just a buzz word or more than this?
OKR, Kanban, Scrum, Design Thinking, Management 3.0, Lean Management…the list of tools and concepts around agile leadership is long and somehow it seems that everybody is talking about it. Alexandra Sock is a trainer at MDI and expert on the field of agile leadership. She gave us a nice overview of agile leadership and the different methods.
Incredible 40 billion Lego bricks are said to exist in the world. After they conquered the hearts of many children, the small colorful stones are now conquering the seminar rooms in the management & development industry. We wanted to experience this method ourselves. Therefore we had a Lego Serious Play workshop, where we asked ourselves: What will MDI look like in 2025?
Impuls Workshop Lego Serious Play – Our Hard Facts
Duration: 3 hours
Number of participants: 15
Facilitator: Dominik Etzl
Question: What will MDI look like in 2025?
Framework: MDI team workshop 2018, day 2
Goal: First of all, we are always looking for new agile methods and wanted to experience this one as well. Furthermore, we wanted to find a common vision for MDI in 2025.
Think with your hands
This is basically the only rule in Lego Serious Play, wherefore it is unstoppable that all participants are starting to build once the little bricks are spread out on the table. But that’s not a problem at all, as Lego Serious Play is not about thinking and planning for a long time, it’s just about doing it.
While our facilitator has given an overview of the method and different fields of application, we have already developed the first buildings within a team. In addition to the intuitive and unstoppable building, we also had some warm-up exercises, with questions such as: What motivates you in your daily work?
„It motivates me that we are a team many different characters with different tasks. Nevertheless, we have one important thing in common: we all work at MDI. The cooperation with my colleagues and the helpfulness within the team motivates me every day. ” (Judith, Marketing)
„While building my model, I realized that I do not have a strict division between my professional and personal life. All my different activities and roles in life are symbolized by the different branches in my model. Having the ability to flexibly move around on those branches and combining one with the other motivates me tremendously.” (Julia, Marketing)
“When my colleague asked me what motivates me in my job, I shaped a smiley. I think it’s important to be able to laugh a lot, no matter how serious life is. I don’t miss that at MDI. There is a lot of laughter and fun in my work environment, and that is something that motivates me to go to work! Apart from the good mood in the office, we have a great relationship with our clients and coaches! This atmosphere motivates me a lot.”(Valmire, Junior Training & Development Consultant)
Since no specific know-how or skills are necessarily needed to work with Lego Serious Play, we came straight to the point fairly quickly: What will MDI look like in 2025?
In order to obtain different results here, we have divided our team into three groups according to their functions: Consulting, Project Management, and Solution Development together with Marketing. What was the concrete task? Everyone had to build their own vision first. Afterwards, the individual versions were assembled on a large board and supplemented or shortened.
The unstoppable euphoria about building new things has temporarily paused here because the question was complex and we wanted to take some time to think about it. But after a few minutes, all three team tables (Consulting, Project Management, and Marketing + Solution Development) were already starting to build their ideas and visions.
The ideas and discussion
After 20 minutes, it was time to introduce our future visions to each other. What we quickly noticed was, that new ideas were coming to light – even though we didn’t have a lot of time. The models we built, were the ideal starting point for discussions. We did not only discuss the models within the whole MDI team but also within the small groups and departments.
But what are the next steps for now?
We brought the Lego structures of “MDI in 2025” of all the teams to our office so that the ideas, we collected during the workshop, would not be forgotten. In the next few weeks and months, we will see which ideas will be implemented. However, it is already clear that we did not only get to know another agile method but also gathered many new ideas and motivation for future projects, through this workshop.
FAST FACTS ABOUT THE TOPIC
Why Lego Serious Play?
- Everyone is actively involved and makes their personal contribution to answering the question
- Knowledge is taught and the learning effect is enhanced
- Thoughts are illustrated
- Tangible models remain stronger and longer in our memory
In which areas can Lego Serious Play be used?
- In the search for new ideas and innovation
- To create a shared vision and concrete strategies for your own company
- Team Development
- Communication, values, and behavior can be reflected by this method
- To analyze future scenarios in a playful way
What serves you next?
