People agility: a potential game-changer for leaders
People agility has emerged as a 'must-have' capability for leaders in today's complex and dynamic business world. Not only do leaders need to navigate this turbulent environment successfully themselves, but they also need to be the enablers for their people to solve problems and deliver results. One way they can create the inclusive, collaborative and innovative culture their organisations need is by consistently demonstrating a desire to explore, discover and learn with others. Simply put, it's about being agile in the way they engage with their people. However, many strategic and operational demands on senior executives can get in the way. People agility defined At first glance, people agility seems to describe the capacity to get on well with others, but there is more to it than that. People agility is the ability to take an open-minded, curious and flexible approach to people, looking for diverse opinions to broaden mutual understanding and achieve common goals. People agility is also about communicating clearly, adjusting the style, pace and message to the audience. It's being willing to take on a different viewpoint depending on the person or circumstances. People agile individuals learn quickly how to hear out opposing views and take care not to incite or escalate tension or conflict. These characteristics are rounded out by the ability to read people well and predict how individuals and groups will respond to various events and situations and being ready and willing to help others to excel. This is often referred to as 'emotional intelligence' or EQ. This is the second of five blogs on why Learning Agility matters for executive success, with specific tips for enhancing the people agility dimension for yourself and others. Social leadership Leading involves understanding the social needs of people, including those who consider themselves focused on tasks rather than people. It must be recognised that social engagement is fundamental to human health and well-being which has a significant impact on organisational performance. Dr Matthew Lieberman, neuroscientist and author, describes social engagement as a fundamental requirement built into our biology along with the basic needs for survival. In his book Social: Why Our Brains are Wired to Connect he suggests that it deserves to be at the foundation of Maslow’s hierarchy of needs. Infants embody the need to be connected because they are totally dependent on their caregiver(s) and the quality of care they receive has been shown to influence their cognitive and emotional development. The effects can last a lifetime. So, what are the implications for business leaders? They need a mindset that helps them focus on: Recognising the need for people to 'belong' and emphasising the importance of the team. Facilitating open dialogue with a wide variety of contributors and stakeholders. Breaking down barriers to collaboration across the organisation. Building a sense of community connected to a higher purpose. People orchestration skills In his book Know-How, Ram Charan describes skills that separate leaders who perform from those who don't. One of those skills is the ability to manage…
