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Agiles Mindset

What is an agile mindset...

Estimated reading time: 8 minutes
...and how do you develop an agile mindset?

We come across the term ‘agile mindset’ more and more frequently. Often in combination with the buzzwords VUCA, Scrum or agile transformation.

In this blog post, we explain what we mean by an agile mindset and whether everyone can develop an agile mindset.

To do this, we first need to understand what a mindset is. We will then look at the addition of ‘agile’ and explain how to change your own mindset. In this context, we will look at various framework conditions that are beneficial for the formation of an agile mindset.

Would you like to know how well-developed your team's agile mindset already is? Then use our poster at the end of this article. How many points can you already tick off?

iceberg model

Definition "mindset"

Translated from English, mindset means inner attitude, basic attitude, beliefs or personal values. This attitude is characterised by past experiences. It therefore refers to the aspects of human existence that influence our actions and behaviour and are not always clearly recognisable.

The iceberg model can serve as an illustration. The area below the waterline, which makes up our mindset, determines our perception of reality and thus provides the basis for our actions. In concrete terms, this means: What information do we take in? What information do we store? How do we evaluate the information we take in? What actions do we derive from it?

Definition "agile"

Now that we understand what a mindset is, let's take a look at the concept of agility. What does it actually mean to be ‘agile’?

Successful agile teams share common agile values and act according to agile principles. This means, for example, that they actively decide on their tasks and make a commitment to fulfil them. This means that work results are regularly finalised and published.

Agile teams communicate at eye level, even across hierarchies. Face-to-face is the best basis for communication. Agile teams also always have the courage to try out new things. Have the customer's requirements changed? Then the team will now take a different approach.

However, agile teams never lose focus and concentrate on the essentials: Creating value. You avoid unnecessary work. Members of agile teams respect and trust each other at all times.

Why is it advantageous to be agile?

Agility is one of the answers to the VUCA world. The short version: being agile provides the necessary flexibility and adaptability to an increasingly volatile, uncertain, complex and ambiguous (working) world. Customer needs change from one day to the next, competitors are springing up and digitalisation is increasingly driving change. In this world, agile companies and teams have a decisive advantage that enables them to remain competitive

agile values
Agility with LWC

Definition "agile mindset"

If the term ‘agile’ is added to the term ‘mindset’ and the term ‘ agile mindset ’ is now used, then it is worth taking a look at the theory of the fixed vs. growth mindset by psychologist Carol Dweck.

Carol Dweck differentiates between those who are stuck in their basic attitudes and beliefs (fixed mindset) and those who are convinced that they can do anything as long as they put enough effort into it (growth mindset). (Here we also link to an exciting Ted Talk by Carol Dweck on this topic: Link).

As you can already guess, a growth mindset is a prerequisite for an agile mindset. Having an agile mindset means being convinced that you can continue to develop at every stage of your life. It also goes hand in hand with the understanding that our environment is constantly in motion and changing. An agile mindset therefore requires the willingness to question existing basic attitudes and beliefs and, if necessary, to exchange them for others.

If we now go back to the iceberg model and apply it to a person with an agile mindset, we will find, among other things, the aforementioned agile values below the waterline.

agile mindest at LWC
overview agile mindset

The most important aspects of an agile mindset

There is no clear definition of an agile mindset. However, in addition to agile values, there are some basic human attitudes that can in turn define or characterise a mindset. These should definitely be mentioned in connection with an agile mindset in the professional environment. Companies and teams that share and live these basic attitudes will find it easier to hold their own in a rapidly changing market (see also VUCA). The reason for this is that they can better focus their work on customers and thus generate greater value.

  • Icon Anpassungsfähigkeit im agilen Mindset

    Adaptability

    Flexibility and the ability to adapt to new circumstances are one of the most important basic attitudes for an agile mindset. Especially in a business context, teams and companies have to adapt to customer needs ever more quickly.

  • Icon wert schaffen im agilen Mindset

    Create value

    The focus of a company or a team is no longer on implementing as many requirements as possible, but on creating as much value as possible (for the customer). Requirements that create more value are prioritised.

