Agility is the key to thriving in today’s hybrid, ever-changing business environment

Prior to the start of the pandemic, our teams spent a lot of time travelling to various locations to give product demonstrations and learn about new technology. When the pandemic forced us to rethink that approach, we sought to find alternative ways to provide demonstrations and obtain information. Our teams quickly learned to effectively use video and digital tools to collaborate from anywhere.

That’s agility in a nutshell — the ability to rethink old ways of doing things and find novel solutions. ?As an organization we’re always searching for ways to unlock the tremendous potential of our teams, and to do this agility is critical. It fosters creativity and keeps us nimble. An agile workforce responds rapidly to opportunities and challenges big and small, any of which can appear out of nowhere in today’s digitized, fast-paced world.

More than anything else, agility makes us more resilient. As we returned to the office, we rediscovered how meaningful in-person meetings can be. But we didn’t abandon the new resources available for communicating and collaborating efficiently and quickly — we brought the best of those tools to the way we work now. That’s the model we must use going forward. The more we can nurture flexibility and empower our people to collaborate effectively, the more agile, resilient and effective we will become.

Create an environment where agility flourishes

Agility thrives on creativity. Creative ideas don’t just appear out of nowhere, though. You need an environment where everyone feels comfortable enough to contribute, even if they aren’t certain the ideas they put forth will go anywhere.

During meetings, I try to keep the mood light and preface some of my ideas as “unique” or “different” to help people become more comfortable with sharing anything and everything that’s on their mind. ?By implementing this technique, I’ve found the pace of meetings speeds up and people start to feel like they have more room to maneuver. Together, we reach a more agile frame of mind.

Promote engagement at all levels

Great ideas can come from everybody in an organization. But sometimes, junior staff members might not feel comfortable speaking up, especially when senior leaders are in the room. Embracing a more decentralized structure that promotes collaboration among people at all levels boosts engagement. Empowered employees take ownership of their work, which means they own both the challenges and the solutions involved.

The magic happens when you give people consistent, focused objectives and the authority to bring their ideas to fruition. Provide a clear vision of the necessary outcome and empower employees to explore creative solutions to achieve it.

Provide the leadership agile workers need

Of course, agility will only flourish if it is supported. My two daughters are studying at a university that feels half a world away, so I’ve had to become much more agile in my interactions and support. I let them know that I’m just a phone call away, but their decisions and actions are their own. They are becoming more empowered and flexible as they navigate the world in new ways.

My team members may not need the same level of support, but they do need a similar amount of flexibility. Agile leaders help teams find solutions by offering coaching and inspiration. They understand the context of a situation and determine whether workers have the skills needed to get the job done, so they can offer an appropriate level of support.

In the business world, I think people too often talk about the problems they confront and how those difficulties can be measured. Instead of taking this approach, I love it when a leader acknowledges a problem and says, “What are we going to do about it?” That puts the focus on solutions, rather than analysis or criticism. And it makes teams — and the businesses they support — more agile in the process.