leadership agility leadership agility leadership agility 360™
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Leadership Agility Leadership Agility
Leadership Agility 360™
Leadership Agility Leadership Agility
This is no longer just a leadership challenge
(what good leadership looks like), it is a
development challenge (the process of how to
grow “bigger” minds)
Managers have become experts on the “what” of
leadership, but novices in the “how” of their own
development
The Challenge Ahead
Leadership Agility Leadership Agility
“Agility is the ability to change the
body's position efficiently, and requires the
integration of isolated movement skills using
a combination of balance, coordination,
speed, reflexes, strength, endurance
and stamina”
From Wikipedia……
Leadership Agility Leadership Agility
“Agility in a business context is a concept
that incorporates the ideas of flexibility, balance, adaptability and coordination under one umbrella. As leaders become more agile, they become more visionary, more collaborative, more creative, and more proactive in learning from their experience”
Leadership Agility Leadership Agility
The Essence of Agility
Focus
Step Back
Gain a broader, deeper view
Re-engage, take action
Leadership Agility Leadership Agility Why Agility? Accelerating change
Technological
Economic
Social
Environmental
Political
Accelerating change
Leadership Agility Leadership Agility
New communication technologies
Global economy
Changing customer & supplier
relationships
Increasing importance of business
partnerships
Why Agility? Growing Inter-dependence
Leadership Agility Leadership Agility
Where are we are today?
90% of executives believe that
agility is essential for business
success and growth
Yet most companies (74%)
acknowledge they are not agile
enough
Why the gap?
Leadership Agility Leadership Agility Study with the Institute for Corporate Productivity
Leadership agility is the key driver for
organizational agility
High performing organizations have more
agile “leadership cultures”
Leadership Agility Leadership Agility Stages of Development (Types of Awareness)
Conformer
Co-CreatorCatalys
tAchieverExpe
rt
Synergist
Operator
Enthusiast
Explorer
Pre-Adult Stages
Post -Heroic Leadership
Heroic Leadership
Institutional “Ceiling”-------------------------------------------------------------------------------------------
-----------
Leadership Agility Leadership Agility
10% Catalyst
35% Achiever
45% Expert
10% Pre-Expert
Leadership Agility Capacities
Current Institutional
“Ceiling”
Leadership Agility Leadership Agility
Leadership Agility 360™
to develop leadership capacities for organizational transformation
Jointly developed by ChangeWise President, Bill Joiner, and Cambria Consulting President, George Klemp, the Leadership Agility360 embodies the strengths of both firms- the thought‐leadership of an award‐winning author and an industry innovator, a proven track record in designing and delivering assessment tools for corporate clients around the globe, and three decades of experience consulting to
and coaching leaders
Leadership Agility Leadership Agility
Leadership Agility 360™
Shifting Leaders thinking and emotional responses
to a new level
Based on groundbreaking research which shows how leaders grow through a series of "agility levels" rooted in well- documented stages of personal development. As leaders develop through these agility levels, they become more visionary, collaborative, and creative - and more proactive in learning from their experience. This is a next-generation 360 that focuses not on yesterday's competencies but on the new leadership skills that are essential in today's complex, rapidly changing environment. It produces a refreshingly respectful, "gettable" feedback report that provides a behaviorally-specific road-map of the next steps in your leadership journey.
Leadership Agility Leadership Agility
Leading organizational change
Improving team performance
Engaging in pivotal conversations
Development in the Most Crucial Leadership Arenas
Leadership Agility Leadership Agility
Leading Change
Leading Teams
Pivotal Conversation
s
Catalyst Level
Achiever Level
Expert Level
Development of Leadership Level
Leadership Agility Leadership Agility
Level of
Agility
View of Leadership
Agility in Pivotal Conversations
Agility in Leading Teams
Agility in Leading Organizational
Change
Catalyst
~ 10%
Visionary, facilitative orientation. Believes that leaders articulate an innovative, inspiring vision and bring together the right people to transform the vision into reality. Leaders empower others and actively facilitate their development.
