Characteristics of Leaders in Agile Environment
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The world of work has permanently changed, with volatility the new norm. Ways of thinking and working that previously led to success now result in stagnation, or worse, regression. Agile organisations need a new breed of leaders. The world of work has permanently changed, with volatility the new norm. Ways of thinking and working that previously led to success now result in stagnation, or worse, regression. Agile organisations need a new breed of leaders. Leaders are creating new technologies, doing research and writing, teaching and the like. Leaders’ ideas tend to be well thought-through, supported by data and analysis, scientific, practical and logical. Leaders develop structure and frameworks that help others solve problems. The world of work has permanently changed, with volatility the new norm. Ways of thinking and working that previously led to success now result in stagnation, or worse, regression. Agile organizations need a new breed of leaders.
Characteristics of Leaders in Agile Environment
- 2. Since 2002
- 3. Learning Agility, Resilience, Future of Literacy Learning Goal, Personal Mastery, Others First Mindset Overview Agile Environment, Purpose Driven High Energy, Simplicity, Fanatic Discipline Data, Technology Re-Visit, Re-Think, Re-Discover 07 JULY 2023
- 4. Leaders are creating new technologies, doing research and writing, teaching and the like. Leaders’ ideas tend to be well thought-through, supported by data and analysis, scientific, practical and logical. The world of work has permanently changed, with volatility the new norm. Ways of thinking and working that previously led to success now result in stagnation, or worse, regression. Agile organisations need a new breed of leaders. Who is Leader? Leaders develop structure and frameworks that help others solve problems.
- 5. Uncertainty is Permanent Instability is chronic Change is Accelerating Disruption is Common
- 6. Industry Disruption It outgrows its Business Model It offers, NO longer appealing to its Customer Base Technology has pushed it Out of Relevance
- 7. VUCA Prime Johansen 2012 Walsh, 2014
- 8. Leaders are @ Every level
- 10. “The leader’s responsibility is to help people see beyond what the organization is now to what it could become.”
- 11. Purpose defines why an institution exists. Mission Mission-driven leaders ingrain the “why” and “how” of an organization’s existence beyond the mere “what” of providing a product/service.
- 12. Gallup identified five factors behind the success-promoting, margin-boosting benefits of focusing on mission: 01 Mission drives loyalty across generations 02 Mission fosters customer engagement. 03 Mission improves strategic alignment. 04 Mission brings clarity. 05 Mission can be measured
- 13. Purpose of Education Purpose of Curriculum Purpose of Teaching and Learning Purpose of Assessment and Evaluation
- 14. Bestselling author of business purpose bible Lead With We, Simon Mainwaring, tells The CEO Magazine that purpose has become important for three reasons. “First, the connected and concurrent crises we face aren’t sitting idly out in the future waiting for us to arrive – they’re hurtling toward us in the present creating a hockey stick of expectation from all stakeholders. “Second, purpose implies service to something larger than ourselves and, as we awaken to the scale and urgency of today’s crises, we realize that every company and stakeholder is on the hook to participate. “And third, we now find ourselves in a unique conspiracy of circumstances where, for the first time, all stakeholders are engaged unleashing new market forces that are rewarding purposeful companies.” A Higher Purpose
- 15. The concept of purpose is a nuanced, highly subjective one; allowing it to exist as a ball of thread or to use it to string together a set of beautiful pearls is the choice to make. ANAND NARASIMHAN, Managing Director at Merck Specialties Pvt Ltd
- 16. Changing Face of Education and Learning Reflecting, Reviewing, Re-visioning
- 17. Current Reality Fact/ Opinion/ Brutality of Truth Vision What do you want to create with one year? Learning Gap Any Activity / Action to Fill up the Learning Gap Should be an Objective Objective
- 18. Core values answer the question “How do we want to act, consistent with our mission, along the path toward achieving our vision? “A company’s values might include integrity, openness, honesty, freedom, equal opportunity, leanness, merit, or loyalty They describe how the company wants life to be on a day-to-day basis, while pursuing the vision
- 19. What do we believe in???????? Building shared vision is actually only one piece of a larger activity: developing the governing ideas for the enterprise, its vision, purpose or mission, and core values. A vision not consistent with values that people live by day by day will not only fail to inspire genuine enthusiasm, it will often foster outright cynicism. These governing ideas answer three critical questions: “What?” “Why?” and “How?” Vision is the “What?”—the picture of the future we seek to create. Purpose (or “mission”) is the “Why?” the organization’s answer to the question, “Why do we exist?” Great organizations have a larger sense of purpose that transcends providing for the needs of shareholders and employees. They seek to contribute to the world in some unique way, to add a distinctive source of value. Core values answer the question “How do we want to act, consistent with our mission, along the path toward achieving our vision? “A company’s values might include integrity, openness, honesty, freedom, equal opportunity, leanness, merit, or loyalty. They describe how the company wants life to be on a day-to-day basis, while pursuing the vision.
