Mac McClelland, the Chairman of The Luxury Council International, a by-invitation professional organisation whose 1100 brand members market products and services to high-networth individuals, has said leaders need to develop the mindset required to strike the delicate balance between flexibility and stability to lead successful organisations in volatility.
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 TEXEMlive virtual session on Resilience in a Volatile World: Inspiring Transformation Successfully from February 8 – 22, 2025.
He 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.
According to him, “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, McClelland maintained that 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.”
On how leaders can navigate resistance and drive meaningful change, McClelland stated that 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.”
He also noted that providing adequate support and training 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.”
Speaking on leaders balancing empathy and assertiveness when managing change, McClelland stated that great leadership is about striking the right balance between empathy and assertiveness. He added that leaders must listen with genuine empathy to understand their teams’ concerns, but they must also lead with clarity and decisiveness to ensure progress.
According to him, 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 skepticism, 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.”
For organisations to remain agile, McClelland said that 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.”
Sustaining agility, McClelland said requires visionary leadership that not only anticipates market shifts but also takes proactive steps to innovate. He insisted that 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.”
