This document describes an agile leadership training program. It discusses common questions that managers face in an agile context, such as how to ensure strategy is followed and support for teams is provided. The training aims to help managers enhance their understanding of organizational dynamics, reflect on their leadership challenges, and learn new agile techniques. Participants will work through real-life scenarios with trainers who have experience implementing agile methods and coaching agile leadership. The vision is for managers to help create flexible organizations by effectively managing stakeholder relationships and contexts while focusing on leadership.

1. Agile Leadership Training
A concept by Thomas Spielhofer & Sigi Kaltenecker

2.  Questions that haunt the line manager in an agile context
 What makes the problem awkward: why these questions are not
trivial
 What agile leadership training can do for you
 Your trainers
 Our vision
 Contact
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3. Questions that haunt the line
manager in an agile context
 How do I keep control of my projects? I am not supposed to
intervene with agile teams, am I?
 How do I ensure the teams follow the company strategy?
 How do I best support agile teams and their individual members?
 What to do with my first-line managers? Will they all be
ScrumMasters? Or are they now superfluous?
 How do I ensure the unforeseen day-to-day problems are solved,
whether they are on any backlog or not?
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4. Why these questions are not trivial
 … because hierarchical line organisations and self-organising teams are very
different and bound to conflict with each other.
 … because the interests of different hierarchical levels are not always the same
(“sandwich position”) – and leadership is always about politics as well.
 … because many leadership instruments that are classically taught don’t work
well in an agile environment (neither with teams nor with superiors and peers).
 … because leadership only works well if the entire chain of command works
according to the same principles and values. If two levels work fine with agile
and the level above tends to micromanage, it still won’t work.
 … because leaders, same as all people, are not Vulcans but rely a lot on
mechanisms they trust from experience and gut-feeling; mechanisms that are
sometimes detrimental to agile principles.
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5. What agile leadership training can
do for you
 Start with yourself and your specific questions.
 Enhance your perception. Get a broader understanding of
organisational dynamics and leadership challenges in an agile world.
 Try. Discover different answers by trying real-life leadership situations in
a guided lab environment.
 Reflect. Get feedback and reflect. Use your trainers as agile experts, role
models and sparring partners.
 Learn. Enhance your agile leadership toolbox with powerful techniques
for questions & feedback. Learn to manage the unexpected. Transfer
your learning experience to your daily business.
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6. Your trainers
Sigi Kaltenecker is an organisational consultant with 17 years of
experience in leadership training and management coaching. He
co-owns and co-manages Loop Organisationsberatung GmbH, an
open consulting network, specialised in IT business, financial
services, and industry www.loop-beratung.at. Sigi has already been
involved in many international companies such as Alcatel, bwin,
Aperture Software, Hewlett Packard, OMV-Petrom, Raiffeisen or
T-Systems. He is also a Certified ScrumMaster, co-editor of PAM
- Platform for Agile Management www.p-a-m.org and currently
busy with completing a survey on “Successful leadership in an
6 agile world”.

7. Your trainers
Thomas Spielhofer has been using agile methods since 2001. He has
facilitated the introduction of Scrum as responsible manager in
different organisations and is now supporting others in doing so as
consultant. Thomas studied computer science and economics and
started work as developer and then project manager. He has 15 years
of IT experience leading heavy-weight international projects based on
IPMA and CMMI as well as lean product development initiatives
based on XP and Scrum. Thomas is co-editor of PAM - Platform for
Agile Management www.p-a-m.org, dedicating some of his time to
research and learning more about agile methods.
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8. Training facilitator
Peter Hundermark studied engineering and commerce. He has
worked in IT for over 30 years in a wide variety of roles. Seeking
better ways to run projects, he discovered Agile and blindly led 100
colleagues through a pioneering Scrum adoption in South Africa.
Mad passion led him to became a Certified Scrum Coach® and
Certified Scrum Trainer® and establish Scrum Sense as an Agile
consultancy. Together with his two partners, he enjoys helping
people and teams to become more effective and have more fun.
Increasingly they are dealing with the challenge of helping whole
organisations change. They strive to be a learning organisation and
to model this behaviour to their clients.
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9. Our vision
 As agile leader you…
 …help in creating a flexible and effective organisation
 …supporthigh-performing teams by effectively
managing contexts & stakeholders
 …areable to focus on leadership and use yourself as
the most powerful tool
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10. Contact
This course is presented in South Africa by Scrum Sense
‣ www.scrumsense.com/training/alt
‣ training@scrumsense.com
‣ Peter Hundermark: 084 261 3860
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