Employee Leadership Agile Management: 4 Tips for Disruptive Transformation

There is a lack of digitization Trust. Industry 4.0 is overslept. People are skeptical about agile management. Employees see disruptive Transformation more as an enemy than as a friend. What is behind these buzzwords?

New Work requires people who work together

In the discussion about New Work It is often overlooked that agility and all the other – sometimes not so euphonious – terms are not just about machines and Technology goes. First and foremost, it's about people. And that is about the people who should, indeed have to, continue to work together today.

Even if the conditions are already clear have changed and will continue to change drastically. Organizations are no longer hierarchical. Self-responsibility and transparency, trust and an open error culture are the order of the day. And, because it shapes our everyday work, above all a successful one Communication.

Agree with each other and with each other

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In agile times, aspects such as speed and adaptability play a key role in business life. Our job is constantly to question things, conditions and processes and to check whether everything still fits.

Agile also means customers and involve employees in product development in order to ensure a constant exchange of Feedback and generate instant learning transfer. All of this only works in day-to-day dealings if everyone agrees with one another and with one another. Then the megatrend New Work will also succeed.

Hannes becomes agile

Hannes also has to go through it. being Companys does not want – at least in the declared external perspective – to join verlieren. He has already heard of this magic word AGIL, which promises great results.

Agile! Agile? Wasn't that already many years ago in the ITIndustry? And now it's suddenly supposed to be the overriding principle and establish itself as a management method? Agile management as a leadership principle? A big topic! However, Hannes doubts that everyone will like it.

"Sounden" until it fits

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First the HRdepartment set up in an agile way on a trial basis. The order is literally that the HR department in question is “agilized” as a pilot project. Hannes will do this Projects ultimately also implemented in the production department and is therefore part of the SBC, the Sounding Board Committee, which has to report back to the piloting department on how the agilization is working in the responsible department.

Although the requirement is clear: you have to do it. And the CEO has already said how to do it. There really isn't much to "sound" there, but the process is the process. You simply “sound” until it Executive fits. Not that Hannes feels useless, but the question of meaning sloshes up a little. There is no time for that now. It is important to start the process. The HR department will start with a workshop.

Decreeed and internalized attitude

Everything is perfectly prescribed. Incidentally, this way of working is also the internalized attitude of the HR management. "Pretend what people have to do to know what and how to do it." But how does that fit in with the new agility? In the workshop it is discussed: Agil means now, not everything to say, what one thinks, then to have it implemented, then to sanction it at the end anyway. Again another says that it is not possible for HR to be agile. "Everything is predetermined anyway".

The next throws in the group: “We are a great one Team and already totally agile". The keywords end up in the boarding protocol, which Hannes now has to sound. Hannes thinks about how the workshop and the statements made about him act. He must not ask the question of the credibility of a process that is not inherently congruent. So he decides to limit himself to the feedback "appears professional and the language is absolutely understandable". Nevertheless, Hannes begins to ask himself whether everyone has really understood everything.

Do everything agile and change nothing?

Because he himself understands them Welt no longer. He starts to think disruptively, questions the whole plan "Now we-just-do-everything-agile-and-never change-anything" and is happy that agile is basically translated as flexible.

An agile target picture means, for example, that you sometimes agree here and there, or maybe you don't agree, what the benefits are Customer has. Somehow Hannes can't let go of "agile". He begins to sound himself and completely loses his inner balance, which is actually true now. NOW Hannes has probably arrived in the agile age himself.

Agility needs communication: 4 success factors

Anyone working on a disruptive project does not need any new forms of communication. On the contrary: It is enough if he dies Basics of human communication. It leads to Success, if the following four factors are taken into account:

1. Be present

Digital networking challenges us to be constantly present in the few personal conversations, to focus on the moment and extend all the antennas to sense what happens between the lines. And second, to articulate correctly. So, what one means to say unequivocally and without confusion creating detours.

2. Be open to individuality

Everything we have seen and experienced so far shapes us. But prejudices limit us. That's why we should also look for differences and discover something new, exciting and interesting. Our counterpart deserves the chance not to be what we expect.

3. Accurate listening

Exact listening is fundamental, because only then we know what the other wants. And only then do we know what exactly happens in the project.

4. Clear communication

Because everything goes a little faster, the danger is great that it comes to small misunderstandings, which often have a devastating effect. Or it could take precious time that could have been better spent. All the more important, therefore, is clear communication.

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