Agile Leadership Blog | Leadership Agility | ACESENCE
Join these conversations with agile leaders – executives, business leaders and experts from all sectors come together and share practical leadership insights around leading in today’s workplaces after reading ‘8 Paradoxes of Leadership Agility.’ They will be sharing some strategic advice on you can pivot and use the agile mindset to develop a leadership style that’s more future-proof, make sense of the complexities and lead with authenticity and ease.
Complement Agility in People with Agility in Systems
In episode 9 of Agile Leaders Conversations, hear Mr Andrew Shuttleworth, Head of Business Development of Agorize share his insights after reading ‘8 Paradoxes of Leadership Agility’ and advice from his wide experience in the IT field across countries. He also urges all leaders to step up early and grasp opportunities to step out of their comfort zone. This episode is not to be missed.
Agile Leadership: Why Leading vs Following and Lifelong Learning are Key for Agile Leaders
In episode 8 of Agile Leaders Conversations, hear Mr Ronnie Lee, General Manager of Lenovo Singapore share his insights after reading ‘8 Paradoxes of Leadership Agility’ and lots of leadership gold for aspiring and veteran leaders. From agility in creating great customer experience to envisioning future workplaces, this episode is not to be missed.
This article originally appeared as a Council Post on Forbes here.
Albert Einstein is often credited with saying, “If I had an hour to solve a problem, I’d spend 55 minutes thinking about the problem and five minutes thinking about solutions.”
For leaders today, that five minutes packs in even more activities — communicate and create buy-in from key players, then assemble a capable team that will implement the actions decisively and effectively. In a bid to save time, some leaders jump straight to action without fully understanding the context, but a weak, flimsy, poorly constructed solution based on lopsided facts and warped logic almost never goes down well.
From technology disruption to climate change issues to the unwelcome COVID-19 crisis, leaders are now faced with a monumental task of transforming even more complex systems. And the clock is ticking.
This article originally appeared as a Council Post on Forbes here.
Kurt Vonnegut once said, “I am a human being, not a human doing.”
Leaders have already realized the importance of developing soft skills in their next-in-line leaders to increase the business’s bottom line. According to a McKinsey survey, large-scale reskilling is a concern and priority for 82% of C-suite executives worldwide. Organizations in advanced economies are expected to reskill tens of millions of mid-career, middle-age workers within the next 5-10 years with a shift to focus on more social and emotional skills along with advanced cognitive skills.
However, more than once, I have heard senior leaders lament that they have not seen a return on their investment in developing employees. So what’s wrong?
This article originally appeared as a Council Post on Forbes here.
In a survey conducted by Deloitte on Industry 4.0 and readiness, executives reported that lack of vision on the part of leadership is one of the top three challenges to setting an Industry 4.0 strategy.
In my practice, I define agility as “the ability to be flexible and navigate through uncertainties and complexities while maintaining a sense of ease and authenticity.” This definition may be simple but is aligned to the quality we are all looking for in Leadership 4.0.
This article originally appeared as a Council Post on Forbes here.
Half of the giants we now know may no longer exist by the next decade.
In 1964, a company on the S&P 500 had an average life expectancy of 33 years. This number was reduced to 24 years in 2016 and is forecast to shrink further to 12 years by 2027.
Organizations need to find the right business strategies, both long term and short term, to keep up with the fast-moving economy. Ensuring staff members are equipped with the necessary advanced cognitive skills and soft skills is one strategy, but upskilling is expected to take five to 10 years. The wide skills gap is a bottleneck that 79% of global CEOs are extremely concerned by, says a report by PwC. Some companies know they must fill the skills void immediately, and they have been aggressive in hiring top talent — often younger generations who are disruptors — to introduce innovation, divergent thinking and out-of-box solutions that are desperately required to extend the organization’s lifespan.
This article originally appeared as a Council Post on Forbes here.
Leading is an uphill task.
The difficulty is not only from the never-ending journey of self-mastery. As businesses and governments face unprecedented post-pandemic challenges in the midst of the Fourth Industrial Revolution, leaders also have to take care of the evolving needs of employees. To rise to the challenge and continue to thrive, leaders must be resilient and agile. To do so, according to an article by World Economic Forum, they can “start by anticipating what success looks like at the end of the recover phase — how their business will thrive for the long-term — then guide their teams to execute an outcome-based set of sprints to get there with agility.”
As a leader, all lot of responsibilities are on your shoulders. You have to have the answers for every concern your team has. You need to have a good grasp of what’s going on in each department and how they’ll affect your company as a whole. And yet, there are still some things that we can’t control – like our own thoughts or feelings or simple circumstances.
In many cases, leaders don’t realize just how much pressure is on them until their stress starts affecting their performance day-to-day and work relationships start taking a hit. That’s not all – even their mental and physical wellbeing are at stake.That’s when it becomes clear that they might need help from a professional – and working with an executive coach can be highly beneficial.