Trust, or lack of trust to be specific are most commonly associated when considering or planning for a shift to agile working.
In a sector where the bedrock of all firms is trust and reliability, the era of agile has shifted the trust tectonics, with ripples of uncertainty radiating through some firms.
This article outlines one of the basic principles of agile as testing and learning. Leaders that facilitate 'safe' experimentation help to build cultures of trust and belief which then permeate beyond the four walls of traditional working.
Change can either be good, bad or indifferent. Denial is a short term option, and resistance to the types of change discussed in this article have only one outcome; a fundamental and usually adverse impact on talent retention.
One key role of agile leaders is to set and maintain strong alignment around overall company purpose, strategy, and priorities. Leaders need to communicate their intent, explaining both the what and the why. Then comes the hard part: leaders need to let go—and do so visibly—thereby releasing the teams to figure out how to address their assigned challenges. The more alignment that leaders are able to establish, the more autonomy they can afford to give, and the more they can and should let go.