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An agile leader deliberately manages complexity.
True
False
Right !
People who constantly try to overcome complexity through pointed management are likely to end up burnt out. The general uncertainty and volatility of any business environment makes it impossible to fully predict the consequences of all your decisions. That is why it is tough to provide your team with straightforward, unwavering direction. You have no real choice in this matter, but instead of trying to keep a firm handle on complexity, you would do better to learn to navigate it. The agile leader is very much a part of the world around him or her! He or she encourages the expression of varying viewpoints and makes a practice of actively listening to engage the team, garner new insights, and uncover new opportunities. Remain open to your environment as a whole to increase the likelihood of win-win solutions for all stakeholders.
Wrong !
People who constantly try to overcome complexity through pointed management are likely to end up burnt out. The general uncertainty and volatility of any business environment makes it impossible to fully predict the consequences of all your decisions. That is why it is tough to provide your team with straightforward, unwavering direction. You have no real choice in this matter, but instead of trying to keep a firm handle on complexity, you would do better to learn to navigate it. The agile leader is very much a part of the world around him or her! He or she encourages the expression of varying viewpoints and makes a practice of actively listening to engage the team, garner new insights, and uncover new opportunities. Remain open to your environment as a whole to increase the likelihood of win-win solutions for all stakeholders.
Having to adapt means you have already lost the race.
True
False
Right !
Indeed it does. Why speak of “adapting” to changes when, by definition, there is nothing truly static, tangible, or lasting to adapt to? Adapting to change is like running after your shadow, and you’ll exhaust yourself trying to catch it. Instead, try to reconsider your management methods on a daily basis. An agile leader should not be adapting, but rather innovating, inventing new ways of doing things, and driving a culture of continual innovation.
Wrong !
Indeed it does. Why speak of “adapting” to changes when, by definition, there is nothing truly static, tangible, or lasting to adapt to? Adapting to change is like running after your shadow, and you’ll exhaust yourself trying to catch it. Instead, try to reconsider your management methods on a daily basis. An agile leader should not be adapting, but rather innovating, inventing new ways of doing things, and driving a culture of continual innovation.
An agile leader is able to simplify complex issues.
True
False
Right !
Yes, agile leaders are able to makes things that seem (or truly are) complex simple, because complex does not have to be tantamount to complicated. Maintain your focus on results and strive to effectively communicate this to your teams. The best way to do so is to concentrate on specific goals. You must make it easy for the people on your team to understand their mission and the specific role they must play to reach the collective goal. Follow these guidelines.
- Set goals and express them in a concise manner. Repeat them often and in a variety of circumstances.
- Have your team concentrate on the least number of goals possible and stress milestones.
- Keep track of progress and get team members involved in doing the same.
- Set goals and express them in a concise manner. Repeat them often and in a variety of circumstances.
- Have your team concentrate on the least number of goals possible and stress milestones.
- Keep track of progress and get team members involved in doing the same.
Wrong !
Yes, agile leaders are able to makes things that seem (or truly are) complex simple, because complex does not have to be tantamount to complicated. Maintain your focus on results and strive to effectively communicate this to your teams. The best way to do so is to concentrate on specific goals. You must make it easy for the people on your team to understand their mission and the specific role they must play to reach the collective goal. Follow these guidelines.
- Set goals and express them in a concise manner. Repeat them often and in a variety of circumstances.
- Have your team concentrate on the least number of goals possible and stress milestones.
- Keep track of progress and get team members involved in doing the same.
- Set goals and express them in a concise manner. Repeat them often and in a variety of circumstances.
- Have your team concentrate on the least number of goals possible and stress milestones.
- Keep track of progress and get team members involved in doing the same.
The agile leader is adept at multi-tasking.
True
False
Right !
Nothing is less effective than jumping from one matter to the next, trying get involved in everything, and making “to do” lists for your teams. Contrary to popular belief, efficient management is the exact opposite of spreading yourself too thin. You are not there to do business tasks but to ensure they are done. Agile leaders (and skillful managers) are not policeman but leaders capable of inspiring people to take personal responsibility for the business and to deal with the consequences of their actions.
Wrong !
Nothing is less effective than jumping from one matter to the next, trying get involved in everything, and making “to do” lists for your teams. Contrary to popular belief, efficient management is the exact opposite of spreading yourself too thin. You are not there to do business tasks but to ensure they are done. Agile leaders (and skillful managers) are not policeman but leaders capable of inspiring people to take personal responsibility for the business and to deal with the consequences of their actions.
Above all, agile leaders possess “business” intelligence.
True
False
Right !
The term “above all” is disturbing! An agile leader is a visionary who seizes opportunities, makes bold decisions, and understands situations in their entirety. But that is not enough. Business intelligence must be completed with solid functional intelligence, implying the ability to manage the team and ensure the job gets done. The risk would be to go forward at all costs, even if it means leaving your ethics at the door or being reckless. The more adept people become in their model of intelligence, the stronger their perceptual filters become, thereby reducing the scope of their thinking and decision-making skills. However, the current age, which is marked by uncertainty, needs leaders who are capable of being both experts and visionaries, so they can grasp reality without filters. In other words, leaders who can demonstrate practical wisdom.
