Agility puts classic leadership into question. At the same time, without leadership there can be no agile organization.
Whenever high complexity and “driving on sight” are involved, it is always a good idea to start working together quickly and to move forward iteratively, step by step. True to the motto “good enough for now, safe enough to try”.
This is how agile leadership works: a culture of trust, self-direction in teams, purpose, radical customer orientation, co-creation and prototyping create sustainable solutions and rapid learning. Employees experience a high level of self-efficacy and assume joint responsibility. The agile manager becomes a coach, driving force and enabler. This also means a loss of control for management and requires a great deal of trust. They retain responsibility for the result and at the same time must let go in the process and ensure a good connection to the traditional organization.
Sounds like a lot to ask? That’s right! We support you!
Questions we tackle with you
- Where do we find inspiration as a leadership team when it comes to agility?
- How does leadership change when agile models are used? How can managers be involved in the introduction process?
- When more agility challenges classic leadership: How can leadership be effectively involved and brought into play?
- How do we anchor ingredients of agile leadership: attitude, competencies, new daily routines?
- How do we develop agile competencies together?
- How do we find out which agile concepts and methods really suit us?
- How do we as leadership develop a more agile culture in the company?