Mac McClelland, the Chairman of The Luxury Council International, a by-invitation professional organisation whose 1100 brand members market products and services to high net worth individuals, says leaders need to develop the mindset required strike the delicate balance between flexibility and stability to lead successful organisations in volatility.
Mac McClelland, a Former US Marine, Global Advisor to World leaders and award nominated author has asserted that agile leadership is a necessary management requirement for an organisation to succeed.
McClelland, who spoke in an interview session on the website of TEXEM UK, announced that he would be a faculty member at the TEXEM live virtual session on “Resilience in a Volatile World: Inspiring Transformation Successfully” from 8th to 22nd February 2025.
The faculty, a Former US Marine, the Chairman of The Luxury Council International, Global Advisor to World leaders and award nominated author, will share insights into why leaders should be more agile in the present uncertain times; at the capacity development programme.
McClelland also elaborated more on topics that would lead to lively discussions and peer to peer learning during the upcoming programme in his answers in the course of the interview.
Here are some highlights on the insights he shared on the interview.
How Can Leaders Foster Agility in Their Organisations?
Agility is the driving force that enables organisations to anticipate change, adapt quickly, and accelerate growth in an unpredictable world. To foster agility, leaders must first cultivate a learning culture where curiosity, continuous development, and adaptability become the norm. The most resilient organisations encourage a growth mindset, ensuring that challenges are embraced as opportunities. Dangote Group exemplifies this approach by consistently investing in workforce development, enabling the company to navigate economic shifts while sustaining long-term success.
Another crucial factor in fostering agility is prioritising open communication and collaboration. Organisational silos can be a major barrier to adaptability, slowing down decision-making and innovation. Leaders should create environments where information flows seamlessly across departments, encouraging faster and more effective responses to emerging challenges. Safaricom, Kenya’s leading telecom company has mastered this by fostering cross-functional collaboration, which led to innovations such as M-Pesa, a mobile money platform that revolutionised financial transactions in Africa.
Empowering teams to make autonomous decisions is also essential in creating an agile organisation. When employees are trusted to take ownership of their work, they become more creative, engaged, and resilient. Micromanagement stifles agility, whereas decentralised decision-making fosters innovation. This is evident in Flutterwave, the Nigerian fintech leader, where employees are encouraged to take bold, high-impact decisions, enabling the company to dominate Africa’s payment ecosystem in record time.
Above all, leaders must lead by example—embracing experimentation, taking calculated risks, and learning from failures. Agility starts at the top, and organisations that adopt a “fail-fast, learn-fast” mentality are better positioned to refine strategies based on real-time insights. A clear example of this is Andela, which initially focused on training African software developers but later pivoted into a fully remote global talent marketplace, adapting swiftly to evolving industry demands.
By embracing these principles, leaders can cultivate an agile workforce that thrives in the face of uncertainty. TEXEM’s upcoming programme will provide deeper insights into how leaders can integrate these strategies into their leadership approach to build more responsive and resilient organisations.
How Can Leaders Navigate Resistance and Drive Meaningful Change?
Change is inevitable, yet resistance is a natural human response to uncertainty. Leaders who succeed in driving transformation understand that effective communication is the key to reducing resistance. Clearly articulating the why behind the change fosters transparency and trust, making it easier for teams to align with the organisation’s vision. Ethiopian Airlines successfully executed its ambitious expansion by ensuring that all employees understood the strategic rationale behind the move, creating a sense of collective purpose.
Involving employees in the change process is another powerful way to minimise resistance. When individuals feel that they have a voice and their concerns are acknowledged, they are more likely to support and champion the transformation. South African Breweries has demonstrated this by engaging employees in sustainability projects, ensuring that new initiatives receive buy-in across all levels of the organisation.
Providing adequate support and training also plays a significant role in easing transitions. Employees often resist change when they feel unprepared to adapt. Investing in the necessary training helps teams develop the skills and confidence needed to navigate new realities. The Central Bank of Nigeria has recognised this by consistently providing leadership training to equip teams with the competencies required to manage financial reforms effectively.
Through TEXEM’s experiential methodology, leaders can learn how to turn resistance into enthusiasm, transforming barriers into opportunities for growth and innovation.