Source: From Smart to Wise by Navi Radjou & Prasad Kaipa, Jossey Bass 2013
Source: From Smart to Wise by Navi Radjou & Prasad Kaipa, Jossey Bass 2013
Wrong !
The term “above all” is disturbing! An agile leader is a visionary who seizes opportunities, makes bold decisions, and understands situations in their entirety. But that is not enough. Business intelligence must be completed with solid functional intelligence, implying the ability to manage the team and ensure the job gets done. The risk would be to go forward at all costs, even if it means leaving your ethics at the door or being reckless. The more adept people become in their model of intelligence, the stronger their perceptual filters become, thereby reducing the scope of their thinking and decision-making skills. However, the current age, which is marked by uncertainty, needs leaders who are capable of being both experts and visionaries, so they can grasp reality without filters. In other words, leaders who can demonstrate practical wisdom.
Source: From Smart to Wise by Navi Radjou & Prasad Kaipa, Jossey Bass 2013
Source: From Smart to Wise by Navi Radjou & Prasad Kaipa, Jossey Bass 2013
The agile leader listens to the collective intelligence.
True
False
Right !
This is true. Agile leaders consider the world not only from their own standpoint, but also from other perspectives, because they must be able understand multiple points of view surrounding an issue and consider ideas from a variety of sources. Functional smart leaders avoid taking risks, side-stepping situations they cannot control, whereas business smart leaders may get fired up about the seemingly brightest and most promising idea without stopping to ask whether it is also the most ethical. The middle ground, the path of agility, requires you to combine caution, intuition, and a holistic approach (taking account of both the context and your experience) and to call on the wisdom of others. The agile leader does not hesitate to call on the wisdom of others, a prerequisite for pursuing multiple transitory competitive advantages simultaneously.
Source: From Smart to Wise by Navi Radjou & Prasad Kaipa, Jossey Bass 2013
Source: From Smart to Wise by Navi Radjou & Prasad Kaipa, Jossey Bass 2013
Wrong !
This is true. Agile leaders consider the world not only from their own standpoint, but also from other perspectives, because they must be able understand multiple points of view surrounding an issue and consider ideas from a variety of sources. Functional smart leaders avoid taking risks, side-stepping situations they cannot control, whereas business smart leaders may get fired up about the seemingly brightest and most promising idea without stopping to ask whether it is also the most ethical. The middle ground, the path of agility, requires you to combine caution, intuition, and a holistic approach (taking account of both the context and your experience) and to call on the wisdom of others. The agile leader does not hesitate to call on the wisdom of others, a prerequisite for pursuing multiple transitory competitive advantages simultaneously.
Source: From Smart to Wise by Navi Radjou & Prasad Kaipa, Jossey Bass 2013
Source: From Smart to Wise by Navi Radjou & Prasad Kaipa, Jossey Bass 2013
Agile leaders are essentially on their own.
True
False
Right !
You rose through the ranks to become a leader through your willingness and ability to take on problems and provide solutions. People both above and below you are expecting, and prefer, that to continue. Is it viable in the world today? According to BCG specialists, it is not. No one person can effectively come up with answers to all of his or her organization’s problems. And no one can know it all. Remember to delegate appropriate matters to members of your team, and give people room to come up with effective responses. Such delegation will increase your agility as a decision maker, and it is likely to increase engagement within your team. One again, trust is a far better option than micro-management.
Source: “Winning Practices of Adaptive Leadership”, BCG, April 2012
Source: “Winning Practices of Adaptive Leadership”, BCG, April 2012
Wrong !
You rose through the ranks to become a leader through your willingness and ability to take on problems and provide solutions. People both above and below you are expecting, and prefer, that to continue. Is it viable in the world today? According to BCG specialists, it is not. No one person can effectively come up with answers to all of his or her organization’s problems. And no one can know it all. Remember to delegate appropriate matters to members of your team, and give people room to come up with effective responses. Such delegation will increase your agility as a decision maker, and it is likely to increase engagement within your team. One again, trust is a far better option than micro-management.
Source: “Winning Practices of Adaptive Leadership”, BCG, April 2012
Source: “Winning Practices of Adaptive Leadership”, BCG, April 2012
The agile leader increases financial performance
True
False
Right !
Yes!!! A BCG Strategy Institute study of 2,217 American companies reveals a strong correlation between the traits of agile leadership and financial performance.
Source: “Winning Practices of Adaptive Leadership”, BCG, April 2012
Source: “Winning Practices of Adaptive Leadership”, BCG, April 2012
Wrong !
Yes!!! A BCG Strategy Institute study of 2,217 American companies reveals a strong correlation between the traits of agile leadership and financial performance.
Source: “Winning Practices of Adaptive Leadership”, BCG, April 2012
Source: “Winning Practices of Adaptive Leadership”, BCG, April 2012
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