In agile management not only a powerful framework but also the corresponding mindset plays an important role. At its core, it is about a mentality that is supported and promoted by agile practices.
In short: The agile mindset consists of two parts. On the one hand the agile methodology (“Doing Agile”), on the other hand an agile team culture (“Being Agile”). To tap the full potential of agile thinking, both parts must be taken into account.
From theory to practice
To successfully implement a change process from the waterfall principle to agile practices in the long term, agile methods and principles should first be internalized. The implementation of STAGILE® is therefore deliberately kept practical. After a kick-off workshop, in which the entire team receives an introduction to the framework, the motto is “Learning by Doing”. Our STAGILE® coaches train and support the team members during their work and thus gradually create a basis for agile thinking and acting – not only in theory, but from the beginning in the daily implementation. An agile mindset can be built accordingly through supportive leadership or experienced coaching, but it does not develop overnight.
The agile pyramid
This concept can be derived particularly well from the agile pyramid. With STAGILE® the agile journey starts on the second lowest level, with the introduction the framework, such as STAGILE®, Scrum, XP or SAFe. Subsequently, the principles and core values of the Agile Manifesto are built up, lived and internalized with agile coaching. At the same time, suitable tools for the implementation of agile working methods, such as the ALEAS Board, can be introduced. However, many companies start their agile journey at the lowest level, by implementing an agile software solution before the team has clarity about method and mindset. This approach carries the danger of slipping into micromanagement (“Playing Agile”). Unfortunately, most agile tools are ideally suited for this purpose – however, one of the most important guidelines of agile employee development, namely self-organisation within the team, is not taken into account here. Flat hierarchies and independent working should therefore be given priority.
Being agile
The STAGILE® path to an agile mindset is therefore not linear, but rather dynamically shaped. Agility is achieved when visions and values are developed within the team to the point where tools can be used purposely and behaviors adapted accordingly. Being agile has a lot to do with change, with the willingness to change oneself and to break new ground.
In order to find out whether you have already reached the top of the pyramid, you should therefore ask yourself the following question from time to time: “Am I agile already or am I just pretending to be?
