Transforming Leadership: The Agile Journey to Future-Proof Your Organization

I just spent a really helpful and informative two days attending the 2024 Agile Business Awards Conference. So what did I learn?

• Firstly, there are a lot of good people doing Agile in their organisations, and they are getting great results through it
• Secondly, it is easy to underestimate the effort required in bringing about the culture change required to prepare organisations for the future that is coming - particularly at the leadership level
• Thirdly, you cannot just 'buy in' transformation - you have to undergo it!

Embracing the Reality of Agile Transformation

This last point may seem obvious at an intellectual level, and so we are inclined to dismiss it. But the reality is that just because we ACCEPT the logic, does not mean that we are PREPARED for the reality. The fact is, if we succeed in bringing about transformation, it will be because we are no longer the same people who started out on the journey. And that reality is something which is painful, disorienting, threatening, difficult ... and, sadly, avoidable - but only at the cost of failure.

The discussions around the conference, particularly in the networking sessions, did much to illustrate just how frequently established leadership teams fail to grasp this point. Often, their members individually believe that they are already most of the way to 'where they need to be' - and 'where they need to be' was where they were heading anyway. Many inherently believe, without really challenging it, that the bulk of the transformation clearly applies to their people. After all, it is the junior roles that change through Agile - the senior roles just need a bit of adjustment, don't they?

Leadership at the Heart of Agile Change

Actually, for sustainable and transformative success, the biggest transformation takes place in the senior layers and in the middle management. It is they who, more than anyone else, have to:

• Abandon practices that have underpinned their confidence and success
• Adopt new responses that are alien to them, and bring fear of what might emerge
• Become vulnerable to the politics and demands that, for the present, remain in the organisation
• Think much more deeply around unfamiliar discussions as they try to draw out answers from others
• Even shed their identity to adopt titles which no longer bring the kudos they once had
• Trust that the others around them will respond positively and not take advantage

The Human Side of Agile Leadership

But, as they do this, the majority will be rewarded by seeing new levels of humanity and relationship form around them. A new energy, and feeling of belonging and being appreciated in a different way.

Nevertheless, the fears are not unfounded, so for some they will find that what they feared comes to pass. And while it is true that they have not actually failed until they give up, and that in not giving up, they can get it all to work, there are still some for whom it is too big an ask.

Illustrating Innovative Leadership

However, there is a new generation of leaders emerging for who this transformed 'leadership' is increasingly part of the way they think. They embrace the adventure of new ideas and evolving insights - experimenting not just with their organisations, but also with themselves and their role. Creating a new vision of what an empowered organisation looks like and what it can achieve.

In reflecting on this, I was particularly blessed by the presentation of Thuria Wenbar from the start-up Evaro, and the level of enthusiasm, openness, humility, insight and sheer objectivity she brought to her session.

The Urgency of Organizational Transformation

Now, I have no way of knowing whether Evaro will be a success as a result? - start-ups are always an experiment in feasibility. But what I am sure of is that, with this approach, if it can be a success, it will be a success. And if it cannot, then the leadership will spawn into other projects that can be. And their leadership ideas and attitudes will outperform anything that is rooted in older styles of leadership.

Which basically means, if we want our organisations to compete with whatever they, and their ilk, eventually create, it would be good to start our own transformation while we still have the chance to level the playing field.

@agilebusiness #AgileTransformation #Leadership #BusinessAgility #AgileLeadership #FutureOfWork

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