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Typical methods for project management are very sequential. Follow one step and then the next and so on. This model is linear and straightforward for people to understand, and it’s fine to use when the user requirements and scope are fixed and everyone is on the same page. The booming software industry threw a wrench into this linear model, and now an agile method is required - one that can adjust to market conditions or a client’s needs immediately.
A VUCA world is one that is Volatile, Uncertain, Complex, and Ambiguous. For businesses and leaders, this means technology is rapidly changing, consumer demand is all over the place, and economic conditions can go from icy cold to red hot in a matter of minutes. A leader without agility cannot hope to keep up when these situations exist.
Agile leaders must constantly assess and reassess what they are doing and determine if they have the skills required to meet the needs of the organisation. A modern workforce cannot be static and resistant, but instead should be flexible and ready to make changes.
Learning agility means to learn, de-learn, and relearn all
Leaders who are agile are lifelong learners. The very notion of being agile means being able to quickly adjust the mindset to pursue a goal in a different manner, which often requires learning (or relearning) information. Individuals with high levels of agility are intelligent, spontaneous, and they don’t let the ego do all the talking.
Agility supports an entrepreneurial spirit and an environment that people like and trust more. People feel allowed to trust their instincts, and to be spontaneous and energetic. Increased agility can also positively impact the bottom line, as product development time decreases as innovation and agility increase. Workers who are happy translate into happy clients and customers.
Being more aware and stepping out of the limelight once in a while is key for agile leaders seeking to create an atmosphere of learning. Increasing the agility capacity of the brain is possible with an improved understanding of how the mind functions. An adaptable brain is a healthy brain, and a healthy brain is the foundation for effective leadership.
Saxe GN, Calderone D, Morales LJ. Brain entropy and human intelligence: A resting-state fMRI study. Stamatakis EA, ed. PLoS ONE. 2018;13(2):e0191582. doi:10.1371/journal.pone.0191582.
These Stories on Agility
Founder & CEO
About my Brain Institute
Scientist, educator, author, speaker, coach, award-winning leadership specialist, filmmaker and creator of the i4 Neuroleader Model & Methodology.
Silvia's scientific background and curiosity about the human brain led her to a decade long journey of research into optimal brain functioning and the application of neuroscience in leadership and daily life. Her past and current roles have uniquely prepared her for the current undertaking, that of leadership activist & change agent.
Silvia Damiano founded The About my Brain Institute in 2009, with the purpose of democratising leadership & neuroscience. She has a passionately held belief, that leaders in our 21st century global economy and their organisations must radically change long-held ideas of what constitutes effective leadership
In her ground-breaking books ‘Leadership is Upside Down’, ‘Brain-Friendly Leadership’ and the 2018 documentary ‘Make Me A Leader’, Silvia provides both compelling evidence and explores the importance of leadership in our personal and professional lives and what it takes to develop the human behind the leader.
Silvia has worked in different countries, across many industries, helping teams and organisations improve business performance. Silvia’s clients have described her as a passionate, dynamic, a highly experienced speaker and master facilitator on the topics of Emotional Intelligence, Cultural Change, Neuroleadership & Engagement.
Silvia is passionate about leaving a legacy of well-rounded leaders who can act and decide in a way that better serves humanity. Her clients include Microsoft, Australian Stock Exchange, NSW Government, VISA, Fuji Xerox and Manpower amongst many other global companies.
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