Agility for Business Leaders
Agility for business leaders reminds you that we live in a global economy that is constantly changing. Every year, new technologies and competitors emerge at an ever-increasing pace as change accelerates. So does novelty and uncertainty, as future threats and opportunities become harder to predict for business leaders. We live in an interconnected world, where external customers and other stakeholders are essential for business success.
The Need for Agility
While specific future developments are difficult to predict, the pace of change will continue to increase. In this new era, companies need to be “agile” to anticipate rapidly by leveraging external relationships. So to enjoy success, companies need the agility that matches the accelerating pace in their business environment. Yet, for the vast majority of companies, operational agility is still more an aspiration than a reality.
Agility Gap for Business Leaders
One of the major reasons for this “agility gap” is the need to develop more leaders who embody a corresponding level of agility. However, it’s no wonder that senior executives have ranked agility the most critical leadership capabilities needed. In essence, it’s the ability to lead effectively under rapid change because these trends affect all managerial levels. This is a capability that’s needed not just in the executive suite but throughout the organization.
Levels of Agility
Agility for business leaders shows that managers grow through multiple stages in developing. The chart presents abbreviated profiles of how managers at three levels of agility conduct themselves, in pivotal conversations, when leading teams, and when leading organizational change. Moreover, the Expert level is best suited for relatively stable environments with low complexity. The Achiever level also works well in environments with moderate complexity and episodic change. The Catalyst level is the most effective for a rapidly changing, highly complex environment.
| Level of Aigility | Assumptions of Leadership | Pivotal Conversations | Leading Teams | Leading Organizational |
| Pre-expert(10 percent) | ||||
| Expert(45 percent) | Tactical, problem-solving orientation Leaders are followed by others because of their authority and expertise | Style is to strongly assert opinions. May swing from one style to the other for different relationships. Tends to avoid giving feedback | More of a supervisor. Creates a group of individuals. Also, works with direct reports. Also, caught up in the details of own work. | Organizational initiatives focus on incremental improvements with little attention to stakeholders |
| Achiever(35 percent) | Strategic orientation leaders motivate by making it challenging and satisfying to larger objectives | Primarily assertive with some ability to compensate with the less preferred style. Will initiate feedback, if helpful in achieving desired outcomes | Operates like a full-fledged manager. Moreover, meetings to discuss important organizational issues that are often orchestrated to gain buy-in | Organizational initiatives include analysis of external environment. However, strategies to gain buy-in range from one-way communication |
| Catalyst(10 percent) | Visionary, orientation. Leaders articulate an inspiring vision to bring it into reality. Leaders empower people and facilitate their development | Adept at balancing assertive styles as needed in particular situations. Also, likely to reflect on underlying assumptions. Genuinely interested in learning from diverse viewpoints. Proactive in seeking feedback | Intent upon creating a participate team. Acts as a team leader. Also, seeks open exchange of views. Empowers direct reports. Uses team development as a vehicle for leadership development | Organizational initiatives include development of teamwork, and empowerment. Also, pro-active engagement with diverse stakeholders that increases the quality of decisions, not just buy-in |
