Agile is the buzzword of the moment. The necessity of developing agile organisations, agile teams and, in reality, an agile mindset has been infused in today’s most successful business models.
That is because agile enables organisations to cope with constant change. It allows them to thrive and grow in an environment that is increasingly unpredictable and complex. Agile teams can stay ahead of competition because they embrace stress speed, learning and development, experimentation and resource adaptability.
So, how can associations steeped in tradition, adapt their leadership model – and consequently their operations – to become more agile?
An agile leader has adopted a new way of working, thinking and feeling. It is a way of continuous communication, ability to reinvent, flexibility and above all, openness to change.
In the era of globalisation and new technologies, customers are presented with numerous choices. With the click of a button they can immediately find reliable information about those options and connect with other customers to gain further insights.
Just like that, today’s customer expects instant, personalised value. Therefore, the primary mission of every association should be to add value to its customers and then reap the benefits of customer satisfaction and engagement.
Day-to-day operations are crucial for the short-term road map. However, agile leadership means that the long-term path becomes a greater priority. People who operate with a long-term thinking mindset, look a few years into the future and don’t get pulled into every day administrative procedures.
Every big decision goes under scrutiny
Being busy managing existing business, gives little time to think about any bigger changes in the direction of an association. But, when it comes to greater ideas that could redirect the whole association, there are certain elements that need to be assessed.
First of all, originality. A differentiated idea, rather than a me-too offering can take the association a long way. Second, scale. The ideas may vary in quantity and quality, so it is important to put energy on an idea that would work and that would have substantial return on investment.
To become sustainable, let alone stand out from competition, associations must learn to embrace the new reality; the time of agile.
If you are an association looking for insights on Leadership Management, Operations Management, Volunteer Engagement, Board & Committee Management, contact MCI US President for Association Solutions, Erin Fuller at Erin.Fuller@mci-group.com.
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