Agile transformation is a major challenge for traditional managers—a new understanding of leadership, a change in role, but no longer sticking to a 3-year plan. Managers can only rely on one thing: continuous change. Managers have the impression that they do not have the necessary time to find their path and role in the new organizational setup. They should already deliver results during transformation and become a role model overnight.
It’s not an easy situation—especially when you have been socialized in the hierarchical organizational world and, due to the transformation in the organization, still have both old and new structures and processes.
The result is that leaders under pressure—regardless of whether they are team leaders or the board of directors—often fall back on old behavior patterns. This is usually not helpful, but it is a very human behavior.
In our experience, managers need protected spaces to try out new approaches without pressure in order to find their way. With examples from our work, we would like to show in a very practical manner how to create such and support leaders.