Part One: Developing Agility, Team Resilience and Balanced Leadership to Thrive in a Time of Uncertainty

One of my favourite ways to learn about a topic and convert my experience into knowledge is to teach, facilitate and write. So, I get very excited when asked to run a workshop, participate in a panel discussion or deliver a keynote on a topic that is real-time relevant to leaders. In the past few months, I have been asked to speak on three “separate” topics: leadership agility, building resilient teams and leading in disruptive times. As I reflect on these topics, I realize how connected they are and, in fact, how much more powerful the lessons are when taken as a whole.?

So, I have decided to write a series of articles. In each article, I will share a brief perspective on one of the topics and then in a final article I will provide a my views on the power of connecting them. In all articles I will deliver some practical considerations for leaders on how you can leverage all three to become stronger leaders through the uncertain times we are in and will continue to be in. In this first article, I will start with the topic of agility.

Embracing Agility: Leading Through Complexity?

In our rapidly changing world, the concepts of agility and adaptability have never been more critical. Leaders across all industries have been thrust into situations that demand quick thinking, swift action, and an unwavering ability to pivot. Reflecting on the past few years, it is evident that those who embraced agility survived and thrived amidst the chaos. At a recent Strategic Account Management Association (SAMA) conference, I was asked to run a workshop on cultivating our agility to navigate complex times. These are the insights I shared.?

During the pandemic, lives and work structures were turned upside down. Many turned to digital platforms like Zoom to stay connected, creating micro-communities that allow shared learning and support. These interactions revealed an inspiring level of agility as individuals and organizations adapted to unprecedented challenges.

One common theme emerged: the conditions that forced us to be agile—remote work, rapid technology adoption, reimagined business models—also provided a blueprint for thriving in the face of future uncertainties. If we could adapt so effectively under pressure, how can we harness that agility when circumstances are more stable?

The Five Types of Agility I Observed During the Pandemic

Understanding the different facets of agility can help leaders apply these principles more effectively. Here are five key types of agility I observed and heard about as I spoke to leaders during the pandemic. For each I provide an example. I am sure they will all be familiar to you, but it's worth deliberately noting how remarkably agile we all were.

1. Business Model Agility

The GM of a specialty retailer could no longer open its doors for business during the early days of the pandemic. To protect employee livelihood, they developed their website, eCommerce platform, and online marketing campaign. The result was a national expansion of their customer base and exponential revenue growth.

2. Execution Agility

A team planning to launch a virtual meeting platform and distributed computing environment within 18 months had to adjust when the timeline was unexpectedly shortened as everyone in the company moved to remote work. They pivoted quickly, ensuring quality and delivering on the new schedule of 10 days.

3. Communication Agility

Previously relying on face-to-face live presentations to close new business successfully, a strategic account manager needed help to engage their audience on video calls. On a particular call, noticing the audience's disengagement, they changed their approach, asking more questions, leveraging the chat feature, and calling for emoticons to ensure they stayed relevant.

4. Emotional Agility

On a team Zoom call, a leader noticed some members were uncharacteristically quiet or short in their responses while others were enthusiastic and energetic. The leader themselves was feeling a bit anxious and overwhelmed. They decided on the next call that before getting into the business, they would facilitate a dialogue on how people were doing in the new way of working and what practices they were implementing to help them manage their stress levels. This moment of team sharing and support shifted the team's emotional dynamic.

5. Learning Agility

During the pandemic, a number of organizations and educational institutions started hosting online conferences, panel discussions, and webinars. In addition, a number of new online courses and podcasts were launched. A leader that I spoke to took full advantage of this availability to expose themselves to various topics in digital transformation, economic recovery, crisis management, and diversity, equity, and inclusion. They also took the time during the week to journal what they learned from this new knowledge and their experiences on the job.

Why Agility Matters Now More Than Ever

While the pandemic crisis is over, the past few years have shown that agility is not just a valuable skill but a necessary one. Our teams and clients expect us to be adaptable as they face their own uncertainties. The traditional workforce model has shifted, with hybrid and remote work the norm. Leaders must be prepared to engage with their teams and clients in diverse ways, leveraging face-to-face and virtual interactions.

Agility also prepares us for future crises- another pandemic, a supply chain disruption, or an unforeseen technological change. By developing agility as a core skill, we build resilience and a competitive edge, ensuring that we can navigate any challenge that comes our way.

Developing Agility: A Continuous Process

Agility is not a one-time achievement but an ongoing process. It requires deliberate practice and reflection. Leaders can use tools I designed, like the Agility Action Plan, to set intentional goals, seek knowledge, apply new practices, and reflect on their progress. This cycle of learning and adaptation fosters a culture of continuous improvement.?

A Few Practical Ways to Develop Agility

In addition to the examples provided for each of the agility types, there are many practices you can implement to develop your agility further. Here are just a few that I have developed working with my leadership coaching clients:

Scenario Planning: Regularly engage in scenario planning to consider possible challenges that might arise as you plan everyday actions and brainstorm responses. For example, before delivering your next presentation, you could ask yourself, “What are the possible reactions of the audience? If they don’t agree or if my messages don’t resonate, what will I do?”

Seek Uncertainty: Develop comfort with ambiguity and uncertainty by signing up for an improvisational comedy workshop. These workshops are fun de-stressors and include games that require you to think quickly and adapt to other people’s ideas. By the way, this is one I have done myself and I highly recommend it.

Reflective Practice: Set aside time for regular reflection on your experiences, decisions and leadership practices. Keeping a journal or engaging in discussions with a coach or mentor can help you gain insights and learn from your experiences.

For Leaders Developing Agility is a Responsibility

As leaders, our agility sets the tone for our teams and organizations. By embracing agility, we enhance our ability to navigate complex times and model resilience and adaptability for those we lead. The goal is to emerge from every challenge stronger and more capable, ready to face whatever the future holds.

What actions can you take today to build a more agile and adaptable organization? How can you lead by example in embracing agility?

The journey towards agility is continuous, but the personal and professional rewards are immense. Together with our teams, we can thrive in times of complexity, turning challenges into opportunities for growth and innovation.