Leading With Agility: 3 Ways to Do It Well

Leadership

Agility, being Agile, using Agile tools.

For the last couple of years those words or phrases became viral: there are so many training sessions, certification programs, workshops and growth paths connected with this. Thinking in an agile way or leading with agility appeared in the job descriptions, since it looks like a leadership skill that is necessary in these crazy, fast pacing time where things are changing all the time.

And yes, it is a quality that can be extremely useful, because the change was, is and will be with us no matter what, regardless of the period of history we live in at the certain moment. But I’ve seen many times that this subject was copied and pasted from the project management books (literally 1:1) and not really tailored to the context of managerial work. There are many common points of working as leader with the team and while being a project manager, but there are also many differences that need to be taken into consideration. To have useful tools, that can be implemented successfully, without frustration that it doesn’t work, or is not applicable at all to the certain circumstances.

So today, we are going to go deeper into the subject and see how to lead teams with agility in 3 areas by using what is the best in agile into the reality of a manager.

1. Reshape your mindset (from fixed to growth)

Leadership agility is a set of competencies, abilities and attitudes. But the most important thing of all this is mindset.

Mindset combines all the thoughts, convictions, beliefs and abilities we have, and it creates the way we look at the world. These are the glasses that we put on to see and interpret what is happening around us.

A leader that has a fixed mindset sees the world of restraints, sometimes without a perspective for it to improve. This person operates daily based on thinking about the change as a threat, something that can rob him/her from what they’ve work on so hard for years. They see new things as challenges to the status quo that are in their comfort zone, often by using the sentence: “it always worked, why to bother changing it?”.

A leader with a growth mindset at the other hand has an open-minded perspective, she/he thinks holistically, looking for opportunities and space to learn every day. Every mistake is a chance to learn, be better next time and have a constant possibility to try different approaches, ideas, making their workspace a better environment for their people.

When you have a fixed mindset as a leader, you will probably never go to the agility leadership space. Agile means adaptive, changing regarding the circumstances, tailoring the approach, response or reaction adequately to the current situation. To modify the way of leading people and business as needed. People with fixed mindset are not that flexible, they are not going to be able to do it.

If you want to be an agile leader, you need to make a shift in your mindset. Move from fear to courage. From ended version to the iterative one, with a constant possibility to improve and adapt.

Why it is important? Because if you have a fixed mindset, your people will have it too. They won’t grow exponentially; they are not going to be high-performing teams with an ability to achieve anything they want. They’ll stay in their comfort, safe space where it’s cozy and warm. But there is no chance to thrive in the comfort zone.

2. Look for opportunities to learn all the time

Once the right mindset it there, the next steps on the journey are possible to implement.

Leading with agility requires learning all the time: trying to find the best options, to improve the ways the team works, operates, solve problems or makes decisions. For a leader that works with people in that way, it’s crucial to seek for opportunities to grow every day. As mentioned in one of the previous articles: “If you didn’t fail today, it means that you haven’t pushed yourself hard enough. Be better tomorrow”.

If you make a mistake, ask yourself: “What have I done well? What could I do better next time?”.

Being an agile leader means using the right tools. Use retrospective with yourself on a daily/weekly/monthly basis. Invest 3 minutes of your time each day to see what went really great, and what could have been better. It’s not a lot of time: every person can manage to do it. The key here is to prioritize it, to know what kind of advantage it brings to your table.

That’s how we learn: remember 70/20/10 rule. 70% of the learning comes from day-to-day tasks, experiences, projects and many different situations we face. 20% is mentoring, feedback, observing others. And 10% is formal (or less formal) education, workshops, studies etc.

Use your 70% daily, the best way you can possibly do it. Be mindful about what you do with your time, how you talk to your people, how you solve problems or create space of others to solve it by themselves. How you pass the responsibility to others, how you strengthen your team to be in charge of what they do. How you delegate tasks 100%, without being a nano manager, but with a trust in employees: that they’ll do their best to cover it, in the best quality they can.

Talk to other people that you find experts in your field. Share knowledge, ways of working or experience you gathered all along the way, be curious about their experiences and learnings too. Follow them on social media, read or listen to the books, get inspired, try what they’ve done to see if it can work in some way in your case. Life the life-long learning value: this is the key to lead with agility.

