At Prowareness we spend a lot of time with teams. Management want them to use their full potential so we help them with self-organisation, fast learning and accelerate. Management want to support them as much as possible but sometimes becomes a drag factor even though they have the best intentions with their teams.

To help you as a leader in an Agile context we’ve developed a framework supported with a toolbox to serve your teams in the best way possible. It gives you guidance where to focus and remove dysfunctions as fast and effective as you could. In this blog you discover the roles, reflections and tools needed to be the servant leader your teams need.


To be effective you and your teams need 5 types of leadership.

  • Craftmanship
  • Managerial support
  • Product leadership
  • People development
  • Agile culture leader



Daily: Your people need to know if they are going in the right direction. A very powerful tool for this is Key Value Indicator (KVI). Other than a Key Performance Indicator this metric shows what impact actions of the team (and thus your organisation) make at a customer. Help them to find a way to get this insight daily.

Weekly: Reserve at least an hour each week to reflect on your own behaviour as a Agile culture leader. Do you show behaviour what is a true example for the direction you want to go with your teams? What habits of yourself slow down the evolution? A practical tool to help you in this part is the Habit matrix.

Bi-weekly: Spend two hours with your 5 roles. How does your Relead team looks like? Are all positions filled in correctly? How effective are they? Have a proper retrospective like you expect from your teams.

Monthly: Reflect once a month with your teams the Time-2-Learn. This concept with a learning board as a tool focus on the validation of the hard work. Under your direction gather data, find process improvements, decide which actions prevent your teams and your organisation to go in the wrong direction. A four hour timebox secures that one of the most important parts of an empirical process needed in a complex situation is addressed. It mitigates risks and waste, some things you want to reduce as much as possible as a leader.

Quarterly: Teams grow more mature. The autonomy should be in balance with this maturity to create true ownership. The ownership model and the conversation about it strengthen the self-organisational capabilities of your teams. Maturity and freedom matrix deepen your insight what is desired and manages expectations both ways. When you start with this probably takes more time to explain and set-up the initial agreements on this. Once establish it usually consumes not more than 1-3 hours each quarter to re-calibrate.

To find out more detailed information about the roles and tools please check our website and we like to refer to the book Agile Leadership Toolkit (since this week also available in English and German).

Questions, need coaching, consulting or want training on this subject? Please contact me directly and I will get in contact with you as soon as possible.


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