Reading is fun. But not every book is really worth reading it – especially when it comes to business books. Therefore I already started the “Book of the Week” Series, where I share comprehensive abstracts on my favourite books.
Now I want to start another series called: “Business Books” – featuring information on books in a more compact way. Today I would like to present you “Leadership Agility: Five Levels of Mastery for Anticipating and Initiating Change”, by Joiner and Josephs (2007).
Leadership Agility provides real-world scenarios mined from three decades of consulting, coaching, and leadership training in the United States and Canada, the keys to the leadership kingdom. According to authors Bill Joiner and Stephen Josephs, being a leader in the 21st century business world isn’t easy. Today’s global economy is dynamic, uncertain, and ever-changing.
What leaders need in these turbulent times, offer the authors, is agility – the ability to anticipate and adapt to rapidly changing conditions. In Leadership Agility, Joiner and Josephs provide, through real-world scenarios mined from three decades of consulting, coaching, and leadership training in the United States and Canada, the keys to the leadership kingdom. Designed for managers in all economic sectors, from business, government, and non-profit organizations to academia and religious institutions, Leadership Agility shows that lithe leadership can be mastered through a two-step process.
First, one must identify their current level of agility. Second, one can then begin to practice new behaviors that will take them to the next level. In Leadership Agility, Joiner and Josephs outline, through real-world scenarios mined from a combined three decades of consulting, coaching, and leadership training experience in the United States and Canada, the keys to the leadership kingdom. Designed for managers at all points on the business spectrum, from government to nonprofit, professional firms to academia and religious institutions, Leadership Agility divides the achievement of masterful, lithe leadership into essentially a simple two-step process.
First, one must discover where they lie on the spectrum of Leadership Agility. And second, one should then advance their position up the ranks, toward active, agile leadership success. As a professional—and a person—one’s place on the developmental continuum is defined by the way one handles pivotal decisions and interactions, conducts high-impact initiatives and, simply, reacts to the world around them. Assessment of these specifics defines a person as residing on one rung of the developmental ladder or another—ranging from Conformer and Expert on the low end, to Achiever, Catalyst, Co-Creator, and Synergist, on the high end.
The point, say Joiner and Josephs, is to know where you stand on the path to Leadership Agility, but continually draw inspiration from the actions of this elite few—and always attempt, wherever your station, to climb to the next.