Be Agile or Be Fragile
Aitken Leadership Practice Diagnsotics

Overview

Instilling appropriate leadership behaviour and a flourishing workplace culture are perennial challenges facing all organisations in a disruptive world.

‘Leadership Agility 12 Practices’ and ‘Four Stage Agilityship Improvement Methodology’ is used to diagnose the exact nature of your workplace issues and how to turn them around for the benefit of managers, teams and the whole organisation.

 

Reflect Practices (Why?) 

Leaders will think differently, drive innovation and create clear strategies out of complexity. They will influence and shape their environment focusing others where it counts to drive change and deliver stakeholder outcomes.

Indicators of success are that leaders will: ­

  • Keep up to speed with policy changes and stakeholder demands, new ideas and thinking – and help those they lead to do the same. ­
  • Use this understanding to identify issues or trends, spot opportunities arising both in the short and long term and inform their strategy and influencing.
  • Build a shared and compelling sense of purpose and future vision across those they lead.­

Replenish Practices (What?)

Leaders will challenge the status quo, setting ambitious goals and making them happen. They will drive the delivery of outcomes with pace, confidence and agility whether working with providers, employees or other stakeholders.

Indicators of success are that leaders will:

  • Use business data to manage their service, making the most efficient and effective use of people resources based on a clear analysis of risks, cost, quality, value and benchmark comparisons.
  • Create a culture of innovation and risk management, rather than risk aversion, enabling others to confidently take calculated risks without blame if things go wrong.
  • Set challenging goals and stay focused in the short-medium term, although remain agile over the long term.

Refocus Practices (How?)

Leaders inspire trust and commitment and enable their employees, peers and partners to be the best they can be.

Indicators of success are that leaders will: ­

  • Help those they lead to understand the vision and direction and their role within it, in a way that is meaningful to them. ­
  • Set the tone for how others work together, establishing positive, respectful and empowering ways of working.
  • Create a culture of continual learning, enabling those they lead to step back from the day to day to reflect on new ideas/issues/successes, to challenge and share ideas for doing things differently.

Reward Practices (End Result)

Leaders inspire trust and commitment and enable their employees, peers and partners to be the best they can be.

Indicators of success are that leaders will: ­

  • Will give difficult messages (constructively) or stand by tough decisions even when it is difficult to do so. ­
  • Build connections, a shared understanding of needs and goals, and collective commitment to them across partners, to help create joined up solutions which deliver high value and positive outcomes for all stakeholders.
  • Manage relationships and partnerships for the long term – sharing information, building trust, constructively tackling conflict and finding win/win solutions to further disruption and on-going performance challenges.

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