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Agility: The Ingredient That Will Define Next Generation Leadership

Agility: The Ingredient That Will Define Next Generation Leadership | Transformational Leadership | Scoop.it
Today’s organizational leaders are facing accelerating rates of volatility, uncertainty, complexity and ambiguity, all of which are showing no signs of slowing down. Whether it is the continuing digital revolution or expanding global markets, our current environment requires a constant state of innovation. For companies to continue succeeding, next generation leaders must be able to handle any curve ball thrown their way. Leading through this new business environment requires the capability to sense and respond to changes in the business environment with actions that are focused, fast and flexible. The best way to put it: next generation leaders have to be agile.

 

Now, the question becomes, what does leadership agility look like? Next gen leaders must be able to proficiently move, change and evolve the organization. Agile leaders are creative thinkers with a deep sense of purpose. They show a propensity and ability to move into action and make decisions, and their implementation often results in greater learning. Agile leaders actively engage diverse stakeholders, influencing and studying them simultaneously. This individual is not an average employee; they “seek pain to learn.” Agile individuals are motivated by expanding their knowledge, questioning the status quo, and actively migrate towards challenges. They thrive off of solving the difficult problems within the organization, as they believe it mutually benefits themself and the company. They enjoy getting through in the deep end of the worst problems.

 

Sure. This sounds like every executive’s dream employee. However, the conundrum is that very few professionals possess this rare business acumen. We would estimate that only about 10 percent of today’s employees having the appropriate levels of “leadership agility” that is needed; seeking out this particular individual from a pool of candidates is no easy task.

 

One comprehensive way to look at it is in the diagram below by Nick Horney and Tom O’Shea from Agility Consulting with co-author Bill Pasmore from the Centre for Creative Leadership. They argue that for agility to become a strategic asset to the organization, the proposed leader must have traits of both High Agility and High Performance. They have the ability to take on major assignments in a variety of departments. They anticipate and take action, pushing through and leading the trends that change and impact the organization. While ideally this would be a leader already within an organization, it is often not the case. A leader may focus more heavily on performance, or contrarily have greater agility. In some industries and firms, high performance is all that is needed and agility is not called for. However, in our experience, this is less and less the norm.

 

We believe that with the guidance of top executives, agile leaders can be developed internally. By identifying and developing high-potential talent, businesses can improve responsiveness to company and marketplace shifts and thereby their ability to deliver strategic priorities. Having an agile leader on the team takes the company from good to great. These individuals are focused, confident and driven to lead. While they may be hard to come by, taking the time to seek them out is worth your while.


Via Thibaud Guymard
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Art Jones's curator insight, June 8, 2013 2:56 PM

#Agility #Adaptability

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Inno-Versity Presents: "Greatness" by David Marquet - YouTube

This Inno-Versity Inno-Mation was adapted from Captain David Marquet's talk on Greatness, and is based on his book, Turn the Ship Around! Find out more about...
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15 Qualities Of A Transformational Change Agent

15 Qualities Of A Transformational Change Agent | Transformational Leadership | Scoop.it
My colleagues and I are often asked to ‘decode’ the process of business transformation and provide the repeatable ‘formula’ for success. I guess this is understandable given that widely quoted statistic – you know the one – that 70% of all change efforts fail. In a way, this interest in our work is very humbling.… Read the rest of this post & join the discussion →
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Why Leaders Need To Be Positive Thinkers

Why Leaders Need To Be Positive Thinkers | Transformational Leadership | Scoop.it
It has recently been reported that high fliers in Britain’s Civil Service are being offered “resilience training” as part of leadership programs to help them cope with the demands of the job in these times of austerity. Civil servants apparently feel under pressure as a result of extensive jobs cuts [...]
Sharon Sands's insight:

Interesting article that answers the question - what is resilience?

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Rescooped by Sharon Sands from Executive Coaching Growth
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Do You Work For A Top 100 Global CEO?

