Agile leadership: Inputs and offtakes
It is the expertise to lead well through a range of circumstances, especially when it comes to driving a big transformation. One can see an agile leader because he is versatile, calm, responsive, elegant, and capable of working with complexity and uncertainty successfully. The essential ingredients of an agile leader are:
Flexibility and resourcefulness in the face of constantly changing operational scenarios.
The ability to act spontaneously.
The potential to tie together and make sense of seemingly disconnected bits, rendering shape to sustainable solutions.
Enough skill for a fast and accurate shift in position without leaving the ground
One thing remains relevant. The shift in the industry is here to live. When businesses would like to be effective in handling “change management” at the pace of transformation, it may carry a lot to do with improving how one is able to lead than controlling the transition. And this is where the skill of agility steps in. Many of the leaders execute the business policies efficiently with a penchant for a leadership change. They talk of transition and more progress to follow, but their most convincing business results are focused on developing groundbreaking new products or creating a paradigm shift to make their growth feasible. If people want the desired outcome, then their attention should assimilate a plethora of ideas and solutions to ensure that individuals are committed to taking the initiatives that will deliver positive results and that is not just merely trying to manage the adjustments.
Thus, instead of concentrating on a predetermined series of academic transformations, an agile leader should imbibe a diversity of insights, suggestions and alternatives to the ensuing problem. The leader, therefore, tries a different set of strategies and moves on with the specific requirements elegantly. Agile leaders are those who, when presented with new and adverse conditions, work it out and break the jinx. Agile leaders are not only prompt and competent problem solvers when coping with circumstances they have never interacted before, but they are also laser-focused on performance and exceptional when confronted with unforeseen challenges in the background in order to reshape strategies and priorities. They are professional and resilient and think brisk and fast to resolve any magnitude of problems. Agile leaders are not only outstanding in dealing with transition, but they are also exemplary in guiding the stakeholders, predicting market trends several times or, even further, generating new phenomena. Perhaps significantly, not only do agile leaders have all of the optimum agility, but they also have a high bit of both self-awareness and knowledge of other people’s future activities.
One should pay attention to restricting convictions and reactive impulses-and examine the self mental narratives and how they influence human behaviors. Also, one should take a hard look at his personality and see how adaptable he is in different situations. People need to surprise themselves with individual thought processes and participation and deliberately get out of the comfort zone and explore new avenues. People should ask pertinent questions and get prepared to analyze all aspects of a relationship in order to achieve progress. People should well anticipate that they are replaceable at any moment. Following this change, the successor should be well equipped in the new environment. The need of the hour is to look forward to progress in all possible actions with the help of proper guidance.
Would you like to read more about this topic? This book might interest you: Agile Leadership.