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Three agile leader practices that drive superior business performance

In my last post, I described four competencies that differentiate leaders who are highly effective in transforming their organisations in response to significant change. Identified in a research study at the Global Center for Digital Business Transformation, the HAVE competencies (Humility, Adaptability, Visionary and Engaged) are signature skills of agile leaders. The study also found three behavioural practices that shape the impact agile leaders have on the way their organisations deliver results in disruptive business environments. In combination with the competencies, these practices reinforce the openness and responsiveness that leaders and their organisations need to thrive. Hyperawareness Hyperawareness, the first practice, refers to constantly scanning the internal and external environment for opportunities or threats to the business and using multiple lenses to view what needs to be addressed. Hyperaware leaders stay up to date with industry movements and detect new trends as they emerge. With a wide-screen view of the world, they look for new insights into how their organisation should position itself in the market. They are ready to guide others through a strong vision for the future. Reflection Question: Do you have a good balance between expanding your perspective on the big picture and getting things done? Informed decision making The second practice is about using information to make evidence-based decisions. It has three components, well-directed information gathering, practical analysis and informed judgment. Each one is critical in moving an organisation forward in uncertain times. However, leaders may sometimes lack sufficient data and information and must draw on experience and intuition. Whilst some may enjoy exercising personal expertise, there is a risk that they may miss creative solutions and create a 'good enough' culture in their organisation. Reflection Question: What is your preferred decision-making approach, getting the facts or using your intuition? What impact does this have on your leadership style? Fast execution The willingness to act quickly completes the trio of practices; the positive impacts of hyperawareness and informed decision-making are magnified if leaders emphasise fast execution. A survey by McKinsey reported that the need for speed is paramount for organisations responding to market changes in the post-covid era, with many leaders rating speed more important than reducing costs, increasing productivity, or engaging more effectively with customers. Despite this, many things get in the way, such as behavioural norms, organisational silos, and lack of strategic clarity. Agile leaders focus on removing barriers by devolving responsibility and simultaneously encouraging autonomy. Reflection question: Have you allowed processes or obstacles to get in the way of getting things done? What could you do differently to focus your people on achieving a goal? Summary In the Agile Leader model of four competencies and three practices, we have a powerful package of skills to drive business results and sustainability. For example, we recently helped a senior leadership team analyse their capability against the Agile Leader and the results clearly illustrated how and why the team became 'stuck' in resolving some of the problems they faced. This information gives team members deep insight into…

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Change Agility: a leadership priority

Little did we know when we started writing about Learning Agility in 2019 that we were soon to face a worldwide threat that would cause millions of people to dramatically change their daily lives. We expected our next topic would focus on defining Change Agility and making a compelling case for it to be central to leadership development in 2020 and beyond. Now, we find ourselves in the grip of a global crisis. The coronavirus pandemic has reached more than 2.5 million known cases, claiming over 177,688 lives across 210 countries.* Revisiting our plan in this context, we quickly recognised that the mindset and behaviours associated with Change Agility are even more critical for leaders than before. To explain, we initially called out the need for leaders to: Understand the social needs of their people, especially during times of change. Cultivate curiosity and scan the environment diligently for opportunities and threats. Prepare for the future of work with strong growth in flexible working and remote teams. Today, we are seeing these in a new light through our coaching practice as we talk daily with leaders dealing with the critical issues of caring for their people and safeguarding the future of their business. Change Agility defined Energy for the new and different is the essence of Change Agility. We see it in people who embrace change and seek out continuous improvement, from small, incremental enhancements to large-scale transformations. As we look at the characteristics of change agile leaders, we see they: Regularly scan the environment, inside and outside the organisation, for opportunities and threats. Envision the future and project multiple scenarios to maximise their chances of success. Like to experiment and use an iterative process in devising new methods, products and services. Look outside the box to find creative and unique ideas they can bring to life. Recognise that change is unsettling for many and take steps to deal with their own feelings and alleviate the anxiety and fear of others. Encourage input from others, recognising that they themselves do not have all the solutions. How many of these are true for you? Take time to reflect on each point and ask yourself how much time and attention you devoted to practicing each one in 2019. What does this tell you about what you need to do differently in 2020? Honest self-appraisal An accurate view of our self and our capability is essential for leveraging strengths and managing weaknesses. Sometimes, we know what we need to work on for development, but don't prioritise the action steps that are required. At other times, daily pressures get in the way and we lose sight of the value of equipping ourselves with new skills, habits or the mindset that will make work easier and results more attainable. If you need inspiration on how to strengthen your Change Agility in the current environment, seek input from two or three people who know you well. Invite their suggestions on how you can strengthen your impact as an agile…

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