Developing Leadership Agility: A Business Imperative Dr. Nicholas F. Horney Principal, Agility Consulting
Developing Leadership Agility: A Business Imperative Nick Horney, Ph.D. Retired Captain Navy Special Operations (Diving & EOD) Since its founding in 2001, Agility Consulting has enabled leaders to anticipate and respond to change by becoming more focused, fast and flexible.
Developing Leadership Agility: A Business Imperative V olatile U ncertain C omplex A mbiguous Psychosclerosis – Hardening of the attitudes and behaviors about change
Developing Leadership Agility: A Business Imperative What Got You Here Won’t Get You There Marshall Goldsmith
Developing Leadership Agility: A Business Imperative “When the rate of change outside exceeds the rate of change inside, the end is in sight.” Jack Welch – Former CEO, GE
Developing Leadership Agility: A Business Imperative Interactive Exercise What does it look like to you? 1. Select 1-2 Images that best describe the turbulence or uncertainty that you are currently facing or will face in the future. 2. Post-it Notes – Write a phrase describing this turbulence or uncertainty on a post-it and attach it adjacent to the image selected. 3. Group Debrief – Share your turbulence/uncertainty images in your small group and what they represent in your view.
Developing Leadership Agility: A Business Imperative Larger organizations require leaders with • Organizational Changes Turbulence!! broader experiences Larger and More Global Global presence of organizations requires global • Organizations leaders Forces of Change Elimination of “middle management” results in • fewer developmental jobs Leaner Come at Us in Organizational Promotions now result in larger, faster changes • Structures in responsibility Many Forms and Higher levels of employee movement make • retention difficult Labor Market Changes More Dynamic from Different Labor Markets Easier identification and poaching of talent • increases the risk of defection Places … Retirement of the “baby boom” generation will • contribute to an executive talent shortage in the Demographic Happening faster coming years Trends and faster each “Knowledge economy” makes human capital an • increasingly critical competitive advantage Competitive Changes Increasing year! Importance of New concerns about corporate governance force • Human Capital attention to leader skills and attributes Organizations assess their talent weaknesses • now to identify needs for future growth Economic Rebound $ Organizations refine their talent management • Preparations processes in preparation for a resumption of the “war for talent”
Developing Leadership Agility: A Business Imperative Agility Boosts Financial Performance 30% higher 29% higher 20% higher 8% higher Net Margin Return on Assets Revenue Growth Earnings Per Share Industry Average Agile Companies
Developing Leadership Agility: A Business Imperative Individual Assessment and Interactive Exercise Complete your Individual Agility Profile™ by individually rating your behaviors on the self rating form available at your table. When complete, find out where the real strengths are in your small group.
Developing Leadership Agility: A Business Imperative Visioning Visioneering 5 Fact-based Measures Sensing 4 Real-time Feedback Monitoring 3 2 Expectations Connecting 1 0 Idea Diversity Aligning Customer Focus Engaging Innovation Bias Action Bias Collaboration Decision-making
Developing Leadership Agility: A Business Imperative Webinars Agility Wiki™ Seminars Agility Development Executive Coaching Guide
Developing Leadership Agility: A Business Imperative
Developing Leadership Agility: A Business Imperative LAP 360 available on pan platform -- reliable and valid assessment of Leadership Agility with a global database representing leaders in numerous industry segments. Focuses on the 5 Drivers of Leadership Agility and the 3 Sub-categories in each Driver. Anticipate Change : Interpret the potential impact of business turbulence and trends along with the implications to the enterprise. Generate Confidence : Create a culture of confidence and engagement of all associates into effective and collaborative teams. Initiate Action : Provide the fuel and the systems to make things happen proactively and responsively … at all levels of the organization. Liberate Thinking : Create the climate and conditions for fresh solutions by empowering, encouraging and teaching others to be innovative. Evaluate Results : Keeping the focus and managing the knowledge to learn and improve from actions; Key Agility Indicators.
