Introduction
Two Chief Executive Officers (CEOs) are having a bite of lunch. One of the CEOs complains to the other, "You know, my company is just not making it. We can't seem to 'keep up with the Jones.' Everywhere I look our competitors are making gains on our territories while we lose ground. They're expanding while we are not. They're earning an 'A team' reputation, while we're stuck with a 'C'. I just don't know how to turn things around."
"Well," his friend answers, "Have you explored changing your leadership style a bit to better support your teams? How about agility? That's what your company needs to get going again. You need to be able to switch gears, think outside of the box, and move quickly in order to make it in this market," he explains.
"Yeah, well," the CEO responds wistfully. "How in the world do you go about that? the CEO responds with surprise.
"Ok," his friend responds, "Here's a radical idea. I've heard that leaders of virtual teams seem to be having a lot of success with making their organizations learning agile. Maybe looking at the way they do things may lead your team in a direction that can benefit your company."
"Learning agility of virtual team leaders? Alright, tell me what you know," he says.
"Walk with me," his companion says with a smile. "Let's examine the possibilities."
Virtual Teams and Their Leaders: A Paradigm on Achieving Learning Agility » Academic Leadership Journal
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