Managers can dramatically impact their team's level of mental agility—and even individual contributors can be a role model for their peers. This involves taking action to decrease the risk of failure and increase the tolerance for ambiguity or uncertainty. It also means taking steps to actively surface points of disagreement, so all the facts are on the table and can inform your decision-making. In this video, learn how to do this.
- Being mentally agile is great,…but its effects are magnified…if it's not just you.…When you operate in an organization…where mental agility is the norm,…you're able to weather shocks more easily,…rebound from setbacks and think creatively…even in the face of competitive challenges.…As you can imagine, that's pretty helpful.…So what can you do to help create that culture?…A lot, it turns out.…Certainly if you're a manager…you can set the tenor for your employees…to encourage agile thinking,…but even if you're an individual contributor…you can also be a role model for your colleagues…and help spread the gospel of agility…through your own actions and behaviors.…
Here's how.…First, make it safe for people to fail.…The whole reason we need agility…is that we're operating in evolving circumstances,…where new situations arise…that we've never seen before.…It may sound obvious, but if you're doing something…that's never been done before,…it may fail because you don't how to do it.…Probably no one else does either,…but people are gonna freeze…
- Recognize the pitfalls that negatively impact a person’s mental agility.
- Summarize the process of scenario pre-planning, or “pre-mortem.”
- Recall the importance of a decision journal.
- Explain the advantages obtained by becoming mentally agile.
- Identify the strategy mentally agile people use to avoid data paralysis.