As with success in meeting other strategic changes, the effective tapping of agile talent depends on the quality of leadership. Unless leaders embrace the opportunity for, and tactics of, greater talent agility and actively sponsor the shift, employees and lower-level managers are likely to be resistant. Where leaders do not take the actions needed to effectively implement agile talent, this talent will not deliver the benefits.
On a recent trip to Kyoto, one of us learned about a unique sixteenth-century security system at Nijo Castle. Called the nightingale floor, it was designed to “chirp” when walked upon, alerting the guards if an intruder was sneaking in.