Modern technologies have changed our working conditions. Digitalization has become the number one leadership challenge. Therefore many leaders are facing the question, how to successfully lead their organization through the digital transformation. But what are the consequences of the digital revolution for leaders? And what do you need as an agile leader in this digital times?
OKR, Kanban, Scrum, Design Thinking, Management 3.0, Lean Management…the list of tools and concepts around agile leadership is long and somehow it seems that everybody is talking about it. Alexandra Sock is a trainer at MDI expert when it comes to agile leadership. In this video, she gives you a short overview of agile leadership and the different methods.
MDI implemented the OKR (Objectives and Key Results) method in the beginning of 2017. Gunther Fürstberger, CEO if MDI, gives us some insights about the method and its implementation. What were the challenges in the beginning? How does the method work and what’s the difference to other goal management methods?
The framework – its origin and background
The main idea of the cynefin framework was developed by the Welsh management consultant Dave Snowden, who has worked for IBM for many years. The knowledge management system is supporting us in identifying and understanding different situations based on their complexity. In this way, suitable ways of acting can be derived. The framework detects in which situation agile management tools should be used and when it is better to refer to classic management methods. Not every problem requires agile solutions and methods. Therefore the Cynefin framework should always be applied BEFORE deciding which management method to use.
The four domains of the framework and their fields of application
All in all, the framework can be divided into 4 different fields:
- Simple: in this field, the relationship between cause and effect is clear and obvious for everybody. Simply said: “if you do this, you can expect this response”.
- Complicated: there is a clear relationship between cause and effect, but an analysis and/or expert knowledge is required.
- Complex: the relationship between cause and effect can only be identified afterwards, which is why it is not possible to make predictions about the future but only about the past.
- Chaotic: there is no relationship between cause and effect.
With this framework, situations can now be divided into this four different domains. This gives me a clear and situation-specific instruction on what to do. The framework helps you to quickly analyze situations and to find the right management style. It makes a huge difference, for instance, if I am in a complicated or complex business environment.
In the complicated environment (classic management methods), an analysis should be carried out, whereas – in the complex environment – agile methods should be used. This helps companies not only to find the right management tool in a quick and efficient way but also explains why problem X, for instance, should be solved with agile methods, whereas problem Y shouldn’t.
Click here to find out more about the cynefin framework
About the author
Ursula Weixlbaumer-Norz is always looking for new solutions for leadership challenges of our time. She is working as a trainer and coach for many years already and is specialized in team development, negotiation techniques, conflict and crisis management, intercultural competences, communication, motivation, change management and management strategies.
Since when are you working with the cynefin framework?
Ursula: About 1 1/2 years ago I came across the cynefin framework and immediately liked the idea of the framework really much. This year I was attending a further education in London on this topic.
What are your experiences with the framework?
Ursula: Nowadays, you get the impression that agile methods are everywhere. During my coachings and trainings, I often deal with leaders who do not know where and how to use all those new agile methods. This is exactly where the cynefin framework can support them, which makes the decision which problem-solving method to us, much easier.
What serves you next?
Modern technologies have changed our world and working conditions. For many leaders, the digitalization has become their number one leadership challenge. What do you need to successfully lead your business through this digital transformation? One thing for sure: a new leadership approach is needed. One possible approach is agile leadership. We summarized what tool-, skill- and mindset you need as an agile leader.
Scrum, Design Thinking, Kanban, Lego® Serious Play® & more. There are so many different agile leadership methods, that it can be difficult to keep on track. Nevertheless, it seems that everybody is talking about agile leadership. But what exactly does this mean? And how do I know if the implementation of agile methods in my company is really necessary and useful? Alexandra Sock is a trainer at MDI and an expert when it comes to agile leadership. We asked her to give us a quick overview of this topic.
Scrum is probably one of the most known and oldest agile leadership methods. It was already implemented in the 1980s whereas other agile methods are pretty new. We talked to Susanne Spath, who is a trainer at MDI and Scrum Master, about the agile method, its background and asked for some tipps and practical examples how to successfully implement Scrum in your own company.