How Can Leaders Balance Empathy and Assertiveness When Managing Change?
Great leadership is about striking the right balance between empathy and assertiveness. Leaders must listen with genuine empathy to understand their teams’ concerns, but they must also lead with clarity and decisiveness to ensure progress. Resistance to change is often rooted in fear—fear of uncertainty, fear of failure, and fear of the unknown. Addressing these fears directly through open dialogue fosters trust and makes transitions smoother. For example, Nigeria’s banking sector reforms were initially met with scepticism, but through proactive engagement with stakeholders, industry leaders were able to build trust and ensure compliance.
Setting clear expectations while remaining supportive is equally important. Employees need reassurance, but they also need firm direction to navigate change successfully. When Kenya implemented mobile taxation policies, Safaricom took a proactive role in educating users while ensuring compliance, minimising resistance and ensuring a smooth transition.
By mastering this delicate balance, leaders can cultivate a workplace where innovation thrives, and employees remain engaged, even amid significant transformation. TEXEM’s leadership programme will provide actionable insights on how to refine this crucial skill.
How Can Organisations Sustain Agility Through Continuous Improvement and Innovation?
For organisations to remain agile, they must commit to continuous improvement and a culture of innovation. Encouraging open communication and idea-sharing creates an environment where diverse perspectives fuel creativity and drive forward-thinking solutions. Leaders must foster a culture where employees feel empowered to challenge the status quo and propose new ways of working.
Investing in training and skill development ensures that teams are equipped to adapt to rapidly changing market conditions. When employees continue to learn and refine their abilities, they become more agile and proactive. Organisations that prioritise learning, like Dangote Group and Safaricom, consistently outperform competitors by staying ahead of industry trends.
Recognising and rewarding creativity and calculated risk-taking further reinforces a culture of agility. Employees are more likely to experiment and propose bold ideas when they know their contributions are valued. Companies that celebrate innovation—whether through incentives, recognition programmes, or internal innovation labs—create a cycle of continuous improvement that strengthens long-term resilience.
Above all, leadership sets the tone for agility. If leaders do not innovate, neither will their teams. TEXEM’s leadership development programmes focus on equipping executives with the practical tools to embed innovation within their organisations and ensure lasting impact.
What Is the Role of Leadership in Sustaining Agility?
Sustaining agility requires visionary leadership that not only anticipates market shifts but also takes proactive steps to innovate. Leaders must be forward-thinking, constantly scanning the external environment for opportunities and risks. The best leaders do not wait for disruption to happen—they shape the future by staying ahead of trends and positioning their organisations for long-term success.
Encouraging decentralised decision-making is another essential aspect of sustaining agility. When decision-making is too centralised, organisations become slow and rigid. Empowering teams to take initiative ensures faster responses to emerging challenges and opportunities.
Building strategic partnerships also strengthens long-term resilience. Organisations that collaborate with other businesses, government entities, and research institutions are better positioned to navigate complex challenges. Partnerships provide access to new technologies, market insights, and resources that can drive sustainable growth.
TEXEM’s upcoming programme is designed to help leaders cultivate these essential leadership traits and ensure that their organisations remain agile in an increasingly volatile world.
Why Should You Attend the TEXEM Programme?
TEXEM’s Resilience in a Volatile World programme is an opportunity for leaders to gain actionable insights, learn from world-class faculty, and connect with influential decision-makers. The programme’s proven methodology ensures that learning is engaging, practical, and immediately applicable. Participants will benefit from real-world case studies tailored to African and global challenges, ensuring relevance and impact.
Beyond knowledge acquisition, this programme provides an invaluable networking opportunity. Executives will have the chance to connect with C-suite leaders, industry experts, and policymakers, fostering relationships that can drive strategic partnerships and business growth.
Most importantly, participants will leave with tangible strategies they can implement immediately to build more agile, innovative, and resilient organisations. With a faculty that includes Ambassador Charles Crawford and Bradley Jones, Executive Director of the UAE-UK Business Council, alongside Dr Mac McClelland, this programme promises to be a transformative learning experience.
For further details, leaders can contact TEXEM at +447983128450 or email [email protected]. Registration is available on TEXEM’s website. Don’t miss this opportunity to refine your leadership approach and future-proof your organisation in an unpredictable world.
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