Developing Leadership Agility: A Business Imperative Dr. Nicholas - - PowerPoint PPT Presentation
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)
Nick Horney, Ph.D. Retired Captain Navy Special Operations (Diving & EOD)
Psychosclerosis – Hardening of the attitudes and behaviors about change
Marshall Goldsmith
Interactive Exercise
Larger and More Global Organizations
broader experiences
leaders
Leaner Organizational Structures
fewer developmental jobs
in responsibility
More Dynamic Labor Markets
retention difficult
increases the risk of defection
Demographic Trends
contribute to an executive talent shortage in the coming years
Increasing Importance of Human Capital
increasingly critical competitive advantage
attention to leader skills and attributes
Economic Rebound Preparations
now to identify needs for future growth
processes in preparation for a resumption of the “war for talent”
$
Organizational Changes Labor Market Changes Competitive Changes
Forces of Change Come at Us in Many Forms and from Different Places … Happening faster and faster each year!
Net Margin Return on Assets Revenue Growth Earnings Per Share
Industry Average Agile Companies
Individual Assessment and Interactive Exercise
Visioneering Sensing Monitoring Connecting Aligning Engaging Action Bias Decision-making Collaboration Innovation Bias Customer Focus Idea Diversity Expectations Real-time Feedback Fact-based Measures
1 2 3 4 5
Visioning
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
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.
Overall positive shifts in transforming to a more AGILE organization. Largest shifts in Evaluate Results (Real-time Feedback, Creating Expectations, Fact-Based Measurement), Anticipate Change (Visioning) and Generate Confidence (Connecting). More focus needed in the areas of Initiate Action (Decision Making) and Liberate Thinking (Idea Diversity and Bias for Innovation).
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
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.
Agility Scenario Profile™ (Illustration of Type of Items in Assessment)
ABC 360 (Business Unit) Dashboard
Main Details 1 Details 2 Details 3 Details 4 Details 5
Business Unit Executive Completions Percent Complete Goal for Year M D Completions Percent Complete Goal for Year Manager Completions Percent Complete Goal for Year Marketing 10 20% 50 0% 10 20% 50 Manufacturing 20 25% 25 0% 20 40% 50 Sales 3 30% 10 0% 5 10% 50 Finance 3 10% 30 0% 3 10% 30 Organization Development 4 20% 20 0% 10 25% 40 EMEA 10 33% 30 10 15% 20 10 15% 20 APAC 3 60% 5 3 5% 5 3 30% 10
1 2 3 4 5 Executive 360 Results for Business Unit BU Executives ABC Executives 1 2 3 4 5 Manager 360 Results for Business Unit BU Managers ABC Managers
ABC 360 Executive Aggregate Results
1 2 3 4 5
Innovation
BU Average ABC Average
Main Details 1 Details 2 Details 3 Details 4 Details 5
1 2 3 4 5 Executive ABC 360 Results for Business Unit BU Executives ABC Executives
1 2 3 4 5
Collaboration
BU Average ABC Average 1 2 3 4 5
Accountability
BU Average ABC Average 1 2 3 4 5
Customer Focus
BU Average ABC Average 1 2 3 4 5
People Development
BU Average ABC Average 1 2 3 4 5
Interpersonal Ability
BU Average ABC Average 1 2 3 4 5
Shape the Business
BU Average ABC Average
Main Details 1 Details 2 Details 3 Details 4 Details 5
1 2 3 4 5
Innovation
BU Average ABC Average
1 2 3 4 5 Manager ABC 360 Results for Business Unit BU Managers ABC Managers
1 2 3 4 5
Collaboration
BU Average ABC Average 1 2 3 4 5
Accountability
BU Average ABC Average 1 2 3 4 5
Customer Focus
BU Average ABC Average 1 2 3 4 5
People Development
BU Average ABC Average 1 2 3 4 5
Interpersonal Ability
BU Average ABC Average 1 2 3 4 5
Business Acumen
BU Average ABC Average