In a recent CEO study, based on interviews with over 1,500 CEO’s worldwide, two primary themes emerged that had not appeared in previous surveys. The first theme was managing complexity and the second was developing the creative capacity in the organization to innovate; both in response to ever shifting marketplace demands, in a world of escalating turbulence.
The term leadership agility is a quick way to describe the individual, team and organisational capability and capacity to access and utilise a suitably diverse range of connected relationships, knowledge and expertise for achieving three things:
The 12 leadership agility practices are learned capabilities that require extensive exposure to and practice in a broad variety of experiences where influencing others is key; supported by reflection and personal coaching/team facilitation, producing a level of emotional and mental resilience to change in the learner and by extension those who they manage and coach, that develops through continued application over time. We know that it is possible to fast track this elusive capability by focusing on which of the practices the business needs at any particular part of the change cycle.