Do You Work For A Top 100 Global CEO? | Transformational Leadership | Scoop.it
“ So who is the top CEO in the world? Firstly, in the Top 10, there are none of the CEOs you might expect from the traditional global corporations – so no Apple, Exxon, 3M or Boeing. None of the CEOs”
Via Ron McIntyre
Sharon Sands's insight:
Anyone you know?
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Rescooped by Sharon Sands from People Strategies and Tech
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Executive Team Alignment: The Power of Team Coaching

Executive Team Alignment: The Power of Team Coaching | Transformational Leadership | Scoop.it
“ ‘We should have had this discussion a long time ago. It would have saved us a lot of time and a lot of useless frustration.’ This was the feedback I received from executives during an executive tea...”
Via TonyDeblauwe
Sharon Sands's insight:
Exec team alignment
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Leaders need self-belief and humility, says YWCA chief

Leaders need self-belief and humility, says YWCA chief | Transformational Leadership | Scoop.it
Leaders need determination, self-belief and fire in their belly -- but they also need to keep their egos in check, says Dara Richardson-Heron, CEO of the YWCA.
Sharon Sands's insight:

One of our greatest challenges as coaches is helping leaders to manage the balance between ego and humility.

 

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Rescooped by Sharon Sands from Strategy and Leadership
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The Future Of Work And The Role Of Leadership

The Future Of Work And The Role Of Leadership | Transformational Leadership | Scoop.it
Find out how leadership can be a part of the human potential movement and increase productivity in the future of work.

Via Chad Manske
Sharon Sands's insight:

Writing a paper on this, good find. 

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Chad Manske's curator insight, September 22, 2014 5:31 PM

Very short read to remind us (older leaders) that we must adapt to the following styles of today's men and women entering the work force and lead accordingly.

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We’re all ‘A’ grade. Orchestra conductor Benjamin Zander’s secret for unlocking greatness | Challenging Coaching

We’re all ‘A’ grade. Orchestra conductor Benjamin Zander’s secret for unlocking greatness | Challenging Coaching | Transformational Leadership | Scoop.it
I heard the story that Benjamin Zander conductor of the Boston Philharmonic Orchestra and faculty member at the New England Conservatory, awards a year grade
Sharon Sands's insight:

The Benjamin Zander story is worth remembering, thanks to Challenging Coaching for re-surfacing it.  Schools, take note!

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Rescooped by Sharon Sands from Leadership Talent Management
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Cheerfulness is the most important leadership quality | HRZone

Cheerfulness is the most important leadership quality | HRZone | Transformational Leadership | Scoop.it
“ Insight from Andrew St George, who spent three years studying leadership in the Royal Navy.”
Via John Ludike
Sharon Sands's insight:
Reasons to be cheerful .. part 3
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Rescooped by Sharon Sands from Talent Management; Engagement
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3 Tips to Increase Intrinsic Motivation with Recognition and Rewards

3 Tips to Increase Intrinsic Motivation with Recognition and Rewards | Transformational Leadership | Scoop.it
Our esteemed editor, Ann Bares, wrote recently on what incentives can and cannot do. Reading it reminded me of research I dove into this month on the effect of rewards on motivation. I’m often asked, “Doesn’t rewarding someone for the work they do diminish their intrinsic motivation (motivation based on taking pleasure in an activity rather working towards an external reward)?” This is a fallacy – one supported through oft-cited research showing rewards do, indeed, lower people’s pleasure in their work because now you’re paying them for it. But let’s be honest – we’re already paying people for their work;...

Via Anne Leong
Sharon Sands's insight:

Where enables your motivation?

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Twitter / ThinkingManager: The difference between experience ...

Twitter / ThinkingManager: The difference between experience ... | Transformational Leadership | Scoop.it
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Dame Ellen MacArthur | Dame Ellen MacArthur | London Business School BSR

Dame Ellen MacArthur | Dame Ellen MacArthur | London Business School BSR | Transformational Leadership | Scoop.it
In 2005 MacArthur broke the world record for the fastest solo world circumnavigation. Following her retirement from sailing, she launched the Ellen MacArthur Foundation which champions the concept of the circular economy.
Sharon Sands's insight:

Even if you're not a sailor and supporter of the Ellen MacArthur Foundation, this article on the circlar economy is an interesting concept.

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7 Ways Leaders Maintain Their Composure in Difficult Times

7 Ways Leaders Maintain Their Composure in Difficult Times | Transformational Leadership | Scoop.it
“ Leaders need to show more composure than ever before in the workplace.”
Via Anne Leong
Sharon Sands's insight:
Good tips for when the pressure is on.
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