Lession 5 : Narration video

Welcome to Discourse about leadership. We’re going to have a look at concepts, of course, but very quickly, we're going to explore tools, and practices to show how these concepts apply in reality. So first, a small reminder, what is leadership? Leadership is the ability to lead and guide individuals, teams or whole organizations. When we talk about leadership, we often refer to power or style, such as autocratic, democratic leadership, and so on. The good news is that everyone has leadership, including you, including me. However, while ability to use or leadership can depend on situations, for example, in organizations, that are structured in a very traditional way, in hierarchical levels and silos, the ability to use, leadership often depends on the position within the structure. Power is a position of power. So what distinguishes Ajai leadership from general leadership? Well, leadership in general is neither good nor bad. You can certainly think about people who did great things, tend to be thanks to leadership and others, who unfortunately did terrible things with their leadership. Leadership, on the other hand, is based on the values, the values of helping others to progress their values, to see what the impact on society is beyond the typical stakeholders. In other words, agile leadership is principled. Leadership is a value business. Another big difference is that typically leadership looks at the individual, you own skills, your own values and so on. However agile leadership, because agile is itself based on collaboration and collective intelligence, leadership similarly relies a lot on collective leadership is not just your own leadership, is how, together you can develop a better leadership, but why agile leadership matters. There are many factors that call for a different style of leadership. Here you mentioned the three main ones, the first one is simply the increasing pace of change, the number of changes and the impact of these changes is constantly increasing, whether it is from competitors, disruptive products, changing policies, changing customer expectations and even changing values in, society. The second factor is related with how workers look for an employer or a business partner. They not only value stability or job description, but it is also clear. They are also looking at and mostly looking at autonomy. Freedom, equality in the workplace, shared decision making, trust, transparency. In other words, they have different expectations from their employers. And the third one is more it was ethics. Workers are looking for companies that have a good reputation and do good within society. Similarly, consumers are questioning whether the products or services they buy have been designed, for example, with the respect of workers in mind, with respect of the environment. So you see here the aspect of societal responsibility. These three factors combined put huge pressure on leadership to evolve and leaders to behave differently. Agility aims to develop two broad capabilities. The first one is to deliver frequently value to its customers and other stakeholders, such as employees, and the society itself. The second capability is the ability to. Anticipate and react to changes faster and better. In order to do so, agile organizations have to attract talent, help them to self-organize and use the, collective intelligence. So we see here that agility provides a perfect answer. The three factors that put pressure on leadership today. In order to guide us during our journey, we're going to use a model, a simple model that represent, what is a natural leader. Angelina has three main dimensions. He or she is a servant leader, but also a value creator and entrepreneur in each of these dimensions, we have three themes. For example, for servant leader with authenticity, vision and developing others as we look at different, dimensions and themes and looking to practices will be able to keep this model in mind.