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Should you use Strategic Doing? Or Agile Leadership?

The Agile Strategy Lab at UNA is wrapping up two online courses that are the virtual version of the 2.5 day Strategic Doing practitioner training – one group is from throughout the globe, while the other group is members of a network addressing challenges in a particular community. The course has two parts – the first is asynchronous, and focuses on the “10 Skills of Agile Leadership,” using the Strategic Doing book and an accompanying workbook. The second part is four live sessions, the first of which was yesterday. This is a new format for the course – one more adjustment to the current pandemic environment. One conversation yesterday centered on the topic of when to use agile leadership (which is primarily an individual endeavor to enhance collaborative relationships) and when to use Strategic Doing (a structured group process).

There are several considerations, summarized in the graphic below – including the nature of the issue under consideration, the degree to which there is leadership buy-in, whether the issue requires a network, and the presence of a core team. There are many opportunities to use the skills of agile leadership, even if the full-blown Strategic Doing approach isn’t quite suited (or if the organization isn’t yet ready to embrace it). In fact, using the skills of agile leadership can often provoke conversations that lead to a decision to use Strategic Doing – it can be a “stealth approach” to introducing the discipline into an organization.

Interested in practitioner training, whether in-person or online? There are always plenty of upcoming opportunities.

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Liz Nilsen