Category: Allgemein

The multifaceted & consistent path to your goal – Team

Kristina Müller & Vanessa Englert

As multifaceted companies are with their cultures, products and services as well as their employees, so individual and multifaceted should be taken in the introduction and adaptation of agility.

 

 

Important aspects of our work

We impart skills and knowledge using the tandem principle. As an external party, we work closely with internal organization-developing roles: managerial boards, HR departments, management, lateral management roles, »Techies« and others. We normally develop concepts through co-creation with client employees.

Through our careers, our deep-rooted conviction, and the pleasure we have forming contacts with a colourful mix of people, we have access to a large and diverse network. We have a widespread support system based on knowledge, experience and specialization, which we also make available to our clients. We consider internal networking with clients an additional part of this network.

Our experience has shown that there is a lot of potential here that is often not known and or exploited.

The requirements and the task focus often undergo changes during consultation processes. Because of this, we regularly check with the client that we are still heading in the right direction.

Each company, each team, each individual is different. They all have their own histories, cultures and needs.  We take this into account by carrying out an analysis during mandate clarification in order to provide a tailored consultation process.

We can look back at a broad field of experience. This means we can provide specific support, both with expert advice and as a »leader«. However, we always want to leave something tangible and sustainably empower companies to do things themselves. This is why we see ourselves more in the role of a coach and trainer.

We are often on site a lot at the start of a consultation process. Over time, we withdraw successively to promote sustainability. Companies gain the experience in this way that they can also implement and maintain things over the long term independently of their coach. Where appropriate, only very little correction and supervision takes place later on in the process.

Consultancy in our eyes is primarily a process that we follow together with our clients. Here, we blend our experience with our strengths in dealing with individuality and the creation of individual solutions.

We work across all sectors

… when it comes to initiating and developing agile processes in companies. Our clients include:

  • Banks, finance and insurance services
  • E-commerce companies
  • Companies from the automotive industry
  • Internetunternehmen
  • Internet companies
  • Training institutes
  • Companies using Agile in non-technical areas

 

Hi, I am Kristina Müller

… a professional Agile Transition & Leadership Coach.

More about my vision and consultative approach

 

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Of course I am not alone…

… quality, huge projects, scaling and diversity of facets – for me – just work out with a network.
More about my network

Agile transformation done the agile way

Agile paths to an agile organization!

Agile organization development:

  1. Systemically & professionally accompany organizations through agile transition
  2. Support organizations and empower them to be agile in the long term
  3. Iteratively implement a customer-focused agile transition yourself (eat your own dog food)

Objectives

  • Effectively achieve company objectives
  • Effectively and independently resolve problems
  • Conscious development towards a learning organization: deal easily with a constantly changing environment (e.g. customer requirements, competition), learn from mistakes, test and develop alternative action

Changes in framework parameters

Appropriate organizational and operational structure as well as work organization

  • Explicitly working with vision and objectives
  • Planning, controlling & key performance indicators
  • Making joint decisions
  • Culture
  • Leadership & management
  • Targeted redundancy in communication
  • Trust
  • Group dynamics
  • Conception of the human being
  • Paradigm shifts regarding leadership, the role of customers and the understanding of work

Significant aspects of our work

Co-creation, network, iterative clarification of tasks, context & analysis, sustainability, intelligent schedule planning, process support

Our specific offers for you

■ Agile introduction
 Agile transformation
 Agile pilots
 Agile @ scale

 Introduction of OE department/team
 OE support with tandem principle
 Interim OE
 OE expertise training

 Agile »targeted agreement« using OKRs
Training & introduction to the agile methods (Scrum, Kanban, Design Thinking, OKR)

Contact

Establish empowerment & lead sustainably

Leadership happens – every day

Agile leadership views leadership as the activities of explicit superiors within agile companies, and as leadership elements outside specific positions and job titles.

Leadership is frequently experienced on two levels: one is hierarchical and with significant distance from the employees; the other is predominantly informal and emotional.

Agile leadership merges both approaches by analyzing the context, situation and people needed to achieve better results for the company.

Examples of agile leadership aspects are

Cross-company goal cascades from the objective to the self-organized, goal-oriented, operative activities of all employees

  • Delegation & distribution of responsibilities
  • Agile budgeting
  • Mentoring, coaching, supervision, intervision
  • Learning organization, error management culture, knowledge work and explicit utilization of different experiences
  • Communication management and the creation of a common understanding available at all times
  • Moderation
  • Diversity

Leaders take on a flexible role in the company, acting both as agile coaches and as scrum masters – today they are planning the budget for their own unit within the overall company budget, tomorrow they are passing on their expert knowledge, and then, the next day they are coaching employees, managers or the C-level about agile leadership behavior. They are constantly switching their roles to become leaders and experts, handlers of complaints and entertainers, prompters and jesters.

Employees, on the other hand, are called upon to take the situative lead, to accept more responsibility and to consider the whole company. The predominant theme is knowledge work. Employees can also situationally guide their managers or leaders.