Developing Leadership Agility: A Business Imperative Participant Receives -- LAP 360 Assessment Report plus the Agility Development Guide Resources -- LAP LAP 360 Leadership 360 Technical Dimensions: Guide and 1. Anticipate Change Assessment 2. Generate Summary via pan Confidence catalogue or Agility 3. Initiate Action Consulting Private 4. Liberate Thinking Label 5. Evaluate Results
Developing Leadership Agility: A Business Imperative Business Case for Agility
Developing Leadership Agility: A Business Imperative LAP 360 Results (2009 – 2011) Overall positive shifts in transforming to a More focus needed in the more AGILE organization. Largest shifts in areas of Initiate Action Evaluate Results (Real-time Feedback, (Decision Making) and Creating Expectations, Fact-Based Liberate Thinking (Idea Measurement), Anticipate Change (Visioning) Diversity and Bias for and Generate Confidence (Connecting). Innovation).
Developing Leadership Agility: A Business Imperative Agility Scenario Profile™ (An Online Situational Judgment Test)
Developing Leadership Agility: A Business Imperative Agility Scenario Profile™ (Illustration of Type of Items in Assessment) To meet a very important deadline in one hour, you need help from five people. They have not returned your e-mails. Meanwhile, a co-worker calls needing help on a complex issue. Then, an e-mail arrives asking you to attend a meeting immediately. Rate the extent to which each of the following describes what you would do . (Not at all, To a very little extent, To a little extent, To a moderate extent, To a great extent, To a very great extent) 1. Try to meet with the other five people in person to discuss the project and deadline, ask one of them to lead the project while you attend the meeting, and ask your co-worker to wait. 2. Tell your co-worker that you simply cannot provide help at this time, attend the meeting, and handle the project after the meeting. 3. Reply to the meeting request and your co-worker by briefly explaining your situation, and then focus on meeting the deadline. 4. Call your supervisor and ask to meet immediately to discuss the situation and figure out what you should do. 5. Wait for them to respond to your e-mails, refer your co-worker to another person who may be able to help, and then go to the meeting. 6. Use your laptop computer to work on the project during the meeting and attempt to help your co- worker via e-mail at the same time.
Developing Leadership Agility: A Business Imperative Reinforcing Agility Culture within your team – Use of the AGILE Model to help organize and conduct team or staff meetings.
Developing Leadership Agility: A Business Imperative ABC 360 (Business Unit) Dashboard Main Details 1 Details 2 Details 3 Details 4 Details 5 Executive Percent M D Percent Manager Percent Business Unit Completions Complete Goal for Year Completions Complete Goal for Year Completions Complete Goal for Year Marketing 10 20% 50 0 0% 0 10 20% 50 Sample Dashboard Manufacturing 20 25% 25 0 0% 0 20 40% 50 Sales 3 30% 10 0 0% 0 5 10% 50 Finance 3 10% 30 0 0% 0 3 10% 30 Organization Development 4 20% 20 0 0% 0 10 25% 40 EMEA 10 33% 30 10 15% 20 10 15% 20 APAC 3 60% 5 3 5% 5 3 30% 10 Executive 360 Results for Business Unit Manager 360 Results for Business Unit 5 5 4 4 3 3 2 2 1 1 BU Executives ABC Executives BU Managers ABC Managers
Developing Leadership Agility: A Business Imperative ABC 360 Executive Aggregate Results Main Details 1 Details 2 Details 3 Details 4 Details 5 Innovation Collaboration Executive ABC 360 Results for 5 5 Business Unit 4 4 5 3 3 Sample Dashboard BU Average BU Average 4 2 2 ABC Average ABC Average 3 1 1 2 1 Accountability Customer Focus 5 5 4 4 3 3 BU Average BU Average 2 2 ABC Average ABC Average BU Executives 1 1 ABC Executives Shape the Business People Development Interpersonal Ability 5 5 5 4 4 4 3 3 3 BU Average BU Average BU Average 2 2 2 ABC Average ABC Average ABC Average 1 1 1
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