What Does it Mean to be an Agile Leader?

What Does it Mean to be an Agile Leader?

An agile leader is an adaptable one.

They are exceptional, and their leadership skills allow them to take actions that lead to great solutions.

As an ever-evolving society, someone in a leadership position needs to have a proactive approach to how they lead.

Principles of an agile leader

The core principles of an agile leader are what set them apart from other leaders in their field.

They reflect on their options to take the best course of action, and often believe that actions speak louder than words.

They lead by example, hoping that others will model themselves in a way that reflects their leadership.

They are the change they want to see in their companies and organisations.

Agile leaders also have an improved quality of thinking, which leads to improved outcomes.

They recognise the value of creating space to consider all of the possibilities and outcomes of a problem, before taking action to create a solution.

This isn’t easy, considering the hectic lifestyle of a leader, but their prioritisation of critical decisions is what makes them an agile leader. They analyse, and they adapt.

An agile leader knows that their organisation can improve and be more effective through the use of good feedback.

They encourage feedback for their own actions and are advocates for giving employee feedback as often as possible.

They want their workplace to be a safe environment where staff members can learn and grow in their positions.

Leaders often find themselves too busy to run their organisation as they’d like to, but an agile leader represents an approach that allows the leader to incorporate themselves with the rest of the company’s working body, enhancing the creativity of the people they lead, and attempting to understand what motivates them as individuals.

Why agile leaders are so effective

One of the most powerful ways to demonstrate agility in the workplace is for a leader to show how much they value their team’s contribution.

An agile leader does this by taking measures to understand what their team needs from them while they’re working together.

When a leader engages their team, they show that they care about the team’s well-being and want to help them be a more productive workforce.

In leadership, agility implies a commitment to change and the capability to properly communicate. Agile leaders don’t sacrifice the standard of their work for speed – quite the opposite, in fact.

An agile leader spends their time listening, learning, and adapting to every situation.

In addition, agile leaders are not afraid to let go of working practices that don’t work. If they’re working on a project, and their solution fails, they will move on to another solution.

They constantly challenge their own assumptions so that they can meet the needs of the present.

Agile Leadership vs. Good Leadership

A good leader may not be an agile leader. The differences between an agile leader and a good leader lie within leadership style and the willingness to be more agile in their organisation.

Agile leaders are willing to expand their capacity and capability to be adaptable.

Though a good leader will still be sufficient at their job, they may not interact with their employees as much as an agile leader will. Agile leaders will be found outside of their offices quite regularly, and they are quick to give their team feedback and praise on projects.

Some leaders may have command and control of their leadership style, but they may not be as adaptable. This does not mean they are a bad leader, just that they work differently to agile leaders.

 

Share:

Facebook
LinkedIn
read on

Related Posts

ideas for life

Ideas for life – no more resolutions

Why most of us fail? If you are in the incredible 20% of people who hit their resolutions every year, congratulations! You are a rare breed 🙌🥳👏 For the rest of us, it is mostly a journey downwards into a spiral of failure, guilt, and frustration which circles back to thinking less of ourselves and hardly ever making us feel good or achieve anything meaningful. Most of us fail for three main reasons: Lack of clarity, Unreasonable expectations, and Lack of inspiration or passion.

employee wellbeing

Employee Wellbeing

The link between employee wellbeing and productivity is well established but, as we move into the post-pandemic phase, it will be harder than ever for managers to keep the two in harmony.

Stress management strategies using EI

Stress management strategies using EI

Have authentic, emotionally intelligent relationships with people. Associate with those whose company you enjoy and who support you. Authenticity requires self-awareness and emotional expression so that when in conversation with an individual you are able to share your feelings openly, including any distractions impairing your ability to concentrate on them.

stress factors

Stress factors and coping techniques

How can we avoid distress?

We cannot. However, we can learn techniques to keep distress to a minimum by increasing our coping strategies. We can also use eustress appropriately in our occupations to improve our performance and inspire others.

SALE NOW ON 15% OFF ALL COURSES EXCL MONTHLY PLANS
Browse our courses

High impact, virtual micro-learning for maximum output. All programmes are £100 and can be toped up to a full CMI Level 5 Qualification.

For all levels of managers, fully accredited qualifications to supercharge careers and earning power.

Courses available with CMI & PRINCE2 Frameworks.

For all types of consultants, either wishing to enter the field or already working and looking to develop into strategic roles.

For all types of leaders looking to develop their leadership and communications skills, and nurture and build effective and functional teams. 

Browse our courses
cmi logo
OTHM Qualifications Logo

High impact, virtual micro-learning for maximum output. All programmes are £100 and can be toped up to a full CMI Level 5 Qualification.

For all levels of managers, fully accredited qualifications to supercharge careers and earning power.

Aimed at leaders managing projects, although the qualification is also open to learners wishing to build on their general management skills.

For all types of consultants, either wishing to enter the field or already working and looking to develop into strategic roles.

For all types of leaders looking to develop their leadership and communications skills, and nurture and build effective and functional teams.