3. Be adaptive, react and let people do the same

Agility means adaptability. Reacting to changes, making the best of them. Agile leader is a person that believes in chances that are coming with the variety of options this world has. It means that there is always something that can be done better, smarter, in a different, more optimal way. Change isn’t a threat: it’s another option to be innovative, to make something that no one ever thought about.

This is also a part of a growth mindset. Being flexible, trying different approaches, choosing the best one that fits to the certain scenario.

When the company that you work in implements a new piece of software, you can see how it can simplify and edit daily work of yours and your team.

When your boss tells you to look around for new career opportunities, since the org structure is going to change soon, you take this chance to move yourself forward, maybe in a different, more developmental direction.

Of course, you can do quite the opposite: you can flight, fight or freeze and wait for the better times. But it’s not going to be agile leadership behavior.

Agile leader goes with the first scenario. And what’s even more important, she/he lets the team do the same things. To make mistakes, to learn from them. Try different options, approaches and pick the best one. But also it might appear that in 6 months, the solution that we chose today is not going to be the best one anymore. And it’s fine to change it again for something that can work better. To not fix yourself on one solution, when there is an infinity of them in the world. It’s so important to give people freedom, autonomy to make their own choices, but at the same time they take the full responsibility for the consequences (good or bad).

It’s hard. It can be difficult every single time you want to go to your old habits and control everything, ask never-ending questions about statuses of work or go with your own solutions (because they are the best ones, right?). But agile leadership is all about trust, creating high-performing teams that can work and flourish on their own. And if you read this article, I’m guessing that you want to be that person: so, you need to make an uncomfortable action and go all in with new set of behaviors and decisions.

Ask good questions. Agile leader is not assuming, doesn’t play guesses game. That way people will go with you on this journey, changing the way you operate as a team, that you build your relations among yourselves (and with other teams as well). They are going to be extraordinary, starting with their ways of thinking, ending with their decision-making processes. At work and in private life.

Because this is a holistic approach that successful people use. Do you want to be that person?

Udostępnij

Komentarze

5 1 vote

Article Rating

0 komentarzy

Oldest

Newest Most Voted

Inline Feedbacks

View all comments

Czytaj także

Leadership

Why Leaders Quit Learning and How to Overcome It?

