The theory, competencies and how-to of Leadership Agility
In times of economic uncertainty, organisations find it challenging to compete and grow their profits. Companies with high agility have a built-in competitive advantage: they are more resilient, they can adapt more quickly and they are equipped with the skills to deal with disruptive change.
Research supports the critical role that agility plays in individuals, teams, leaders and the organisation as a whole. A McKinsey study related higher agility to improved operating efficiency, increased employee engagement, faster time to market and higher revenue. Another recent global survey found that organisations that were able to build a very strong agility-focused culture saw a performance improvement of up to 235%.
Leaders are the architects of organisational agility
While most organisations understand the value of agility, few companies strategically prioritise the development of this critical skill set. The “agility gap” refers to the disconnect between an organisation’s need to keep pace with change, and its ability to develop a truly agile culture.
To bridge the agility gap, businesses need to start by building Leadership Agility, at all levels — not just in the executive suite. Agile leaders set the direction for organisational change and steer their teams in the right direction. They accomplish this by not only living the agile values and behaviours themselves, but also by structurally instilling these in the organisation and its people.
What is Leadership Agility?
Context-setting: being able to frame and execute on strategic initiatives, rather than tactical or incremental changes.
Stakeholder engagement: being able to effectively understand and engage with key stakeholders and create alignment.
Creativity: being able to transform complex, novel problems into solutions and results.
Self-leadership: being able to seek feedback and self-reflect in order to develop new, effective behaviour.
A framework of agile leadership behaviours
Building agile leaders: where to start
Your leaders’ natural strengths and most effective agile behaviours
Key development gaps, both for individual leaders and the management team
Where to start and which behaviours to focus on in development
Which behaviours to look for when bringing new leaders into the business
Who can be identified as change agents, coaches and mentors in the development process
Areas where you may have a competitive advantage or disadvantage
Interested in measuring the agility of your leaders?