Last week we focused on the need for an agile culture needed to drive sustainable business growth. The article highlighted agile leadership as one of the key characteristics of an agile culture. This week we focus on this aspect and what we look for in an agile leader.
An agile leader is a supportive leader ready to rally his/her peers and subordinates towards the achievement of sustainable results. There are key principles that define an agile leader which we would like to unpack and dissect.
Live what you preach
Agile leadership is about not only driving and promoting change, it is also about living what you envisage for the organisation. Leading by example and actively engaging in the development of the organisation as well inspiring people is a key ingredient. This is through action rather than words; as Gandhi articulated, “Be the change you want to see”. Agile Leaders are known to be humble and empathetic leaders by demonstrating virtues such as compassion, kindness and care for their colleagues. Inspiring leaders work on themselves first before working on others.
Pay attention to the quality of your thinking to enhance improved outcomes
Agile leaders pay attention to the quality of their thinking which will result in meaningful action. They view problems from different angles. They believe that those closest to the problem are key in decision making therefore they humbly consult them and this goes some way to ensuring that they are in touch with reality rather than relying solely on abstract information to inform their decision making. Agile leaders allow thinking time and focus on the highest priorities at any given time before making decisions.
Value effective feedback
Most leaders regard feedback as a negative experience which is a direct attack on them personally. On the contrary, Agile Leaders lead the way by soliciting meaningful, useful and timely feedback from peers and other subordinates. While requesting feedback is important, agile leaders take time to ensure that they are responding to the observations raised by their colleagues.
Consider meaning and purpose exhibited by subordinates to make work fulfilling and meaningful
Agile leaders focus on building and sharing a common understanding and purpose among the team members. There is a need to foster a vision of change that is meaningful and applicable to the organisation. The agile leader must be aware of what is in the hearts and minds of their colleagues, and then work hard to unify and align those values into inspired action.
Manage Your Team’s Emotions to enhance creativity and innovation
It is the duty of the agile leader to have the ability and capacity to inspire others to help them bring their best selves. They understand that the ability to manage emotions is an important part of the human experience, and when individuals are able to manage their emotions, they achieve more of their potential. Innovation and creativity enhancement rely heavily on respect that the agile leader encourages team members by being accessible, open, honest and transparent whilst expecting the same from others.
Leadership is resident at all level in the organisation
Agile leadership permeates all aspects of an organisation. Realising the leadership potential of all subordinates at all levels accelerates the organisation’s ability to learn and adapt. The work of an agile leader is to be a catalyst in the organisation’s leadership capability in providing opportunities for their subordinates to lead. Mentoring tomorrow’s leaders in the principles and practices of servant leadership sows the seeds for the agile culture to thrive.
Have the ability to devolve appropriate power and authority to subordinates
Agile leaders recognise that people work best when they are enabled, engaged, energised and given space to exhibit their potential. Empowering individuals is a necessary skill of the agile leader as they balance the emerging needs and tensions of the organisation. Agile leaders recognise that empowerment is a continuum of leadership behaviour that responds to the current context for change.
Be Aware that great ideas can come from anywhere in the organisation, foster psychological safety.
People who are close to a problem usually are the best at it. Therefore agile leaders allow themselves to be open to the influence and ideas of others, regardless of their status or position. This they allow by assuring team members that there will not be any retribution for speaking out. To this end, the agile leader stops, listens and gives time to really hear the thoughts and ideas for improvement from their team members. Even if some ideas are not used, the agile leader encourages a continuous flow of creativity by helping people to understand which ideas were useful and which were not.
Chiedza Kadare is an OD Practitioner. You can get in touch with her on WhatsApp/call +263 77 283 0986 or Email chiedza.kadare@gmail.com
Paul Nyausaru is an OD Practitioner and leadership coach. For all your OD interventions and leadership development training you can get in touch with him on WhatsApp/call +263774062756 or Email pnyausaru@gmail.com