Modern technologies have changed our working conditions. Digitalization has become the number one leadership challenge. In order to succeed as a company in times of this digital revolution, a new, agile leadership approach has become a matter of survival.
Whereas the business world used to be rather steady and predictable before the digitalization, it is increasingly volatile, uncertain, complex and ambiguous (VUCA).
Nevertheless, many leaders still employ practices, strategies, and tools that were common in times before digitalization, where leadership was long-term, bureaucratic, hierarchical, directing and instructive.
But – this leadership model is no longer up to date due to the changes in the business world. Specifically, this means that
- the “internet of things” is real
- information is accessible to everyone instead of a small group only
- old businesses close down and new ones open up every day
- former constants now underlie regular change
- expertise shows in a well-developed resource-network rather than mere theoretical knowledge
What are the consequences of the digital revolution for leaders?
Due to the changes in our business world, a lot must change on the leadership level as well. Leadership must be adapted to constant changes and keep track with the latest technologies and trends. But what are now the specific consequences for leaders?
- Traditional development is expensive and time-consuming
- Teams need to be empowered; collaboration is essential
- Development often requires customers to be involved in the process
- Requirements are constantly changing
- No clear conclusion, development continues
In short: a new leadership approach is needed.
We need a leadership approach that is natively adaptive to change – and does not build upon past conditions. An approach that does not assume that the world is stable and predictable – but rather is aware of the fact that the fundamental conditions have to be questioned again and again during a project. After all, the future of business-success belongs to those, who know how to use the changes for themselves and to turn challenges into opportunities.
Agile leadership as a new leadership approach
Agile leadership originates from the IT industry, which is an industry that is constantly changing. This leadership approach is designed for fast changing cycles and is using shorter sprints, iteration cycles, and continuous feedback. Agile leadership is driven by transparent processes and developments and supports team-collaboration, communication, and interaction within the team.
What do you need as an agile leader to be successful in today’s world?
- A new mindset, to see change as an opportunity to create an agile organizational culture, to communicate the „big picture“ and to always be one step ahead of the competition.
Individuals & interactions instead of processes & tools
Working software instead of comprehensive documentation
Customer collaboration instead of contract negotiation
Responding to changes instead of following a plan
2. A new skillset, to create the framework and infrastructure for an individual development of each employee.
Skills, an agile leader needs to have
- Entrepreneurial thinking
- Strong customer focus
- Employee focus
- Self-leadership and reflection
- Tolerance for ambiguity
- Change management competencies
- Solution competency
- Leading virtual teams, leading from distance
- Knowing agile work and management methods
- High communication competency
3. A new toolset, to successfully implement the theory into practice and maintain an agile organizational culture.
What are the concrete consequences for you as a leader?
Due to the digitization, roles and responsibilities have changed within companies. The market is changing daily and the world is becoming increasingly uncertain. Agile leadership is indispensable in order to be able to assert itself as a company on the market in the long term. However, the successful transition to an agile leadership model requires the full support of everyone involved.
What serves you next?
Personal computers have been used at our workplaces for already 30 years and we all have been using e-mails and the internet for the past 20 years. But why are we only talking about a digital transformation now? And what’s the big deal about it? Is digital transformation just a buzzword?
The digitalization has changed our business world in the last years. To master the challenges of the digital transformation, new leadership approaches are needed. MDI trainer and agile leadership expert Alexandra Sock gives a brief explanation about the need for agile leadership and different agile tools.
We are working with the agile OKR (Objectives and key results) method since the beginning of 2017.Gunther Fürstberger, CEO at MDI, is talking about the implementation of OKR, the procedure of the different meetings and the current results evaluation.
Let’s get that straight. Personal computers have been on our workplaces for 30 years. We all have been using email and the world wide web for 20 years. So why are we talking about digital transformation now? What’s the big deal about it and how will our lives look like in a few years?
At the end of 2016, a big car manufacturer invited us to help with the implementation of the OKR system – objectives and key results. It is important to us that our work is based on personal experiences. Therefore I decided to implement OKR at MDI from the beginning of January 2017.
