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3D leadership: the 3 dimensions of an agile leader

3D leadership: the 3 dimensions of an agile leader

When transforming an organization, one of the key steps is reviewing the leadership style. Are your leaders willing to change and ready to drive the change that is needed? Do they have the self-leadership capacity, the ability to inspire people, and the skills to generate results? In this article, we will explore the three dimensions of agile leadership, and how to develop them.

Introduction to agile leadership

 

Have you ever met people in hierarchical positions without the necessary skills to lead? Or junior analysts with a strong capacity to drive results even when they don’t have any formal authority?

Leadership does not necessarily come with the position or role that a person occupies in a certain organization. What defines a leader is his or her capacity for impact and influence.

  • Impact: In order to be agents of change and transformation.
  • Influence: To be able to do it through the hands of others and thus enhance the impact of change.

 

Agile leadership implies the ability to co-create an emerging future and, at the same time, take charge of the responsibility that this entails. And, for this, leadership must be developed in 3 dimensions:

  • self-leadership
  • people leadership
  • results leadership

 

Keep reading and learn the key concepts of each dimension that will help develop yourself as a leader in the three levels.

Self-leadership

 

If you want to be an agent of change and transformation, the first thing you need to do is transform yourself as a leader. Why? Because it is impossible to lead others if you are not capable of leading yourself first.

Self-leadership means increasing your level of consciousness. Getting to know yourself, understanding why you do what you do, and, finally, being able to modify what does not contribute to being the leader you aspire to be.

Self-leadership is, above all, the ability to decide who you want to be in each of your actions.

People leadership

 

This is the social being level, which comprehends the ability to bond and connect with others. People leadership implies vindicating a very undervalued dimension in the organizational world: the emotional one. Inspiring and motivating are inherently emotional skills, as they engage others to act from a place different from reason.

Therefore, the key competencies to be facilitators of change through others are emotional in themselves: coherence, trust, listening skills, and empathy.

Above all, being a people leader is knowing your collaborators, making them feel different, and inspiring their actions.

Results leadership

 

Leading results means adopting a proactive attitude, owning the decisions you make, and taking charge of what may result from them. And, above all, it is also leading others to assume the same attitude.

Results leadership is directly associated with the ability to generate accountability. There is no agility without responsibility for results. And this responsibility is necessarily a shared responsibility.

Results leadership needs an agile leader who knows how to delegate and lead his or her team in a way that the delivery of value always comes first, even over the plan.

Conclusions

 

Transformation and agile leadership go hand in hand. Leaders need to be the first to transform and lead change. And this transformation must occur on three levels.

Self-leadership is the capacity to see yourself and decide who you want to be as a leader in each of your actions. It is the ability to enhance those aspects of your personality that will help you to be a more effective leader.

People leadership, on the other hand, is the ability to generate impact and influence. It is what will allow you to inspire your collaborators, and the first step is to know them and empathize with them.

Finally, results leadership implies generating autonomous teams, aligned with the vision of the organization and responsible for the results.

3D leadership involves a holistic approach of the leader that understands him as a person, as an agent of change, and as a people manager so that he can achieve results in an agile and sustainable way.

Authors: Macarena Bacigalupo y Carolina Sordelli

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