The equation is daunting:


One person must do the job a team used to


the consumer is more sophisticated


the market is moving faster than ever


Employees being told to be more agile.


This is the opportunity to differentiate your team. In some organizations the plea for a more agile workforce is interpreted as a demand to do more work, faster. (As if you just need the right attitude.) The Accelerator, though, understands that agility is a skill, one that must be developed and supported by the culture.


Telling someone “you need to be more agile” is akin to telling them to speak a foreign language they’ve never explored.


We’re inspired by the leaders who equip their teams to be agile – and tap into each person’s “why it’s important.” They’re asking questions like:


– What does it look like to be successfully agile in our organization?
– How do you know you’re agile?
– Why do you want to be agile?


This awareness, along with the response to last week’s post (The Leadership Collision), remind us of this piece in Degrees of Strength:


“By choosing to be responsible . . . we build the capability and capacity for speed and agility as we respond to and drive market conditions.”


What happens when team members move from allowing daily events to define them . . . to growing in their ability to define events? The capacity to do this frees individuals and teams from the emotional wreckage that comes in the aftermath of when things go “wrong.” Agility is the natural byproduct.


This skill of redefining how we see events means that life and business no longer happen to us; we happen to them.”


What does it look like to be successfully agile in your organization? Please share below.




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