How can you coach leaders to develop strategic agility in the digital age?

Strategic agility is the ability to anticipate, adapt and innovate in a fast-changing and uncertain environment. It is a crucial skill for leaders in the digital age, where disruption, complexity and volatility are the new normal. But how can you coach leaders to develop strategic agility and lead their teams and organizations to success? Here are some tips and techniques that can help you as an executive coach.

1 Assess their current level of strategic agility

The first step is to assess where your coachee is in terms of strategic agility. You can use various tools and frameworks, such as the Strategic Agility Canvas, the Agile Leader Profile, or the VUCA Prime model, to evaluate their strengths and gaps in four key dimensions: vision, understanding, clarity and adaptability. You can also ask them to reflect on their past experiences, challenges and outcomes, and how they approached strategic issues and decisions.

Add your perspective

Rajdeep D.
Report contribution
To cultivate strategic agility in the digital age, leaders must prioritize continuous learning & adaptability. Encourage them to embrace a growth mindset, fostering curiosity & openness to new ideas. Promote a culture that values experimentation & iteration, enabling quick adjustments based on feedback. Emphasize the importance of data-driven decision-making, leveraging technology for real-time insights. Foster cross-functional collaboration & diverse perspectives to enhance problem-solving. Encourage leaders to stay informed about emerging trends & technologies, fostering a proactive approach to change. Lastly, instill resilience, teaching leaders to view challenges as opportunities for growth & innovation in the dynamic digital landscape.

Like
Ing. Juan Márquez Nieto

Asesor de Organizaciones Empresariales, con el modelo conCIENCIA, bajo una visión deportiva con enfoque fútbolistico.
Report contribution
Objetivamente el "liderazgo" no existe en el universo empresarial y social, en donde se maneja como un mito, historias de dioses y heroes; en realidad es una actividad relacionada con ACTITUDES. El concepto de liderazgo recae en la organización dependiendo de la función correspondiente. El liderazgo objetivo recae en la administración de personal o en la operatividad Sí no se tiene TÉCNICA operativa o administrativa no habrá desarrollo TÁCTICO para el trabajo. Por lo tanto no hay ESTRATEGIA, y el ENTORNO nos dominara. Resumiendo sin TÉCNICA no hay TÁCTICA, ni ESTRATEGIA y por lo tanto el entorno nos dominará. Abordar el tema en cuestión reconociendo que hay 4 actitudes: PASIVA, REACTIVA, ACTIVA y PROACTIVA. Las 2 primeras son nocivas

Translated

Like

2 Challenge their assumptions and mental models

The next step is to challenge your coachee to question their assumptions and mental models that may limit their strategic thinking and action. You can use powerful questions, such as "What if...?", "How might...?", or "What are you not seeing...?", to stimulate their curiosity, creativity and critical thinking. You can also use scenarios, simulations, or case studies to expose them to different perspectives, contexts and possibilities.

Add your perspective

Ing. Juan Márquez Nieto

Asesor de Organizaciones Empresariales, con el modelo conCIENCIA, bajo una visión deportiva con enfoque fútbolistico.
Report contribution
Lo siguiente es evaluar la actitud que me gobierna PASIVA, REACTIVA, ACTIVA o PROACTIVA Transitamos entre 1 y 2 por el resto de la vida regularmente Racionalmente pasar al 3 para llegar al 4 1 PASIVAS DeficientesIneficaces Viven estresadas y son incomprendidas Frases son: ¡Me haces daño!, ¡No me ayudas!, ¡En el trabajo no aprecian mis logros!, ¡Me haces sentir mal (bien, feliz)!, etc 2 REACTIVAS DeficientesEficaces Obsesionados por el resultado inmediato, persigue el objetivo organizacional ciegamente. Son agresivos 3 ACTIVO Eficientes Hace lo que se le pide, busca aprender y aplicar soluciones, con métodos 4 PROACTIVO EficientesEficaces Hace más de lo que se espera, con anticipación, sin afectar negativamente al sistema donde pertenece

Translated

Like

3 Encourage them to experiment and learn

The third step is to encourage your coachee to experiment and learn from their actions and feedback. You can help them design and implement small-scale tests, pilots, or prototypes that allow them to validate or invalidate their hypotheses, assumptions and ideas. You can also help them create and use feedback loops, such as surveys, interviews, or analytics, to measure and monitor their results and learnings.

Add your perspective

4 Support them to collaborate and communicate

The fourth step is to support your coachee to collaborate and communicate effectively with their stakeholders, such as customers, employees, partners, or investors. You can help them build and leverage networks, alliances, and communities that can provide them with insights, resources, and support. You can also help them communicate their vision, goals, and actions clearly, persuasively, and transparently, and invite feedback, input, and engagement.

Add your perspective

5 Help them to cultivate a growth mindset

The fifth step is to help your coachee cultivate a growth mindset that enables them to embrace change, uncertainty, and failure as opportunities for learning and improvement. You can help them develop a positive attitude, a resilient spirit, and a continuous improvement mentality. You can also help them recognize and celebrate their achievements, learnings, and progress, and acknowledge and address their challenges, mistakes, and gaps.

Add your perspective

6 Review and revise their strategy

The final step is to review and revise their strategy based on their learnings, feedback, and outcomes. You can help them assess the impact and value of their actions and experiments, and identify what worked, what didn't, and why. You can also help them adjust and refine their vision, goals, and actions accordingly, and plan for the next steps and cycles.

Add your perspective

7 Here’s what else to consider

This is a space to share examples, stories, or insights that don’t fit into any of the previous sections. What else would you like to add?

Add your perspective

How can you coach leaders to develop strategic agility in the digital age?

1

2

3

4

5

6

7

1 Assess their current level of strategic agility

2 Challenge their assumptions and mental models

3 Encourage them to experiment and learn

4 Support them to collaborate and communicate

5 Help them to cultivate a growth mindset

6 Review and revise their strategy

7 Here’s what else to consider

Executive Coaching

Rate this article

Thanks for your feedback

More articles on Executive Coaching

More relevant reading

How can you coach leaders to develop strategic agility in the digital age?

1

2

3

4

5

6

7

1 Assess their current level of strategic agility

2 Challenge their assumptions and mental models

3 Encourage them to experiment and learn

4 Support them to collaborate and communicate

5 Help them to cultivate a growth mindset

6 Review and revise their strategy

7 Here’s what else to consider

Executive Coaching

Rate this article

Thanks for your feedback

Explore Other Skills