In today’s fast-paced world, the importance of continuous learning cannot be overstated, especially for leaders. However, many leaders find themselves ceasing to learn over time, which can have huge (and negative) effects on their organization, team and their personal growth. Understanding why leaders quit learning and finding solutions to these challenges is crucial for sustained success. Here are five essential reasons why leaders stop learning and how they can overcome these obstacles. 1. Success is already achieved, right? Many leaders become satisfied after achieving a certain level of success. They feel that their current knowledge and skills are sufficient to maintain their position and continue leading effectively. This state can lead to stagnation and a lack of innovation: can be a fog that stop us from seeing things clearly. Sometimes it’s also connected with: “I’ve learned something 2/5/10 years ago and it worked. Why should I bother learning something new?!”. Sure thing, we can use the knowledge and experiences from the past. But we also know that the world changes all the time. And the speed of those changes is extremely high. Solution? Leaders should cultivate a mindset of lifelong learning. Embracing the idea that there is always more to learn can keep them motivated. One practical approach is setting personal learning goals each year, quarter, month (or even a day), such as reading / listening to a certain number of books, attending workshops, or enrolling in online courses. For instance, Bill Gates is known for his habit of reading 50 books a year, which keeps him informed and inspired. 2. Overwhelmed by Responsibilities Leaders often juggle multiple responsibilities, leaving them with little time or energy to focus on learning. The demands of their roles can make it challenging to prioritize personal and professional development. AKA: “I don’t have time or energy”. This sentence barely goes through my throat since for me, there’s no such thing as lack of time. It’s only a lack of priority. Solution? Task and energy management is a key. Leaders should schedule dedicated time for learning activities, just as they would for any other important meeting. This might include setting aside an hour each day for reading or listening to educational podcasts during commutes. Additionally, delegating tasks and empowering team members can free up time for leaders to focus on their growth. The key is to get the time back, not to use constantly the old excuse. Einstein said that the definition of insanity is doing the same thing over and over again and expecting a different result. I couldn’t agree more. 3. Fear of Vulnerability Admitting a lack of knowledge or skill can make leaders feel vulnerable, especially if they believe it might undermine their authority. This fear can prevent them from seeking new learning opportunities. Also, it’s necessary to step into the uncomfortable while learning. It might mean making mistakes, that… other people can see! (OMG, that’s the end of the world!). We have so many limiting beliefs in our brains and this on should be on the top of our lists to exchange with a new one immediately. Solution? Embracing vulnerability as a strength rather than a weakness is essential. Leaders can create a culture of learning within their organizations by openly sharing their own learning journeys and encouraging others to do the same. For example, Satya Nadella, CEO of Microsoft, promotes a “learn-it-all” culture rather than a “know-it-all” approach, which has been instrumental in transforming the company. 4. Lack of Feedback Without regular feedback, leaders may not be aware of areas where they need improvement. This lack of insight can lead to a false sense of competence, discouraging further learning. And there are so many new skills (technical / SME-oriented, and social / leadership) that sometimes we simply don’t know what to choose. It’s not surprising! And when we don’t know where to focus, we often choosing not doing anything at all. Solution? Seeking feedback from supervisors, peers, mentors, and team members can provide valuable insights into areas for growth. Leaders should actively solicit constructive feedback and use it as a foundation for their learning plans. Implementing a regular asking mode, even if it’s just sending a short e-mail to 10 people once per quarter with the note: “Hi! I just wanted to ask you for 2 things. What I do well when we work together? What can I do better?” This way we actively seek information with examples from people that can really answer those questions. Easy, simple and doable: how does it sound as a quick implementation idea? 5. Rapid Technological Changes The rapid pace of technological advancements can be intimidating, especially for leaders who are not tech-savvy. The fear of not keeping up with the latest trends can discourage them from trying to learn about new technologies. 2 weeks ago, I’ve started a new growth path in one of the companies I work with. I included some AI tools to show them how they can use the tech tools so they get their time back that they spend right now on repetitive, easy tasks, so they can invest it somewhere else. A bunch of people at the end of the workshop said: “You know what, Alex? It’s all great, extremely useful. But after this workshop I see how big of a gap I must fill out.”. It wasn’t my intention at all! I gave them 3-4 tools + one platform that they can use as a browser if they want to cover a specific need. And that was all! But the feeling or a though in themselves was so strong that we needed to spend a while on addressing that properly. Solution? Leaders should focus on building digital literacy by starting with the basics and gradually advancing their skills. Enrolling in beginner-friendly courses or workshops can help demystify technology. Additionally, partnering with tech-savvy team members or hiring digital consultants can provide guidance and support. The most important thing? Start small. You don’t need to be an expert

