Becoming an Agile leader is about relinquishing power and drawing feedback from others to become a storyteller and process hacker. Dr Simon Hayward, CEO of Cirrus and author of The Agile Leader, comments in in HR magazine.
This is an extract of an article by Rob Gray. Click here to read in full on the HR magazine website.
To some, ‘Agile’ is a loose term to be applied to any organisation or leader able to move nimbly in this era of market disruption and other fast-changing circumstances.
To others it stands for something far more precise, with its roots in a project management approach to developing software and other technological solutions. But is there scope to bring this into a wider business context? And what are the possibilities around developing Agile leaders?
Some forward-looking organisations from outside the IT sector are already applying Agile principles to leadership and organisational development, bringing together diverse teams in pursuit of competitive advantage.
Simon Hayward, CEO of Cirrus and author of recently-published book The Agile Leader, thinks that an aversion to risk is holding other organisations back.
“Fear of failure, and its consequences, is a leadership issue,” he says. “It inhibits experimentation and risk-taking, and it slows down innovation and improvement. If we fear making mistakes the only thing we will learn is how to avoid them.”
© HR magazine 2018.