Leadership Development

Executive and Team Coaching

Agile Leadership Trainings

Agile Transformation

CSM and CSPO Trainings

We believe successful communication requires good listening,
so we place attentive listening at the heart of our consultancy.
In our advisory capacity we combine our skills as listeners as
well as our experience in the sphere of Agile Transformation
to your advantage. Ilker Demirel         

Logo Marshall Goldsmith

LEADERSHIP DEVELOPMENT

EXECUTIVE and TEAM COACHING

CSM® and CSPO® TRAININGS

As Certified Scrum Trainer® (CST), Certified Executive Coach by Marshall Goldsmith Stakeholder Centered Coaching, we are Guaranteeing Measurable Results in Leadership Development on a Global Scale.

We coach your teams and leaders based on the principles of co-active coaching, evolutionary coaching by Richard Barrett, cultural transformation tools (CTT) of Barrett Values Centre, and with the highest quality of CST® from Scrum Alliance.

“Ilker is an exceptional coach and mentor. He has the ability to make transformation and change happen which can lead to exceptional results for groups and individuals.”, Marcus Börner, Founder, and CEO of OptioPay Group.

“Ilker has been supporting Swarm64 in our change process to an agile organization using the Scrum methodology.
Ilker’s friendly persistence in following “the responsibility process” and his resilience against challenges and setbacks have been instrumental to the success we are seeing. Thanks to Ilker’s contributions, we have been able to develop a shared leadership culture in which each team member accepts responsibility and takes the initiative for our joint goals. Swarm64 became a much stronger organization through working with him. I strongly recommend Ilker’s work.”, Dr. Karsten Rönner, CEO swarm64, Entrepreneur, and Investor.

 

The “Illustrated Scrum Guide” by Ilker Demirel here for download

Scroll through an abstract of Ilker Demirel’s “Illustrated Scrum Guide” here. You can download this abstract as a PDF file. The complete 96-page booklet can be ordered as softcover book in four-color printing.

You can download and use the free booklet “Illustrated Scrum Guide” as you like. Please enter your name and email address to which we will send you an email with the link to download the PDF. By entering your e-mail address, you agree to receive the free newsletter “Insights on Leadership”. You can unsubscribe at any time.

Upcoming Events

Date Place Training Price € Booking
August 8th and 9th, 2019 Berlin Agile Führung mit Management 3.0 Zertifizierung
(Deutsch, 2 Tage)		 ab 1170,– Buchen
26. und 27. August 2019 Berlin Certified Scrum Master(CSM®)
(Deutsch, 2 Tage)		 ab 1260,– Buchen
16.-17. Eylül 2019 Istanbul Certified Scrum Master(CSM®)
(Türkce, 2 gün)
(Deutsch, 2 Tage)		 1000’den başlıyor Email gönderin lütfen
All Prices plus VAT

Trainings and Events

We are offering in-house and public courses, like:

Framework

Agile Transformation

Agile Transformation requires courage and paradigm change. Both courage and paradigm change combined with deep know-how in tools and techniques and especially with Leadership and Coaching skills can lead to a sustainable positive result in transformation. Scrum-Framework acts as the ground Tool for the transformation, on top the Large Scaled Scrum (LeSS) is built. Through the internalization of The Responsibility Process ® and Coaching, we will create together your Agile Organization with your own Scaled Scrum Framework.

(On the left side you can see the picture of miaframework. This framework has been developed in cooperation with movingimage and is continuously extended and adapted by movingimage. Most recent updates can be found here on the blog: miaframework: mia.movingimage.com)

Below you can find an example of agile way of working at movingimage, which is a result of our cooperation. movingimage is constantly updating their way of working by inspecting and adapting. In the blog of movingimage, you can find the latest updates on miaframework and agile way of working: mia.movingimage.com.

  • Shared Responsibility

  • Wholeness

  • Meaningful and Evolutionary Purpose

  • Trust

Self Organized High Performing Teams

The foundation of a “working” agile organization relies on high performing self-organized teams. Self-organized Teams need time and adequate coaching so that the team members do not need to be another person or wear masks when they enter the company. The wholeness is key to employee happiness and engagement. We build this trustful environment where the people are in focus.

With our new tool, you can measure your team’s effectiveness, trust level and how the responsibilities are shared towards a common goal, to create an outcome that counts.

References & Partners

Ilker’s Blog

Making a difference

I was reading the very valuable book “Nashörner, Ein Portrait von Lothar Frenz” (it is about Rhinos). In one place there is a reference to a dispute between Bertrand Russell and Ludwig Wittgenstein. Wittgenstein says “…you can not prove that there is NO rhino in a room, you will just not see it at that moment.” Even at the moment where Russell looked around and could not see it under the table, Wittgenstein argued: “…even this is not an absolute evidence about the non-existence of a rhino.”

The dispute was about whether we can prove that our perception is confirmed and correct. In other words, we can only confirm or show the evidence of things which are there.

