Agile Leadership: Playing to Your Strengths
The “Agile Manifesto” was published more than a decade ago, but agile leadership is here to stay. Originally designed to help leaders create better software, the manifesto emphasizes the importance of individuals and interactions, working products developed in an iterative approach, customer collaboration and responding to change (Agile Manifesto, 2001).
Agile leadership calls on a different set of skills than traditional, plan-driven, top-down leadership does. For example:
- Flexibility and Openness to Ambiguity: Needed to work effectively in fluid environments, where change is embraced as a form of progress
- Collaboration and Communication: Needed to truly connect with other people to discover their driving needs and motives
- Team Facilitation: Needed to both build and develop agile teams that truly own problems and that can advance solutions
- Risk Tolerance: Needed to be able to quickly assess possible risks and possible outcomes, without stress or fear taking over
- Results Oriented: Needed to identify “quick win” outcomes that can then be enhanced over time
For leaders making the transition to agile approaches, it can be useful to complete a personality assessment to reflect on where your strengths most lie. Some people are good at managing the people side of agile, but have a harder time seeing the upside of risk. Others love the immediacy of agile problem solving, but can hurt relationships and team dynamics in the process.
Assessments designed to inventory your strengths provide a great mirror, helping you learn about yourself. Two good examples of these assessments are the Gallup StrengthsFinder and the Strength Deployment Inventory’s Strengths Portrait™. Both focus on helping see which strengths come to you most easily, and which ones you may have a harder time accessing in yourself. These assessments work best when you apply the insights to develop an action plan to keep you grounded in an agile world.
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How to Manage Remote Employees
- CEU: 0.6
- CPE: 6
- HRCI: 5.5
- PDC: 6
Team Training - Virtual or In-person
Criticism & Discipline Skills for Managers and Supervisors
- CEU: 0.6
- CPE: 6
- HRCI: 5.5
- PDC: 6
Virtual Seminars:
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Dec 18
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Jan 8
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Jan 16
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+ 7 more dates
Managing with Assertive Confidence
- CEU: 0.6
- CPE: 6
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Dec 12
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Dec 18
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Jan 10
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+ 3 more dates
Leadership, Team-Building and Coaching Skills for Managers and Supervisors
- CEU: 0.6
- CPE: 6
- HRCI: 5.5
- PDC: 6
Virtual Seminars:
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Dec 5
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Dec 9
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Dec 11
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- Dec 4, Bloomington, MN
- Dec 11, Nashville, TN
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Facilities Management - A 2-Day Comprehensive Course
- CEU: 1.2
- CPE: 12
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Dec 9-10
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Dec 11-12
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Dec 19-20
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Management & Leadership Skills for New Managers and Supervisors (2-Day)
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- CPE: 12
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Dec 5-6
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Dec 9-10
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Dec 18-19
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- Dec 10-11, Orlando, FL
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Be the Manager Your Employees Want to Follow
- CEU: 0.6
- CPE: 6
- PDC: 6
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Dec 11
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Dec 19
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Jan 8
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The Indispensable Office Manager
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- CPE: 6
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Dec 17
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Jan 7
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Jan 16
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A Crash Course for the First-Time Manager or Supervisor
- CEU: 0.6
- CPE: 6
- HRCI: 5.5
- PDC: 6
Virtual Seminars:
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Dec 4
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Dec 5
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Dec 10
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+ 26 more dates
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- Dec 4, Houston, TX
- Dec 5, Phoenix, AZ
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How to Supervise Bad Attitudes and Negative Behaviors
- CEU: 0.6
- CPE: 6
- HRCI: 5.5
- PDC: 6
Virtual Seminars:
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Dec 5
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Dec 10
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Dec 18
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How to Supervise People
- CEU: 0.6
- CPE: 6
- PDC: 6
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Dec 5
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Dec 11
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Dec 17
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The Management Conference
- CEU: 1.2
- CPE: 12
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Dec 5-6
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Dec 10-11
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Dec 16-17
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Transitioning to Supervisor
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- CPE: 6
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Dec 5
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Dec 10
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Dec 11
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In-Person Events:
- Jan 15, Anaheim, CA
- Jan 16, San Diego, CA
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How Managers Become Great Leaders
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- CPE: 6
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Dec 12
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Dec 13
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Dec 18
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- Mar 18, Sacramento, CA
- Mar 19, San Jose, CA
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How to Bargain & Negotiate with Vendors and Suppliers
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- CPE: 6
- HRCI: 5.5
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Jan 8
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Jan 13
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Jan 24
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