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Be an Agile Leader

Situational Leadership® II (SLII®)

It's a servant leadership model taught by The Ken Blanchard Companies, based on the belief that leadership style should be tailored to the situation

This kind of flexibility is a key principle of agile organizations.

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IDEA EXTRACTED FROM:

Be an Agile Leader

Be an Agile Leader

https://howwelead.org/2019/02/20/be-an-agile-leader/#

howwelead.org

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Key Ideas

Agile leadership

Focuses on fast decision making, short-term goals, and the empowerment of individuals

And it has expanded to include general leadership skills like acting on a shared vision, leading change, and sharing decision-making.

The 2 elements of the servant leadership

  • Vision: Creating a shared vision is the leadership part of servant leadership;
  • Implementation: Helping people implement that vision is the servant part of servant leadership.

Agile leaders are servant leaders.

Situational Leadership® II (SLII®)

It's a servant leadership model taught by The Ken Blanchard Companies, based on the belief that leadership style should be tailored to the situation

This kind of flexibility is a key principle of agile organizations.

Leadership styles of the SLII®

  • Providing direction, when someone is new to a task;
  • Providing coaching when someone gets discouraged;
  • Supporting the a person's continued development as they gain competence in the task;
  • Moving to a delegating style, when the direct report demonstrates self-reliance on the goal or task.

EXPLORE MORE AROUND THESE TOPICS:

SIMILAR ARTICLES & IDEAS:

The ABCDs of categorizing decisions
The ABCDs of categorizing decisions
  • Big-bet decisions: infrequent and high-risk - from major acquisitions to game-changing capital investments;
  • Cross-cutting decisions: frequent and high-risk - think pricin...
Approaching big bet decisions
  • Appoint an executive sponsor to work with a project lead to frame important decisions for senior leaders to weigh in on;
  • Break things down (with decision meetings at each stage), and connect them up.
  • Focuses on debating the solution (instead of endlessly elaborating the problem) and gather the right people.
  • Move faster without losing commitment: get comfortable living with imperfect data and being clear about what “good enough” looks like.
Approaching cross-cutting decisions
  • Identify decisions that involve a cross-cutting group of leaders, and work with the stakeholders of each to agree on what the main steps in the process entail.
  • Work through a set of real-life scenarios to pressure-test the system in collaboration with the people who will be running the process.
  • Limit the number of decision-making bodies, and clarify for each its mandate, standing membership, roles etc.
  • Create shared objectives, metrics, and collaboration targets.

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Leo Tolstoy

“Everyone thinks of changing the world, but no one thinks of changing himself.”

Leo Tolstoy
About change

Organizations don’t change. People change. Many companies move to change systems and structures and create new policies and processes but fail to address the underlying mind-sets and capabilities of the people who will execute it.

A new strategy will fall short of its potential if they fail to address the mental attitude because people on the ground tend to continue to behave as they did before.

Looking both ways

Companies that only look outward in the process of organizational change, and dismiss individual learning and adaptation make two common mistakes:

  • They focus solely on business outcomes and fail to appreciate that people will have to adapt to implement it.
  • They focus too much on developing skills. 

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“The biggest risk is not taking any risk. In a world that is changing really quickly, the only strategy that is gu..."

Mark Zuckerberg, CEO of Facebook
Skills Needed In Digital Leaders
  • Work together, complement each other, and function as a team.
  • Able to operate on and enable environments that are more dynamic, team-centric, and connected.
  • Lead and build teams and partner with the broader ecosystems, keep people connected and engaged, and drive a culture of innovation, learning, and continuous improvement.
  • Lead a workforce that includes contractors, the contingent workforce, and crowd talent.
  • Understand how different business functions, industries, and technologies come together to form solutions.
  • Comfortable and competent with risk-taking.
Demographics And Leadership Destiny

Millennials expect to be developed via opportunities, mentoring, and stretch assignments. However that is hard to come by in top-heavy companies. 

Most millennials think their roles provide little development while most companies report they have excellent or adequate programs for Millennials.

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