KB 28 Transforming Leadership & Agile

a human resource newsletter KNOWLEDGEBEANS

issue no 28 | November 2010

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In today’s corporate world driven by the pursuit of success, one needs to be not only fit but fast too, to be able to survive. Therefore, agile leadership is the need of the hour. Thus, we have this constant need of leaders who can drive teams and projects towards success and also be in sync with the dynamic rapid changes around them. A leader, who has the ability to be swift in his ways of thinking, will always have a motivated team under him. With his agile attitude, he can create an atmosphere brimming with high expectations thus ensuring higher individual performance without the underlying fear of failure. He will be able to drive a team to deliver successful projects and produce agile teams working on agile projects. Such agile teams will always be innovative, ready to take up new challenges, and deliver under most adverse situations. I believe an organization is as good or bad as its people and so is a team as good or as bad as its leader. So my vote goes for the agile leader who is going to be the creator of a new breed of curious and thinking individuals who are always ready for the challenge under his leadership. I would like to conclude by saying that we definitely need to wake up to a whole new dawn with renewed vigour and alertness lest we stagnate in the tardiness of yesterday. As Agile leadership is all about adapting to different situations and getting the results through the team, the leadership basics have to be very clear. However, before I talk about leadership essentials for Agile I would like to discuss the traps that will not permit the Manager to act as an Agile Leader: Trap 1: Things cannot happen without me: This is a classic situation all well groomed technical managers get into. They love control and want to be hands on. They are driven by distrust and insecurity and are therefore involved in all activities. Trap 2: Ineffective delegation: Responsibilities are defined and limited authority is given to team. This results in teams depending on the manager. Agile process thus fails. BUILDING AGILE COMPETENCIES FOUNDER’S NOTE

Niket Karajagi

Niket Karajagi is the founder director of Atyaasaa Consulting Private Limited, Pune which contributes to top corporate brands globally. He is an established international management consultant and an innovative human resource trainer

with niche areas of expertise & contributions. Niket is an authority on creativity & innovation, emotional intelligence and statistical methodologies apart from his operations background in understanding of management processes.

Trap 3: Personal insecurity: Sees personal status diminishing.

It is thus important to overcome the above through leadership competence that needs to be developed. The competencies are listed below.

1. Altering leadership style based on situations: a Hands on: Only during crisis

b. Collaborative: During grooming for critical objectives and induction c. Non Directive Coach: For all controlled challenges and routine work d. Reviewer: A very strong attribute to keep the project in control

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