Our specific offers for you

Leadership coaching of executive managers in their changing roles
 Supervision & intervision support of agile leadership roles

 Team & department development towards more self-organization
 Collegial peer consulting

 Individual coaching
 Coaching on the job

Contact

Experienced & empathic support along the agile path

»Agile Coaching« is unfortunately a catch-all term

What agile coaches offer can vary greatly. The bandwidth is broad, from dedicated scrum masters with added Kanban certification, to experts with long-term experience in organization development and agile transition support.

Agility is about training the competence of companies to stay on top of a world filled with globalization, digitization, constantly changing competition conditions and customer requirements, and to proactively shape their market. It is far more than just an IT method that can be briefly tested or introduced “on the fly”.

A cultural transformation of the big picture

The transition to an agile way of working requires in-depth changes, not only in the company structure, but also and above all, in the company culture. Agile coaching, therefore, looks at the whole company in order to support it in achieving its objectives using individual organization development plans.

Agile coaches are frequently not just method experts, they are usually specialists in at least one field. Professionally, they often come from IT, classic coaching, UX, product development, organization development or HR. All these backgrounds are important and characterize the key priorities of the respective agile coach.

Agile coaches are, therefore, not the frequently expected “Jack of all trades” that have an answer to everything. Their primary expertise is in helping professionals in companies to work more agile using methodology skills in the sense of “help them to help themselves”. They play an extremely flexible role that alternates between being leaders, experts, storytellers, trainers, advisors, supporter, coaches and prompters.

Once we have arrived with my bag packed full of methods and experience covering organization development, leadership, coaching, supervision & intervision and HR, we pull out the appropriate approaches and develop them specifically for and with you. Our service portfolio is enhanced by our personal network of agile coaches offering a broad range of expertise.

Our specific offer for you

 Agile team & department development
 Agile methods training
 Workshops in agile principles & agile management

 Leadership coaching of management in changing roles
 Collegial peer consulting
 Scrum master teams
 PO coaching

 Training on the job for scrum masters (developing competences through certificates)
 Training & introduction of agile methods (Scrum, Kanban, Design Thinking, OKR)
 Training for conception of workshops

contact

Learning from each other

Continuous self-development – learning from and with others using real examples

Agile coaches and leadership are faced repeatedly with the challenge of spontaneously, contextually and individually acting and leading. THE plan or THE checklist does not exist here.

The first step in this case is usually to seek advice from esteemed colleagues. But sometimes, the “help them to help themselves” approach as postulated in coaching, is forgotten. Supervision and intervision (peer consulting) apply here and combine both approaches. Both formats also use the group as a resource rich in perspective. Supervision and intervision become “agile” through their application within agile contexts.

Supervision and intervision are formats intended for both peer reviews and for self-reflection within the group. Supervision is accompanied by an external expert (us). Intervision, in contrast, is carried out by colleagues, whereby nobody takes on an explicit expert role.

Peer review means that a specific upcoming, acute or past situation is outlined and reflected upon (by peers) to allow the people involved to work out alternative handling methods or perspectives themselves.

Self-reflection means to be consciously aware of, to experience and learn from your own behavior, thoughts and feelings in various situations. To do this within a trusted group has enormous added value. In this way, not only do we learn by including our own situations, we can also explicitly ask ourselves what we can learn from what others have disclosed.

As an example, to make supervision and intervision more tangible and plausible, I would like to briefly describe the Reflecting Team (RT) here.

The Reflecting Team (RT) is one possible method that derives from systemic consultation. The “case person” is interviewed by the supervisor or a person selected from the group while the other participants watch and listen closely. In the next step, the positions are switched and the case person watches and listens to the group exchanging hypotheses and impressions about the interview. Subsequently, the supervisor/interviewers and case person reflect on the resulting impressions. This switching can be repeated several times if necessary. As a final step, if requested by the case person, there can be an ideas round during which group members share specific tips and experience.

There are many other ways to implement supervision and intervision in addition to RT. These can be learned during supervision or in an intervision training.

A successfully applied combination of supervision, intervision and individual coaching is the best prerequisite to efficiently and effectively learn with and from each other.

What do we talk about during supervision and intervision?

  • Changes in one’s own leadership role 
  • Handling conflict situations
  • Team and organization development
  • Preparation of workshops & retrospectives
  • Organization cultures
  • Empowering & moderating leadership

Our specific offer for you

 Agile supervision
 Intervision training
 Guided intervision / collegial (peer) consulting

 Training in different methods for supervision & intervision
 Creation of a Reflecting Team with other experienced colleagues

 Introduction of supervision & intervision
 Interview training for intervision

Contact

A foundation for professional HR

The concept »Agile HR« is currently fashionable

But what does it actually mean?
In our opinion, there are 3 different levels here:

1. HR itself works agile

Agility is not a method that applies exclusively to IT/software development. The mindset, values and practices are also valuable and potentially groundbreaking for non-technical departments and HR. The role model function of HR is essential for a modern and future-oriented company. Unfortunately, often HR carries an opposing image.

2. »HR as a service«

An agile HR creates tailor-made services that support and promote agile ways of working. Annual performance reviews and performance management are outdated.

