Business agility does not mean white or black. A zero-sum game. All or nothing. The agile mentor has the prospect of business development. He is an athlete of business development, not a sedentary. Consider reality as a continuum, not as an “either-or” choice. Agile leaders adapt their leadership style, while for other leaders it is more difficult to adapt because of their mentality.
Leadership agility evolves and improves over time. Guided values, the following principles describe what we consider an agile leader. This set of principles is a useful start for any executive manager or manager who is involved in transforming an organization into an agile organization.
Actions sound more powerful than words
Agility at company management is aimed not only at managing and promoting change but as the leader is the change he wants to see. Those who lead by example and engage actively in their development inspire people. The leader becomes a model for others by action rather than by words. Agile leaders develop guides of simplicity and empathy, demonstrating virtues such as compassion, kindness, and caring for their peers. Inspirational leaders work primarily on them before working on others.
Improving critical thinking leads to better results
Agile leaders appreciate thought-driven thinking, with results in significant action. Agile leaders see problems from different angles. They take into account the perspective of those closest to the problem, eg production operators, are in contact with reality, and do not rely only on electronic or intermediary information in the decision-making process. I take a moment to think and focus on priorities every moment.
Organizations improve with effective feedback
Receiving feedback can often be perceived as a negative experience. Agile leaders give the example and ask colleagues for feedback. It is courageous and helps stimulate colleagues to do the same. The process is triggered by leaders and transferred to the entire team. Although the demand for feedback is important, agile leaders spend the time to respond transparently to the proposals made by their peers to close the feedback loop. The example given by agile leaders by providing effective, open, honest and respectful feedback is a sign of organizational and personal maturity.
People need sense and purpose for their work to do
Agile leaders focus on building and sharing common understanding and goals. There is a vision of change that is significant and applicable to the organization only if the same values are shared. The agile leader’s activity is to be aware of what is in the hearts and minds of colleagues, and then to gather and align these values into inspired actions.
Emotion is the basis for improving creativity and innovation
Agile leaders inspire others to practice their best version at work. They understand that emotion is an important part of human experience, and when people work with engagement, they make more use of their potential. Innovation and creativity rely heavily on the respect that the agile leader grants – being accessible, open, honest and transparent – and asks others.
Leaders transfer power and authority appropriately
Agile leaders recognize that people work best when they are active, involved, and energized. Empowering people is a necessary skill for the agile leader, as they balance the organization’s emerging needs and tensions. Agile leaders recognize that empowerment is not an “all or nothing” game, but is the extension of the leader’s behavior that responds to the current context of change.
Collaborative communities are more than the separate individuals that make up them
Agile leaders build communities based on trust, respect, and meaningful working relationships. Their role is to provide those communities with all the elements needed to function effectively so that they can then function independently within their boundaries. The agile leader understands that forgiveness, optimism, generosity, and gratitude are important parts of a healthy work environment. The healthy functioning of the group, together with the preservation of psychological safety, enables the agile leader to encourage learning and development by balancing the performance and performance of the organization.