Photo by Lorenzo Moschi on Unsplash
Agility precedes survival and sustainability. It’s an emergent property not a set of practices. It’s enabled by all we think, say and do. Agility is seen by others in our ability to respond to change.
On the inside, leaders have a deep responsibility for the response-ability of their enterprise.
Response-ability comes with high demands.
Intelligence: Leaders comprehend their business in its anatomy, physiology, psychology, and sense making abilities to the same degree a doctor knows how humans function and survive.
Intent: Leaders make their intentions known leaving no doubt what head-mark everyone uses for all decisions and actions.
Dynamics: Leaders give people the power and boundaries to respond to change. Power and decision rights are transparent. Self-interests are surfaced.
Alert. Leaders create algedonic circuits (like nervous systems) alerting breaches of thresholds and triggering responses. Too much of a good or bad thing in any part risks survival of the whole.
Assure. Leaders assure the efficacy of adaptations for the good health of the enterprise.
It’s a good time to reset, look inside and integrate our five response-abilities.
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