- 20. ×Purpose: to demonstrate ×Effective for straight forward problems ×Stop trying / Learning ×During adversity helpless ×New situations, blame lack of intelligence for difficulties ×Disdain efforts as a sign of weakness Learning Goal Strength Based Goal Performance Goal Purpose: to develop Effective for applications in new situations Keep trying / Learning During adversity mastery oriented New situation, setbacks are guidepost to the mastery Welcomes efforts to improve A strengths-based goal is focused on positive outcomes -- and is created to cater to your natural talents while still challenging you to use those talents in new ways. Goals should be either Action-Oriented or Outcome-Oriented and S.M.A.R.T. What's important to you? How you want to grow? What changes you want to see? set goals that stretch you, that are exciting and that complement your natural talents.
- 21. Developing Professional Personal Mastery Develop Competence Build Strength Attain Personal Mastery
- 22. It is a process of continually focusing and refocusing on what one truly wants, on one’s visions. Personal Mastery
- 23. Personal mastery goes beyond competence , though it is grounded in competence Knowledge, SKill, Talent, Technology, Mindset and Attitude
- 24. The first is continually clarifying what is important to us. The second is continually learning how to see current reality more clearly.
- 25. Personal Mastery must be a discipline People with high levels of personal mastery are more committed. They take more initiative. They have a broader and deeper sense of responsibility in their work. They learn faster..
- 26. The way people think about their ability that really counts.
- 27. People with these two mindsets actually think differently and also react to information differently. In people with a fixed mindset, the brain is most active when they are being given information about how well they have done, for example, test results or grades. In people with a growth mindset, the brain is most active when they are being told what they could do to improve. What can I do Better Next Time?’ How did I do?
- 28. The hare had a fixed mindset. He believed that his innate ability would always mean that he would win whatever he did. The tortoise had a growth mindset. He believed that he needed to work hard and keep going if he was to win. He was also not afraid of failure or he would never have agreed to race the hare.
- 29. A service mindset is an outlook that focuses on creating stakeholder value, loyalty and trust.
- 30. Other's First Mindset Other's Mindset is not for the sake of others but, that is actually in your Best Interest Amazing Things Happen
- 31. "Technology was originally used to connect a business’s internal processes,“ "After the birth of the Internet, companies began using technology to connect people with their business. Now technology can connect people, business and things.“ Integrate technology for various process enhancement and integrations Technology: Scope for Design Fasten the existing process, will not change anything Design – Compromise between theory and practical restricted to “Code of Conduct” Yesterday Today Tomorrow
- 32. Technology as an Accelerator, Not a Creator of Momentum. Technology cannot turn a good enterprise into a great one, nor by itself prevent disaster says Jim Collins (2001) in his book “Good to Great”. Indeed, thoughtless reliance on technology is a liability, not an asset. Yes, when we used right- when linked to a simple, clear and coherent concept rooted in deep understanding – technology is an essential driver in accelerating forward momentum. But when used wring- when grasped as an easy solution, without deep understanding of how it links to a clear and coherent concept- technology simply accelerates your own self- created demise, he added. The real question is not, what is the role of technology? Rather, the real question is, How do Individuals and Organizations Think Differently about Technology? No technology can turn the wrong people into right people. No technology can create a culture of discipline.
- 33. High energy give the impression of increase for all their followers. Students perceive educators as being able to bring more to their lives. Give the impression of increase routinely, without even being aware of it
- 34. Number of variables Controlled Variable Uncontrolled variables Interconnectivity between variables Cause and Effect the integration of autonomous variables
- 35. The Quest for Simplicity Everything should be made as simple as possible NOT Simpler While complexity seeks order through addition, simplicity seeks it through subtraction. Most people have a built- in bias toward addition instead of subtraction. The enemy of simplicity is not complexity, but messiness (disorder). And the enemy of complexity is also disorder — Marty Neumeier, 46 Rules for Genius
- 36. The process of prioritization is the heart of simplicity. Classic Bohr model of an atom – It’s like the solar system but on a microscopic level A one-sentence idea that’s sufficiently profound that you could spend a lifetime living up to it. - Proverb Simplicity “Finding the Core.” Simplicity doesn’t mean dumping down, it means choosing
- 37. Discipline It is a developmental path for acquaring certain competencies To practice a discipline is to be a life long self learner. You never arrive: You spend your life mastering disciplines Dr.N.Asoka
- 38. Legitimate form of discipline is self-discipline Self Discipline is conscious practice of controls, habits and restraints, imposed by one self and demanded by the profession
- 39. NOT regimentation NOT measurement NOT hierarchical obedience NOT adherence to bureaucratic rules Fanatic Discipline Consistency of action with values With long-term goals Having inner WILL to create great outcome, no matter how difficult Jim Collins in Great by Choice
- 40. Learning Agility describes how naturally learning new things come to each individual. People who have high levels of learning agility seek out and learn from unfamiliar experiences and then apply those lessons to succeed in the next new situation. Learning Agility is a Continuous thirst to Learn, Pivot, and Contribute to any Endeavor
- 41. Mental Agility — how comfortable are they in dealing with complexity? People Agility — are they skilled communicators who can work with diverse people? Change Agility — do they like to experiment? Are they not afraid to be at the forefront of change? Results Agility — can they deliver results in first-time situations? Self-Awareness — do they recognise their own strengths and weaknesses? There are five main characteristics that can be assessed to determine an individual’s learning agility.