  • Icon Innovationsgedanke im agilen Mindset

    Innovation concept

    Setbacks and mistakes are seen as opportunities for growth and improvement. Risks can and may be consciously taken in order to promote innovation.

  • Icon Feedback im agilen Mindset

    Valuing feedback

    Feedback is seen as a gift, as it is the quickest way to improve yourself or your work results. Feedback is best utilised in iterative work cycles.

  • Icon Teamwork im agilen Mindset

    Promoting cooperation

    Good teamwork is actively encouraged and seen as a basic requirement. For this reason, value is placed on a culture of trust, communication and transparency. Knowledge silos are deliberately avoided.

Being Agile vs Doing Agile

‘Doing agile’ is not the same as ‘being agile’

In our day-to-day work as consultants, we get to know many companies and teams that are undergoing an agile transformation. Many start with the introduction of agile frameworks such as Scrum or introduce other agile methods and ways of working. Unfortunately, this approach often does not have the promised effect, as the hoped-for flexibility and adaptability do not materialise. We are talking here about ‘doing agile’.

The decisive factor - ‘being agile’ is still missing. And this is where the agile mindset comes into play again. Only the interplay between an agile mindset and agile methods enables the sustainable and effective implementation of agile methods. Incidentally, an agile mindset not only offers added value to teams that work according to agile methods, an agile mindset can also be an advantage in traditional project management. Agile methods therefore need an agile mindset. However, an agile mindset does not necessarily require agile methods to be effective.

Agile mindset in teams
How can an agile mindset be promoted?

For a team to have or develop an agile mindset, the framework conditions must allow this and support agile values. The most important of these include leadership, processes, structure, strategy and culture. In addition, there are of course a number of other factors that have a minor or major influence on the development of an agile mindset.

When we as consultants enter a new project, for example as part of an agile transformation, we initially look at these five framework conditions in particular and analyse the status quo. Depending on their characteristics, we now have the opportunity to create an awareness of what the agile mindset is and what positive influence it can have. Targeted measures can then be taken to improve the framework conditions. This includes, for example

  • Adjusting the strategic objective (focus on real customer benefits)
  • Setting up a communication concept to improve transparency
  • Ritualisation of iterative planning cycles
  • Strengthening the networking / learning culture (World Cafe, Round Table, ...)
  • Support managers in handing over responsibility and to change

In addition to these measures, it is also crucial that the team has a role model to follow. This can - but does not have to - be the manager who, for example, deals openly with mistakes and shares learnings, promotes transparency and communication and actively gives and obtains feedback. It often also helps to highlight best practices from other teams, departments or companies that have already successfully mastered a mindset change. What hurdles did they face, how did they overcome them and what added value have they gained today?

These are all examples of what can be done. However, it must always be borne in mind that every team and every change can be very individual. Sensitivity is required here. This also means that people should always be at the centre of the change. Have all those involved been consulted and informed? How do they feel about the changes? What else do they need?

And last but not least, it is very important to proceed sustainably and in small steps. Beliefs have formed over many years and it takes time to question them

Put the framework conditions for your agile mindset to the test!
How pronounced is the agile mindset in your team?

Our ‘Agile Mindset’ poster allows you to visualise the maturity level of the framework conditions that promote (or restrict if not present) the agile mindset of your team.

We recommend using the poster as follows: Plot out the poster or copy it onto a virtual whiteboard. As part of a small workshop, work out with your team which sub-items of the framework conditions of leadership, culture, structures & process and strategy are already fulfilled in your context. Tick off aspects that have been fulfilled. The further you can place your ticks in the centre of the poster, the better the chances are that the employees in your team already have an agile mindset or are developing an agile mindset.

If you place your ticks mainly at the outer edge, you now know which adjustments you need to make to increase the maturity level of the agile mindset in you and your team.

    Any questions?
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    Carina Werner - LEITWERK Consulting
    Your contact person
    Carina Werner
    +49 89 189 235 96
    carina.werner@leitwerk-consulting.com
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