MIT Sloan Management Review Article on Being the Agile Boss

Leading in late 2020 means carving a new path through an epic disruption precipitated by the COVID-19 pandemic, which has spawned health, economic, and social crises that have rendered the best-laid plans useless. With no road map for the marathon ahead, navigating through these times is a test of agility. Together, you and your organization will have to experiment, execute, and learn from successes and failures to invent your organization’s future.

Agile leadership matters now more than ever — it is about leveraging, not reacting to, the turbulence around you. How can you empower your team to solve problems nimbly and resourcefully when circumstances are in flux and reliable data is elusive?

About the Author

Linda A. Hill (@linda_a_hill) is the Wallace Brett Donham Professor of Business Administration and faculty chair of the Leadership Initiative at Harvard Business School. Cofounder of Paradox Strategies, she is also coauthor of Collective Genius: The Art and Practice of Leading Innovation (Harvard Business Review Press, 2014) and Being the Boss: The 3 Imperatives for Becoming a Great Leader (Harvard Business Review Press, 2011).

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