with John Coleman
Let’s explore the unintended consequences of expecting teams to be agile when we haven’t cultivated the right environment. Instead of buying “agility in a box,” what can we do to foster the growth of authentic, sustainable organizational agility? Part of the answer might be in improving executive agility. Glacial evolution at the executive level often results in people giving up hope on the dream of organizational agility, even those initially enthusiastic about it. There are agility frameworks tailored for teams, teams of teams, managers, leaders, finance, and people operations.
This talk focuses on executives in tech and non-tech environments and the people supporting them. We look at how deleting specific executive behaviours could avoid the feeling that agility is just about teams. Perhaps we can attain executive agility by deleting unhelpful behaviours one at a time. We don’t have a proven recipe, but maybe we can strive to have fewer “agile-gone-wrong stories” by better understanding the urgency required for these deletions?
In this discussion, we explored:
- The observable executive behaviours that might indicate what to address first.
- Actionable steps towards deleting the above behaviours.
- Being aware of side effects from starting elsewhere.
- Real-life examples about the impact deleting certain behaviours had on organizational agility.
- Where you can begin to affect change.
