talx 2012 presentation - developing leadership agility
DESCRIPTION
TRANSCRIPT
Developing Leadership Agility: A Business Imperative Dr. Nicholas F. Horney Principal, Agility Consulting
Developing Leadership Agility: A Business Imperative
Since its founding in 2001, Agility Consulting has enabled leaders to anticipate and respond to change by becoming
more focused, fast and flexible.
Nick Horney, Ph.D. Retired Captain
Navy Special Operations (Diving & EOD)
Developing Leadership Agility: A Business Imperative
Volatile
Uncertain
Complex
Ambiguous
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
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.
What does it look like to you?
Interactive Exercise
Developing Leadership Agility: A Business Imperative
Larger and More Global Organizations
• Larger organizations require leaders with broader experiences
• Global presence of organizations requires global leaders
Leaner Organizational Structures
• Elimination of “middle management” results in fewer developmental jobs
• Promotions now result in larger, faster changes in responsibility
More Dynamic Labor Markets
• Higher levels of employee movement make retention difficult
• Easier identification and poaching of talent increases the risk of defection
Demographic Trends
• Retirement of the “baby boom” generation will contribute to an executive talent shortage in the coming years
Increasing Importance of Human Capital
• “Knowledge economy” makes human capital an increasingly critical competitive advantage
• New concerns about corporate governance force attention to leader skills and attributes
Economic Rebound
Preparations
• Organizations assess their talent weaknesses now to identify needs for future growth
• Organizations refine their talent management processes in preparation for a resumption of the “war for talent”
$
Org
aniz
atio
nal C
hang
esLa
bor M
arke
t Cha
nges
Com
petit
ive
Chan
ges
Turbulence!! Forces of Change
Come at Us in Many Forms and from Different
Places … Happening faster and faster each
year!
Developing Leadership Agility: A Business Imperative
Agility Boosts Financial Performance
Net Margin Return on Assets Revenue Growth Earnings Per Share
20% higher
30% higher
8% higher
29% higher
Industry Average
Agile Companies
Developing Leadership Agility: A Business Imperative
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.
Individual Assessment and Interactive Exercise
Developing Leadership Agility: A Business Imperative Visioneering
Sensing
Monitoring
Connecting
Aligning
Engaging
Action Bias
Decision-makingCollaboration
Innovation Bias
Customer Focus
Idea Diversity
Expectations
Real-time Feedback
Fact-based Measures
1
2
3
4
5
0
Visioning
Developing Leadership Agility: A Business Imperative Agility Wiki™ Webinars Seminars
Executive Coaching Agility Development 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 360 Technical Guide and Assessment Summary via pan catalogue or Agility Consulting Private Label
LAP 360 Leadership Dimensions: 1. Anticipate Change 2. Generate
Confidence 3. Initiate Action 4. Liberate Thinking 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 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).
Developing Leadership Agility: A Business Imperative
Agility Scenario Profile™ (An Online Situational Judgment Test)
Developing Leadership Agility: A Business Imperative
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.
Agility Scenario Profile™ (Illustration of Type of Items in Assessment)
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
Business UnitExecutive
CompletionsPercent
Complete Goal for YearM D
CompletionsPercent
Complete Goal for Year Manager
CompletionsPercent
Complete Goal for Year
Marketing 10 20% 50 0 0% 0 10 20% 50Manufacturing 20 25% 25 0 0% 0 20 40% 50Sales 3 30% 10 0 0% 0 5 10% 50Finance 3 10% 30 0 0% 0 3 10% 30Organization Development 4 20% 20 0 0% 0 10 25% 40EMEA 10 33% 30 10 15% 20 10 15% 20APAC 3 60% 5 3 5% 5 3 30% 10
12345
Executive 360 Results for Business Unit
BU Executives ABC Executives
12345
Manager 360 Results for Business Unit
BU Managers ABC Managers
Sam
ple
Dash
boar
d
Developing Leadership Agility: A Business Imperative 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
12345
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 Average1
2
3
4
5
Customer Focus
BU Average
ABC Average
1
2
3
4
5
People Development
BU Average
ABC Average1
2
3
4
5
Interpersonal Ability
BU Average
ABC Average1
2
3
4
5
Shape the Business
BU Average
ABC Average
Sam
ple
Dash
boar
d
Developing Leadership Agility: A Business Imperative ABC 360 BU Aggregate Manager Results Main Details 1 Details 2 Details 3 Details 4 Details 5
12345
Innovation
BU Average
ABC Average
12345
Manager ABC 360 Results for Business Unit
BU Managers ABC Managers
12345
Collaboration
BU Average
ABC Average
12345
Accountability
BU Average
ABC Average12345
Customer Focus
BU Average
ABC Average
12345
People Development
BU Average
ABC Average12345
Interpersonal Ability
BU Average
ABC Average12345
Business Acumen
BU Average
ABC Average
Sam
ple
Dash
boar
d
Developing Leadership Agility: A Business Imperative