Adept at balancing assertiveand accommodative styles asneeded in particular situations. Likely to articulate and question underlying assumptions. Genuinely interested in learning from diverse viewpoints. Proactive in seeking and utilizing feedback.
Intent upon creating a highlyparticipative team. Acts as ateam leader and facilitator.Models and seeks open exchange of views on difficult issues. Empowers direct reports. Uses team development as a vehicle for leadership development.
Organizational initiativesoften include development of a culture that promotesteamwork, participation, and empowerment. Proactive engagement with diverse stakeholders reflects a belief that input increases the quality of decisions, not just buy-in.
Achiever
~35%
Strategic, outcome orientation. Believes that leaders motivate others by making it challenging and satisfying to contribute to larger objectives.
Primarily assertive or accommodative with some ability to compensate with the less preferred style. Will accept or even initiate feedback, if helpful in achieving desired outcomes.
Operates like a full-fledgedmanager. Meetings to discuss important strategic or organizational issues are often orchestrated to gain buy-in to own views.
Organizational initiativesinclude analysis of externalenvironment. Strategies to gain stakeholder buy-in range from one-way communication to soliciting input.
Expert~ 45%
Tactical, problem solving orientation.Believes that leaders are respected and followed by others because of their authority and expertise.
Style is either to strongly assert opinions or hold back to accommodate others. May swing from one style to the other, particularly for different relationships. Tends to avoid giving or requesting feedback.
More of a supervisor than a manager. Creates a group of individuals rather than a team. Work with direct reports is primarily one-on-one. Too caught up in the details of own work to lead in a strategic manner.
Organizational initiatives focus primarily on incremental improvements inside unit boundaries with little attention to stakeholders.
© Bill Joiner & Stephen Josephs —01.29.09 With a few alterations this white paper was published in The OD Practitioner, vol. 38, no. 3 (2006)
Reference guide to the 3 levels of Leadership Agility
Leadership Agility Leadership Agility
Context-Setting Agility: Scoping initiatives & setting direction (desired outcomes)
Stakeholder Agility: Understanding others’ concerns and priorities & resolving problems
Creative Agility: Analyzing & solving problems
Self-Leadership Agility: Seeking feedback & experimenting with new behavior
Development of all 4 types of Agility
Leadership Agility Leadership Agility
The LA 360TM Compass
Leadership Agility Leadership Agility
Developing Transformational
Agility
Team SynergyCreating the context and the practices for deep collaboration &
synergy
Engaging in Transformational
ConversationsBuilding
relationships, trust and alignment
Systemic ThinkingTransforming problems into
opportunities from a systemic perspective
Systemic Awareness
and Transformational
Agility
Profits & Organizatio
nal Sustainabili
ty
Conscious Leadership, Growth
& Well-being
LA 360
assessment
Group
Coaching
Individual
Coaching
Transformational Leadership Approach
Leadership Agility Leadership Agility
The LA 360TM Individual Coaching
LA 360 individual orientation meeting
Administration of survey
1st debrief: Individual in-depth feedback report
2nd debrief: Identify the 3 most critical leadership
agility action items and develop
action plan and initiatives
3 month coaching with hands on agility
practice
Leadership Agility Leadership Agility
The LA 360TM Group Coaching
Group orientation meeting
Administration of survey
Individual & aggregate team reports
Two one-on-one individual in-depth debrief
sessions to review survey results, identify the
3 action items to develop and set action-
plan and initiatives
Group meeting – Goal setting for increasing
individual and group’s agility levels
Leadership Agility Leadership Agility LA 360TM GAINS for the participants & the organization
Gains awareness of present mental models and own level of leadership agility with a 360o perspective
Arises to the challenges ahead and takes responsibility and ownership of own personal development plan
Increases repertoire of behaviors and skills in order to rapidly adjust own leadership style to the demands of any situation
Nurtures orientation towards collaborative leadership and transformational growth
Sets and grows an organizational culture that continually seeks for out of the box ideas, innovation and evolution
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