Czytaj dalej

16 November 2024 No Comments

Leadership

5 Biggest Leadership Feedback Mistakes

As a leader, giving feedback is an essential part of your role. However, there are some common mistakes that leaders make when delivering feedback that can have huge effects on the individual, the team, and the organization as a whole. As we want to be as efficient as possible and not waste time or effort on insufficient communication, it’s important to be aware of these pitfalls and have ready-to-use ways to avoid them. Here are five things that leaders shouldn’t do while giving others feedback, along with examples of the potential consequences that you can save yourself from. Ready? Let’s dig in. 1. Being overly critical without providing constructive guidance One of the biggest mistakes a leader can make when giving feedback is being overly critical without providing constructive guidance. For example, if a team member presents a project and the leader simply says, “This is terrible,” “A monkey would do it better” without offering any specific feedback or suggestions for improvement, it can be incredibly demoralizing for the person. This kind of feedback can lead to a huge decrease of intrinsic motivation and confidence in the team member, as well as a thud in an overall team morale. In the long run, it can also result in a decrease in productivity and innovation within the organization. This is not a feedback from OK-OK quardant at all. We were talking about it why it is crucial to speak from this space in the article and podcast, but I will say it one more time. If you are not in an OK-OK zone, first thing you need to do is to go back there, by covering your motivational needs and only then move to the conversation with the other person. Without that, the conversation will always be stresful, full of aggresion, manipulation or withdrawal of one or both sides. 2. Failing to tailor feedback to the individual’s communication base Another common mistake is failing to tailor feedback to the individual’s communication preference. For instance, if a leader gives feedback in a direct manner (Promoter) to an employee who prefers a more empathetic and nurturative approach (Harmonizer), it can lead to miscommunication and misunderstandings. This can result in a breakdown of trust and rapport between the leader and the team member, as well as hinder the individual’s ability to fully understand and act on the feedback. Ultimately, this can impact the team’s cohesiveness and collaboration, as well as the organization’s overall communication effectiveness. When we use a one-size-fits-all approach, we are so surpried that the feedback doesn’t land. Or sometimes it works, and sometimes it doesn’t. So we blame people, sometimes by saying: “What is so hard to understand?!” or “Others get it and you can’t!”. Basically: it’s about you, not about me. So it has a huge cost, for us as leaders, and for our team as well. Let’s not be mad on others: we can be mad on an educational system that doesn’t teach us communication at school, but both ways are a waste of time. I would say that we rather invest this time in learning and practicing on how to match the needs of the other person and crafting feedback so it’s custom-made. 3. Using feedback as a means of control or manipulation Using feedback as a means of control or manipulation is another mistake that leaders should avoid. For example, if a leader gives feedback with the intention of pushing a team member into conforming to their own agenda or way of thinking, it can create a toxic and disempowering work environment. This kind of behavior can lead to resentment and disengagement among team members, as well as a lack of creativity and initiative within the team. Over time, it can also result in high turnover rates and a negative reputation for the organization. We are coming back again here to the OK-OK mode. If we don’t have a positive intention while sitting at the table with an employee, there’s no chance to end the meeting with an agreement. At least, not with the honest one. There’s a 4A Feedback Guidline that was created by Reed Hasting at Netflix. And the first A is an “Aim to assist”. Always have that in mind. You don’t have it? Go find it, and then sit with a person to have a proper conversation. 4. Ignoring the emotional impact of feedback Ignoring the emotional impact of feedback is another critical mistake that leaders often make. Regardless of the personality base of the person, if it’s a Harmonizer or anybody else, it always has an impact on a person. Mostly because we have so bad feedabck experiences from the bast that on each sentence that includes “feedabck” in it, we respond with a higher stress level right away. That kind of lack of awareness and insensivity can result in increased distress (negative stress) and anxiety level for the team member, as well as a decrease in their overall well-being and job satisfaction. Going further, it can lead to the high level of resistance, being close to the suggestions or ideas of the leader. In turn, this can lead to higher levels of absenteeism and decreased productivity within the team, ultimately impacting the organization’s bottom line. So I say: let’s be more mindful, check with people how they are doing before, during and after the conversation. Ask for feedabck for ourselves: what we do really well? And what can we do better when it comes to leading those conversations? Each situation is an opportunity for us to learn and be better next time. It’s like training and strenghtening a muscle. 5. Failing to follow up on feedback Finally, failing to follow up on feedback is a mistake that can hinder an individual’s growth and development. For example, if a leader provides feedback on a specific area for improvement but fails to follow up with ongoing support and guidance, it can lead to stagnation and a lack of progress. This can