This idea brought me to the idea of making an analogy in behavioral change. When can we demonstrate and prove that we are changing our behavior?

It is much easier to demonstrate and show what we have changed by actively doing it rather than trying to prove which what we are no more doing.

Changed behavior makes a difference, not only for us. Also for our environment, for people with whom we are in contact, day-to-day.

Everyone can make a difference. It is time to make use of our impact.

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How to develop Leadership Skills by using “FeedForward” developed by Marshall Goldsmith

I would like to share with you a simple and powerful tool, created by generous Dr. Marshall Goldsmith, #1 Leadership Coach. This tool is called „FeedForward.“ As I have used it and got value out of it, I would like to share my experience on using this tool and bring it to the attention of my connections. I hope that you and your teams can get value out of it too.

You can use it by coaching, team building or in retrospectives to develop leadership skills at any level.

We all know how feedback important is. No question. This tool is focusing on „future suggestions,“ hence FeedForward: it is not focusing on the past; it concentrates on the opportunities of the future. It creates options to choose.

In his article, „Try Feedforward Instead of Feedback,“ Dr. Marshall Goldsmith describes why and how to use it. It works like this: „In the exercise, participants are each asked to play two roles. In one role, they are asked provide feedforward —that is, to give someone else suggestions for the future and help as much as they can. In the second role, they are asked to accept feedforward—that is, to listen to the suggestions for the future and learn as much as they can. The exercise typically lasts for 10-15 minutes, and the average participant has 6-7 dialogue sessions.“

Here are the details on how you can apply it.

http://www.marshallgoldsmith.com/articles/try-feedforward-instead-feedback/

In my experience, people, who follow-up and show some discipline, they report progress by themselves and by the team.

Among the „Eleven Reasons to Try FeedForward“ (cf. link above). I see here one more reason using FeedForward: we may get to learn within 15-30 Minutes our „blind spots,“ which may be hindering us to grow and be more effective leaders.

Furthermore, during the process, we will be surrounded by people who would like to support us in mastering our „blind spots.“

Isn’t that a gift, a new type of enrichment?

What is your experience with developing leadership skills? Please share with me, as you learn from me, I learn from you.

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How to keep team agreements alive

This is a short reading about how to keep team agreements alive following a workshop or a meeting.

Following a retrospective, offsite meeting or team building activities we promise to each other:

  • we want to be focused on the vision
  • live the values we agreed on
  • we commit to deliver what we promised
  • we stop “bad talk” about other teams
  • we respect each other
  • we do not interrupt when someone is talking
  • we do not make sarcastic comments
  • we value diversity
  • etc.

In the past, we made the experience of not following the agreements what we commit to doing. Why? We can only guess here: it requires a new behavioral adaptation, we need some time to get used to acting within the team as we agreed on. In other words, discipline, structure, and ownership are required.

Sounds familiar?

Those are valuable, trust building and collaboration enhancing behaviors. We put those behaviors for good reasons: we would like to work as a team and be successful in whatever we do. We want to work differently then we did before. And we all agree on that, we commit.

We know it is essential for us to succeed, so we have to follow it. If we do not support, our team “is not working”correctly, or things are going in the wrong direction.

If something is not working in a factory, production line or the direction of results are not the expected one, and then someone pushes the “emergency” button. They stop the activities. People come together and see what has happened and take corrective actions.

We need this kind of “emergency button” in teamwork as well, until we have the right attitude and behavior established in the team.

We have made the positive experience of using a “reception bell” with teams.

How does it work?

Whenever someone breaks an agreement, people take responsibility and make everyone accountable to call the behavior, which is out of the team agreement: ring the bell: “BINGGGG”….and then say nothing, until it gets realized by everyone why the bell rung. This is a good time for some minutes of conversation and reflection. Dialogue is key to awareness. It is not to blame someone; it is taking responsibility and calling out behaviors which undermine the teamwork.

In the first days, the bell will ring often and later on it will be less and less.

The noise of ringing bell is most of the time fun. People enjoy it so that sometimes they make use of it even before “breaking” the agreement.

To my surprise, I saw the “ring” signs in the e-mails as well.

We made a small survey on the team performance for the time of 4 weeks, and people reported that they had improved their teamwork with the increased awareness and follow-up.

Reception bell costs ca. 10$/€ and you have a lot of fun.

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“There are always options and we are free to create and chose,” is Ilker’s empowering motto. He believes cultural transformation in an organization is both measurable and possible but only through individual behavioral change. Ilker maintains that courage and curiosity are foundational to learning and re-forming mind-sets that pave the way for the change leaders desire to see in their leadership style. His coaching expertise also includes leadership presence, cultural change management, and agile leadership.

Ilker creates a productive and safe coaching environment through intentional and unbiased listening. He coaches leaders to increased self-awareness through cultivating calmness. He then challenges unhelpful behavior with a humor that activates forward movement toward positive change.

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