The agile way of supporting personal growth
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The document discusses an agile approach to leadership and personal growth. It advocates for leader-leader mindsets where leaders delegate authority, convince rather than overrule, and inspire teams. Leaders should adapt their style situationally and evaluate it regularly. The document also discusses setting goals, giving and receiving feedback, and leaders taking time for coaching and development through regular one-on-one meetings.
The agile way of supporting personal growth
- 1. 息 Catalysts GmbH 息 Catalysts GmbH The agile way of supporting personal growth Dominik "Dodo" Dopplinger Dominik Dodo Dopplinger Scrum Master & Team Lead dominik.dopplinger@catalysts.cc
- 2. 息 Catalysts GmbH Dominik "Dodo" Dopplinger
- 4. 息 Catalysts GmbH Leader-leader mindset Dominik "Dodo" Dopplinger Dont grow follower Dont be a proxy move authority to the information Delegate with the why? hand over responsibilities systematically
- 5. 息 Catalysts GmbH Leader-leader mindset Dominik "Dodo" Dopplinger help to overcome fears convice, dont overrule ideas instead of commands emancipation inspire, enthuseencourange to decide
- 6. 息 Catalysts GmbH Adapt leadership over time Evaluate regularly Situational leadership Dominik "Dodo" Dopplinger
- 7. 息 Catalysts GmbH Dominik "Dodo" Dopplinger https://heavy.com/games/2018/11/move-snorlax-pokemon-lets-go/
- 9. 息 Catalysts GmbH If you aim at nothing you will hit it every time. Zig Ziglar Setting goals Dominik "Dodo" Dopplinger OKRs 1-minute goals discuss independently from payment
- 10. 息 Catalysts GmbH Dominik "Dodo" Dopplinger
- 11. 息 Catalysts GmbH Dominik "Dodo" Dopplinger
- 12. 息 Catalysts GmbH Feedback Dominik "Dodo" Dopplinger
- 13. 息 Catalysts GmbH Giving feedback Dominik "Dodo" Dopplinger direct, specific, immediate 1-minute-redirect instead of sandwich personal growth by giving feedback dont praise behind the back 1-minute-praisings
- 14. 息 Catalysts GmbH
- 15. 息 Catalysts GmbH Receiving feedback Dominik "Dodo" Dopplinger dont relativize, dont justify, dont defend Every opinion is legit Create rooms Be thankful yes, and
- 16. 息 Catalysts GmbH
- 17. 息 Catalysts GmbH Take time Dominik "Dodo" Dopplinger All our leaders have no time Regular 1-on-1s As long as needed stop being an expert, become a trainer and coach
- 18. 息 Catalysts GmbH Dominik "Dodo" Dopplinger
Editor's Notes
- #3: Why? Experts are hard to find, harder to hold Challenges change regularly Technologies even mor eoften Profession of constant learning and growth Train people in a way, you need them Binding employees
- #4: Story of Lieutenant David Marquet Preparations, new Ship (Santa Fee, instead of Olympia), new ship had bad reputation and high turnover
- #8: Realize, when you block personal growth Klaus with merge requests I by my positioning vacuum
- #9: Autonomy Mastery -> Flow Purpose -> Why? no rewards and punishments
- #10: payment -> motivation 2.0. Kills intrinsic motivation
- #11: Clear role definition with expectations
- #12: Mistakes happen. Dont be surprised Riding a bike -> dont be afraid to fall Celebrate failure. They are good stories. Team resposibility Own mistakes from others -> what could the leader have done? Backing -> turned over a switch (Arnold) Psychological safety, building trust
- #14: Who has annual feedback talks with HR or a leader who knows little about your day-to-day work 1-minute redirect: as soon as possible First half minute: Specificall talk about the unwanted behavior you observed, about the own emotions and the impact on the result. Wait a moment to let it settle Second half minute: Reassure that your team member is better thentheir faults. Reassure your trust in them. Stop. 1-minute praising: as soon as possible Specifically talk about the wanted behavior you have observed, about your own emotions. Pause. Encourage to do it more often. Reassure trust. praising behind your back -> Danis Kindergarten
- #16: Teamecho, Feedback-Boxen
- #18: Teamecho, Feedback-Boxen
- #19: Teamecho, Feedback-Boxen