An agile HR is just as customer-oriented as all other departments in an agile company. They work iteratively, develop prototypes and collect early feedback in order to learn. Lately, we’ve noted two aspects more frequently in this respect: Recruiting and management training.

The “cultural fit” and an agile mindset are far more important than hard skills, particularly in recruiting. Unfortunately, recruiting usually takes place the other way around. In the meantime, expectations for agile management have increased sharply in management training. Actually transferring these into the expertise of individual managers and transitioning them into an improved management culture is often a decisive step that has been neglected for far too long.

3. HR as a driver for agile organization development and transformation

Changes happen. We regard targeted organization development as part of HR tasks. An agile HR drives agile transformation hand-in-hand with other multiplicators in the company, and thereby helps to adapt cross-company processes so that they are useful for an agile company.

In our opinion, HR is significantly responsible for the management and organization culture in a company. It is one of the main multiplying factors during an agile transition.

 

Our specific offers for you

 Agile coaching
 Reviews & workshops
 Development of HR tools and concepts

 Training of internal organization developers
 Conception of network events for recruiting potential lateral entrants with an agile mindset

 Job interviews for agile managers
 Development center

contact

Talks – Exciting topics, said out loud

We are convinced: »If you share, you receive something in return«Correspondingly, we want to share our knowledge and experience on the one hand and, on the other hand, learn from others so that we can make it possible to develop further together.
A dialogue at eye level is always important to me.

 

  • Dialogue means encounter – with respect and appreciation for different perspectives. We have held talks on diverse topics at conferences and meet-ups across Germany over the past years. And, at the same time, we have got to know all kinds of people.
  • Dialogue means participation & community. Conferences are ideal platforms for sharing knowledge and experience. We experience fantastic openness, particularly in the agile context – even regarding mistakes and failures.
  • Dialogue means progress. As speakers, we not only share valuable tools and expertise, we also learn a lot from our audience every time. Every method, every company and every project has multiple facets. This means that the views of applied agility are as multifaceted as are the people behind them.

Are you planning a company event? You can also book us for a presentation.

Topics we have already talked about:

Presentations (selection)

Publications

  • Lernende Organisation – Wie sich Retrospektiven aus der agilen Softwareentwicklung auf die Unternehmenskultur auswirken, Fachtagung Gesellschaft für angewandte Wirtschaftspsychologie, 2016
  • The effect of two-sided advertising depends on how grave the second side is, International Journal of Psychology, 2008

Other community commitments of Kristina

  • Initiator, organize & moderator: 20×20 Agile Night Berlin, since 2014
  • Member of the event management team: Berlin Days of Software Engineering, since 2014
  • Coaches Clinic Global, Scrum Gathering 2013

 

Open Source

Working materials

One can’t imagine daily agile work life without pens and post-it notes. As we are often asked about our special 99FOA pens and our somewhat different business cards, you can order them here free of charge.

Fields marked with * are optional.

Presentations to download

STARTING IN A TEAM
Kristina Müller & Vanessa Englert

VALUE OF DIVERSITY IN TEAMS
Kristina Müller & Petra Stühler

CONWAY´S LAW
Kristina Müller & Oliver Hoogvliet

PSYCHOLOGIE FÜR NON-PSYCHOS
Kristina Müller

LERNENDE ORGANISATION
Kristina Müller

KOMPETENZEN EINES AGILE COACHES
Kristina Müller & Petra Stühler

KFB MIT REFLECTING TEAM COACHES
Kristina Müller & Victoria Wenzelmann

The multifaceted & consistent path to your goal

Hi, I’m Vanessa Englert

… professional business consultant with a focus on organizational development.
In my work as Senior Agile Consultant & Coach, agile values and principles go hand in hand with a systemic attitude. Together we create an individual consulting relationship, as the foundation of a consultation at eye level. In this way, I support our customers in the individual development process for learning and agile organizations. As a former consultant for a leading international management consultancy, I like to operate across management levels and bridge the gap between leadership and team needs. In sparring, we ask ourselves the question: what does it take now to go one step further? Depending on the counseling situation, I give expertise, occasionally act as an interim and offer as a coach help for self-help.

When I get into an organization, I like to start kanbanesk: “start where you are”. In this way, I have coached small and large organizations with diverse agile, digital and innovation-enabled maturity levels across all industries.

My passion for yoga accompanies me daily, as a yoga teacher and privately on the mat. If necessary, I also pass on yoga in my coaching sessions in order to practice “arriving”, to allow more awareness of everyday work and thus to create new spaces of experience. Individual solutions require openness, letting go of familiar blueprints and patterns, and courageously embracing the here and now.

What others say about me:

»›What do we learn from that?‹ – among many other things, I take that attitude from your coaching, thank you!«

»You bring authenticity and fire, and bring healthy movement to our organization.«

»Du hast es wirklich verstanden dein Fachwissen unseren Situationen und Kontexten anzupassen, Danke.«

»Besides all the ›professional stuff‹ there's always fun with Vanessa.«