2016 was not a very successful year for us anyway. We did not achieve our sales target and had a higher staff turnover than wanted. Responsibilities were not clear, employees were overstrained, the productivity was decreasing, the conflict culture was aimed at prevention and the management was not very happy about that.
Together with OKR, we introduced a new team structure and a rolling budget. The new team structure contributed to the reduction of complexity as it reduced the number of contact persons for the employees and trainer at MDI. The “rolling budget forecast” helped us to get rid of this rigid annual plan, which is usually out-of-date after the first quarter already. It gives us the possibility to adapt our resources to current developments.
At the same time, there are different kinds of views on the realization of OKR. I opted for an agile 80% approach: even though not everything was prepared yet, we started nevertheless. I visited a one-day-seminar, watched a series of YouTube videos, for instance about the implementation at Google, and defined some important cornerstones to start with the implementation of the OKR system.
- Organization level,
- Individual OKR’s with the people who report to the managing level,
- Individual OKR’s of all other employees with their executives
Amount of the objectives: 3 – 5 objectives, max. 4 key results per objective
Ambition: achievement of objectives: 70%
Transparency: Google document and a poster with all the OKR’s in our kitchen: everyone can see each other’s OKR’s and grading, as well the achieving objects of the management.
Frequency: every quarter
Monthly meetings give employees the chance to talk about their individual objectives and to see where everybody stands at the moment
- Frequency: every quarter
- When? Just before the new quarter starts (4th Thursday before the end of the quarter)
- Duration: 6h meeting (from 10 am – 5 pm with a lunch break)
- Purpose: to assess the company’s OKR’s from the quarter and define new ones
- Who: one representative of all divisions: all in all 6 people
All hands meeting:
- Frequency: monthly
- When: 4th Thursday of a month at 10 am.
- Duration: 30 minutes
- Purpose: every employee talks about their OKR’s and where they stand at the moment
- Who: every employee
Individual OKR meetings:
- Frequency: every quarter
- When: last week or first week of the quarter
- Duration: 1h
- Purpose: check and definition of your personal OKR‘s
- Who: every employee with his/her executive
- Frequency: every or every second week
- When: agreed individually
- Duration: 30min
- Purpose: check of the OKR’s and support for your everyday working life
- Who: every employee with his/her executive
In December I wrote a temporary strategy for 2 years and invited the representatives from the most important divisions at MDI to the first company OKR meeting. We did not have an OKR-master back then (role as driving force, meeting moderator), therefore I was the presenter of the first meeting.
The meeting was planned to last 6h and we needed every single minute but we achieved quite a lot in the end:
- We had one “volunteer” who wanted to take over the role of the OKR-master
- We worked together on a concept “how OKR should look like at MDI”
- We defined 4 objectives with each 4 key results
- About 60% of the final OKR’s were suggestions from the team, the rest was suggested by the management
Even though we were quite exhausted afterwards, we were convinced that the OKR’s can help us to focus on the essential things. We put a poster in our kitchen with the OKR’s, which we wrote down on 4 flipcharts, our mission-vision-value-statements and our 2 years strategy. From January on we started with our individual OKR meetings. We only had one hour to define individual objectives but it worked out in the end.
To set priorities and to formulate ambitiously, measurable key results was quite an effort but saved us valuable time in the end because we knew exactly what our focus was.
We wanted to know more about OKR and therefore our OKR master attended a 3-day OKR-master-training at another institute and came back with a lot of new ideas.
Some of them were for instance:
- A preparation template for the “all hands meetings” to increase their relevance.
- Team OKR’s instead of individual OKR’s for every employee
- Starting with the second quarter, we defined 3 objectives with each 3 key results instead of 4 objectives and 4 key results.
My colleague will explain more about this in another blog article.
Current results evaluation:
It looks like 2017 is going to be the best year in the company’s history. The incoming orders rose by 26% compared to the previous year. The profit has more than doubled and the staff turnover has decreased. However, the challenge now is the expansion and development of the team to keep up with the current growth. Let’s see how the journey continues.