Czytaj dalej

9 November 2024 No Comments

Leadership

Leading Edge: 7 Things the Best Leaders Do Daily

We talk so much about what leaders do wrong. What kind of mistakes they make, what skills they lack of or why people leave them. And as it’s important to be conscious and honest, it’s also quite depressing. Are we all really that bad in what we do? Of course not! Every day I see a lot of good behaviors, reactions and habits that leaders do, and it makes them great for their people. We tend to focus on the gaps and not seeing the gains: that’s why I think a lot of us fail miserably. Because of the constant feeling or thought of not being enough. What sets the best leaders apart from the rest then? Let’s dig deeper into this one today. #1 They Lead by Example The best leaders don’t just talk the talk, they walk the walk. They set an example for others to follow by embodying the values and principles they expect from their team. Whether it’s showing up early, staying late, or going above and beyond in their work, the best leaders lead by example and inspire others to do the same. The same thing applies when it comes to the growth: how on Earth team members should be focused on learning when they don’t see it in their leader? It’s about both, skillset and mindset. Being better version of ourselves every single day. It’s like with children: they model what we do more than listen to what we say. Of course, words have a huge power, but it’s all about action. Where the focus goes, the energy flows. #2 They Use Communication Intelligence Communication is key in any relationship, and it’s especially important in a leadership role. The best leaders are able to clearly and effectively communicate their vision, expectations, and feedback to their team. They are also great listeners, open to feedback, and willing to have difficult conversations when necessary. This is all about communication intelligence: to be able to listen or read (depending on the situation), make strong hypothesis who is speaking to us on the other side and tailor the communication accordingly. Then to mindfully observe if it’s landing how we aimed it for. If yes, great! If not, change it: there’s always space to improve, to shape the communication better. It’s like a muscle on the gym: weak at the beginning, but it strengths up every time you train. #3 They Empower Their Team The best leaders understand that they can’t do it all on their own. They empower their team by delegating tasks, providing opportunities for growth and development, and trusting their team to make decisions. By empowering their team, the best leaders create a sense of ownership and accountability that drives success. Sometimes I see leaders that are not delegating tasks and then they are surprised by two things. Number 1 is that they are exhausted from doing everything on their own. Number 2 is that the team is not improving their skills, so they can’t trust to give them the more difficult or advanced tasks. No kidding, right? It’s a vicious cycle: if they don’t do it, they’ll never learn. You have a lot of Juniors in your team? Take baby steps. Give small tasks, recognize for what they need and then move to the next level. #4 They Inspire and Create Motivational Work Environment Great leaders have the ability to inspire and create that kind of environment that will create high level of intrinsic motivation in their team to achieve greatness. Whether it’s through their passion, enthusiasm, or ability to paint a compelling vision of the future, the best leaders are able to ignite a fire within their team that drives them to go above and beyond. Those leaders understand that we all are individuals, with different needs, hungers, aspirations, values and desires. There’s no one-size-fits-all approach: if we are leaders, we need to tailor the elements of the environment so it’s good for the whole team. It’s like with tailoring communication that we mentioned before. Not easy, but necessary (if we want for our people to thrive and not quit of course). #5 They Adapt to Change The best leaders understand that change is inevitable and are able to adapt and thrive in ever-changing environments. They are flexible, open-minded, and able to pivot when necessary. Instead of resisting change, the best leaders embrace it and see it as an opportunity for growth and improvement. The key word here? The Growth Mindset. Without the mind that wants to learn, sees opportunities in every situation (especially those that are uncomfortable, new or challenging) and believes that things are happening FOR us, not TO us. Do you want to have a leader like that? Yeah, me too. #6 They Foster a Positive Culture The best leaders understand the importance of creating a positive work culture. We have so much darkness around us, so much pain, war, diseases, troubles, scarcity. If we stay in the work environment that focuses on the same mindset, we’ll attract more of that. As mentioned before: where the focus goes, the energy flows. If we focus on what’s wrong, hard, on all of those bad changes that are happening in the organization, we’ll get more of the dark side of life and work. But, if we focus on what’s right, on the abundance of options, opportunities to learn, meet and growth with new people, use mentorship, create value for others what do you think we’ll get more of? Exactly. #7 They Lead with Integrity Integrity is a non-negotiable quality for the best leaders. They lead with honesty, transparency, and a strong moral compass. Even if they don’t have the full knowledge, they share with the team what they know and can give them to cut off the rumors or fear. They hold themselves and others accountable for their actions and always do what is right, even when it’s

Czytaj dalej

2 November 2024 No Comments

Leading With Agility: 3 Ways to Do It Well

1. Reshape your mindset (from fixed to growth)

2. Look for opportunities to learn all the time

3. Be adaptive, react and let people do the same

Udostępnij

Komentarze

Czytaj także

Why Leaders Quit Learning and How to Overcome It?

5 Biggest Leadership Feedback Mistakes

Leading Edge: 7 Things the Best Leaders Do Daily

New Leadership Online Course!