Agile teams are needed if customer requests are to be fulfilled quickly and targeted technical opportunities taken advantage of. Professional, skilled employees in these situations make efficient decisions about what to do and how. However, working in these structures is something that has to be learned.
Interdisciplinary teams that organize themselves often experience a considerable drop in efficiency as they begin working together. They need to agree on new rules, change their methods and routines, assume unfamiliar roles, and re-assign responsibilities. Former team members become decision makers, while managers become “servant leaders,” serving those who once stood below them in the hierarchy. We help managers and their staff adopt agile teamwork methods quickly and effectively, and achieve the best possible results.
Building efficient teams
Self-organized work demands a degree of resolve and trust within a team that shares responsibility in the absence of a sole decision maker. In this scenario, it is not enough to simply be an expert at what you do. Personal strengths and methodological skills that barely featured in the past are also in demand now. We test the potential and motivation of employees, and work on their weaknesses to achieve the ultimate in team performance.
Retaining talent
Interdisciplinary teams are not simply “a bit of this and that.” It is all about bringing together the relevant skills to mold the perfect team to take on specific tasks and goals. We provide the right development measures to help you do just that. Employees can be profiled as essential specialists, and areas in which they can make a vital contribution can be identified too. These extended development opportunities nurture and retain talent.
From a decision maker to “servant leader”
For managers, working with agile teams is a new, and very often tough, challenge. The role of a manager is changing from decision maker with overall responsibility, to “servant” who provides employees with everything they need to work successfully. We help your managers develop this new role and to work on leadership skills needed to build their teams’ success.
People make companies successful.
That is why we focus on the individuality of every single employee. How?
Friction often arises where various expert opinions and perspectives collide. Our focus lies firmly upon identifying problem areas in advance, recognizing the causes, and developing specific factors critical to the success of your managers and their staff. Inefficiency and conflict can be avoided through the right personal skills and productive teamwork.
Together with your teams, we develop ways in which transparency can be enhanced and goal-focused communication improved. Over the years, we have found that these are the two main requirements which should be in place to help you handle new situations with conflict potential, through both agility and self-organization.
Agile work is not solely dependent on the manager or on the abilities of individual team members, but rather on the quality of their interaction. This is why we use the potential analysis developed by Prof. Julius Kuhl. We identify how and in what tangible way we can support your staff on an individual basis to help them fulfill their role. Once we have done that, we can begin to fill the gaps: We equip staff with methodology and personal skills in an agile environment, facilitate the introduction of new processes, and train entire teams.
The goal of all these measures is to create agile teams which can tackle the increasingly rapid changes and the uncertainties of today’s business environment head-on. Managers are guided by coaching and training on their way to becoming “enablers.” This boosts their confidence in their new role and increases their willingness to drop old methods.
“Agile Worker” potential analysis
The PAWLIK personnel diagnostics service provides insights into an employee’s personality, which plays a key role in developing agile skills, as social interaction is crucial to the success of any agile team. What was previously the domain of managers, or established processes in classic working environments, is now the responsibility of team members. The “Agile Worker” potential analysis helps determine the development needs of individual employees in 23 skills, as well as providing information which helps lay the groundwork for building a team, and through which collective development needs can be clearly defined.
“Agile Work” training
Participants are taught about working in an agile environment in a special training program. Content also includes how to meet the challenges of digitalization, as well as the values, roles, principles, and methods of agile work. If necessary, we can support and prepare employees who want to become certified scrum masters. The training can be conducted using a blended learning format, and incorporate e-training modules from the Pink University.
“Agile Leadership” potential analysis
The role of a manager changes when working with agile teams, and this requires a whole new set of leadership skills. The “Agile Leadership” potential analysis measures 27 skills relevant to success. You will learn about the individual areas of action which form the core of specific development programs.
“Servant Leader” training
As part of the “Agile Leadership” skill set, managers who work with agile teams are trained to perform this transformed role in every aspect. During the process, we focus on the transition from classic leadership to leadership as a “Servant Leader.” Practical scenarios are used to train and hone skills through personal experience.
Team building in agile teams
Are your teams ready for interdisciplinary and self-organized teamwork in an agile environment? Through a variety of formats, we teach the core aspects and implement them in existing teams. These aspects include core principles such agile values and identity, as well as practical elements such as communication, conflict management, and decision making. Team building methods are enhanced by considering the personal motivations of team members and their interest in pursuing goal-oriented teamwork within an atmosphere of mutual trust.
Addressing trend themes
Hot topics such as pressure, trust, courage, or persistence, all part and parcel of agile work, are covered in lectures, fireside evenings, workshops or coaching formats. These sessions focus on discussing how these factors influence work in agile structures.
Alongside the professional qualifications and many years of career experience held by our consultants in leadership, sales, and consulting positions, all PAWLIK consultants possess sound knowledge for the application of a Prof. Julius Kuhl potential analysis. We are one of the few consultancies in Germany that are entitled to apply this potential analysis.
“A self-organizing and interdisciplinary approach to work places high demands on everyone involved. Team members must have the courage necessary to be able to make decisions together. Leaders, on the other hand, are faced with the challenge of redefining their own roles. PAWLIK offers tailored training and coaching modules designed to foster precisely this kind of change.”
For us, “making it happen” means helping you turn your company goals into results. We transform organizations into coherent systems and develop the personal potential of employees. We use the latest scientific research results as a basis for this.
Each year, we invest five percent of our revenue to learn about learning. We are happy for our clients, partners, and other interested persons to share in our findings.
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