ICP – LEA
Leading with Agility

 1.2.2. Leadership Styles 

 Leaders often link effective leadership to certain leadership styles. Even though a leader may have their own dominant style, agile leaders understand the need to adapt and change styles based on the situation. It is also important to be aware of the impact that certain leadership styles have on the goal to cultivate agility and a culture of innovation.

2.1.2.  Mindfulness

 The ability to be mindful is to stay focused in the moment, and absorb everything around you as well as your own feelings and thoughts. We can act more effectively when we are fully aware. It also allows us to take calm, thoughtful decisions without being reactive.

 It is important to believe that you can grow personally and professionally. Then, examine and improve your patterns of thinking, feeling and behavior. We can learn new mental and emotional abilities.

 Leaders who lead with purpose and values that are aligned with their own will be most effective. First, one must reflect on and identify their own values and purpose. It helps leaders to lead from a position of authenticity in terms of how they align with the organization’s mission.

2.2.1. Assessing Yourself as a Leader

Leadership development is dependent on the ability to evaluate oneself using different measures.

 Leader development has traditionally been viewed as a “nice-to-have” rather than a necessity. Research is showing that there’s a strong correlation between personal development and organizational effectiveness.

 Mental models are deeply-ingrained beliefs, assumptions, and stories that we have about ourselves and our world. Agile leaders are constantly examining and uncovering their mental models and those of others. They recognize that other people have different experiences of situations and can be radically different. We cannot assume that everyone has the same frame of reference.

 As part of their personal leadership journeys, agile leaders must serve as role models for the values that they want to see instilled within their organizations.

3. DEVELOPING RELATIONSHIP AGILITY 

3.1. Introduction To EQ: Social Context 

3.1.1. Emotional Intelligence in Relationships

 Emotional intelligence is also a term that refers to a person’s ability to manage relationships and social awareness. Social awareness is the ability of a person to empathize and sense another’s feelings. Relationship management refers to the ability of a person to interact with others based on what is best for them or their relationship, rather than interacting based on one’s emotions or habits.

 3.1.2. Thinking About Organizations as Human Systems 

 Agile leaders who are effective must understand that organizations are multi-leveled systems of people. People’s roles in organizations can be complicated by their participation in multiple sub-systems and systems. Leaders must be aware that policies and decisions that may seem perfectly reasonable in one context can have unintended consequences or cause conflict in another context.

3.2. Exercising Agility In Key Conversations 

3.2.1. Conversations as the Key Vehicle of Communication in Agile Leadership

 In leadership courses, communication skills are often emphasized as a one-way exchange. The goal is to make the communication effective enough so that it’s fully accepted. Conversations, by definition, are at least two-way exchanges and are the primary communication method for agile leaders. It is important to note that this means a wide range of viewpoints will be expressed, and a meeting of minds can occur. It is important to ensure that conversations are of high quality.

 3.2.2. Telling Compelling Stories as a Leader 

 Storytelling is an important leadership skill – it inspires and makes a message relatable and personal. Storytelling and communicating intent are also aided by the careful use of metaphors and an understanding of how language can be used to convey power.

4. LEADING TO AGILITY 

4.1. Organizational Transformation And Agility 

4.1.1. The Nature of Organizational Transformation

 The organizational transformation is different from other, more limited change initiatives. Transformation teams often confuse organizational transformation with a series of limited change initiatives.

 The development of organizational agility requires radical systemic and radical changes to achieve the required capabilities.

4.2. Leading Change And Transformation 

4.2.1. Leading from the Future and the Larger Context

 Paraphrasing a famous quotation, you get what your attention is focused on. You get the same result if you focus on the present. You are more likely to achieve something new if you look at the future. As Peter Senge has written, “It’s not what the vision is, it’s what the vision does.”

 Leaders are only as good as their own willingness to lead. They must see themselves as agents and role models of the change they want to bring about in an organization.

Do not miss the opportunity to become an agile leader. Limited spots available. “Reserve your spot now!”