- 42. If you know what to expect in the future, you can plan for it Past History Present Current Reality Predict Future Rohit Bhargav, in Non Obviuos
- 43. Change has Changed. When we draw a logarithmic scale of change over the last 10,000 years, "The pace of change is accelerating,” "People say it’s been happening throughout human history, but that’s actually not true. it shows that the pace of change in the last 15 years is faster than in the first 9,000. Chief executives need to understand that today’s world is very different from even three years ago."
- 44. Realize Systems to Educate Professionals Design changes Product changes Machine changes Technology changes Organizational changes Structural changes Customer changes Business Model changes Cultural changes Employee changes Manager/Leader changes Innovate for Change Create for Change Vision for Change Knowledge for Change Skill for Change Technology for Change
- 45. the ability to maintain conditions for survival in a changing environment. Achieve Change
- 46. It is an Openness to New Ideas an Eagerness to Listen a Desire to Grow and The Land of Opportunity is an Attitude
- 47. If You’re Not Elaborating, You’re Not Listening Elaboration requires focus, interest, and engagement. Most of all, it requires listening attentively to what the other person is saying and why it matters to them. Lazy listeners expand conversations by simply agreeing or suggesting what they like about the subject. Whereas, active listeners truly elaborate on what they have heard by adding their spin or view to the topic. Admired Leadership Good listeners process. Great listeners elaborate. Dr.N.Asoka
- 48. Resilience is the ability to maintain or regain mental wellbeing when facing adversity. Our ability to be resilient stems from three key traits: Self-Esteem (how we value or perceive ourselves), Psychological Flexibility (being able to switch our focus from painful feelings to purposeful goals) and Emotional Regulation (our ability to tolerate and mange upsetting feelings). Resilience
- 50. Information gathering: the extent to which individuals remain current in their areas of expertise by attending training courses and conferences, seeking additional education, and becoming members of professional organizations.
- 53. Reading Habit “Read at every wait; read at all hours; read within leisure; read in times of labor; read as one goes in; read as one goes out. The task of the educated mind is simply put: Read to Lead .” ― Cicero
- 55. Yesterday Today & Day After Tomorrow My Pay Cheque My Purpose My Staisfaction My Development My Boss My Coach My Annual Review My Ongoing Conversation My Weakness My Strength My Job My Life Gallup Transformation in Leadership
- 57. Re-Start From ZERO EveryTime Changing Face of Education and Learning Reflecting, Reviewing, Re-visioning
- 58. R e f e r e n c e s
- 59. Learning Agility, Resilience, Future of Literacy Learning Goal, Personal Mastery, Others First Mindset Summary Agile Environment, Purpose Driven High Energy, Simplicity, Fanatic Discipline Data, Technology Re-Visit, Re-Think, Re-Discover 07 JUly 2023
- 60. A Study on the Emerging Characteristics of Educational Leaders Towards Preparedness in a Learning Agility Environment Dr.N.Asokan, SRM Institute of Science & Technology, Ramapuram Campus, Chennai, India +91-9445191369 asokann@srmist.edu.in
- 62. Cognitive Agility agility—the individual capacity to mindfully practice openness and focus, as a skill to meet demands.
- 63. cognitive agility represents an individual’s ability to revise their existing expertise, rooted in older ways of thinking and doing, into new frameworks to tackle novel problems. the cognitively agile individual does not cling to a particular set of beliefs about how a situation should be handled. But is able to focus on what beliefs are required to satisfy the outcome.
- 64. If You’re Not Elaborating, You’re Not Listening Elaboration requires focus, interest, and engagement. Most of all, it requires listening attentively to what the other person is saying and why it matters to them. Lazy listeners expand conversations by simply agreeing or suggesting what they like about the subject. Whereas, active listeners truly elaborate on what they have heard by adding their spin or view to the topic. Admired Leadership Good listeners process. Great listeners elaborate. Dr.N.Asoka