Addressing the agile-inclusion paradox
The situations that most demand agile working are likely to make leaders shut down and become blinkered, the very opposite of being inclusive. So how, if one genuinely wants to be an inclusive and agile leader, does one go about it?
Technology has dramatically changed the pace of business and speed is now essential to customer intimacy. Firms need metrics that track metabolic rate as well as scalability. The solution is AGILE methodologies.1 At the same time, the changing demographics of the workforce coupled with evidence that shows more diverse teams lead to more innovation has put Diversity and Inclusion (D&I) front and center, along with the fact that the 21st century leaders need to facilitate and drive outcomes from diverse workforces.2 As a result, there has been a constant pressure on leaders to examine themselves and evolve quickly, and change their leadership playbooks. While historically leadership has been about learning, doing and succeeding in a hierarchical context, today it is about leading a network of teams structured around mission-critical roles. This requires different skills like faster relationship building, influence over control, and clearer expression of values and behaviors. It also r...
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