Agile leaders. fx consultants 2014 07

•

1 like•511 views

Stewart Forsyth

Turbulent times require the talents of Agile Leaders. How can you develop the critical capabilities?

Leadership & Management

Agile Leaders
Stewart Forsyth, FX Consultants
http://www.huffingtonpost.com/

Why agile?
2
A more turbulent world
Demands agility
from organisations
And leaders
www.huffingtonpost.com
www.business2community.com
www.npr.org

Is it really more turbulent?
we are in a “MUCH more turbulent world economically than we ever have
been... The NASDAQ – for instance - has had 30 days this year where it has
moved + or – 1%, an unheard of statistic 20 years ago. Grant Cleary,
Principal, Cleary Wealth Management ((note – the chart above, of “VIX” is an indicator of share
market volatility)

Is it really more turbulent?
LONDON--(BUSINESS WIRE)--The number of attacks by non-state armed groups
around the world has rapidly increased in just five years, according to the IHS
Jane’s 2013 Global Terrorism & Insurgency Attack Index from IHS Inc.
finance.yahoo.com

Is it really more turbulent?
Figure 1 suggests apparent increasing trends in both the annual frequency of
billion-dollar events and in the annual aggregate loss from these events
- http://www1.ncdc.noaa.gov/pub/data/papers/smith-and-katz-2013.pdf
finance.yahoo.com

Is it really more turbulent?
Oxford researchers Carl Benedikt Frey and Michael A. Osborne looked into the tasks required in
over 700 jobs, particularly the extent those tasks could be computerised. They estimate
“about 47% of total US employment is at risk”.
http://www.oxfordmartin.ox.ac.uk/downloads/academic/The_Future_of_Employment.pdf
finance.yahoo.com

Is it really more turbulent?
Age of anxiety?
Over the period 1945 to 2000 standard measures of
anxiety indicate US college age men’s anxiety
increased by 1.2 standard deviations, and
women’s by 2 standard deviations. This birth
cohort effect explains 18% - 21% of
personality variation - Jean Twenge (2000)
http://www.apa.org/pubs/journals/releases/psp7961007.pdf
finance.yahoo.com

If it is a “risk-on” world, what can
leaders do?
Suggested “Big 4” of Agile Leadership:
1. Influence opinionated people
2. Develop and cherish networks
3. Create space for innovation
4. “Grapple and grok”
(maintain mental flexibility)
www.traderrach.com

1. Specialists in teams need Influence
life.time.com

2. Networks provide opportunities and
amplify weak signals
life.time.com
www.fmsasg.com

3. Agile leaders create the team space
for innovation
life.time.com
Carson, Tesluk and Marrone (2007) – greater team “density” = more shared leadership, and more
opportunity for innovation; http://www.ilo.bwl.uni-muenchen.de/download/unterlagen-
ws12_13/leadership_and_learning/literature_hoegl1/carson_et_al_2007.pdf
“Attributing success or failure to specific individuals
operating in a complex environment is incomplete – because
no individual has the ability or time to comprehend the
complexity of future challenges... Instead, it will require a
group/team effort and cooperative leadership processes”;
Tago Mharapara, leadership researcher at University of
Auckland.

4. Agile leaders need to be able to
“grapple and grok*”
life.time.com
Leaders must develop...“a process of sense-making that
enables them more quickly identify leverage for action”; *Duke
Corporate Education 2013 CEO Study -
http://www.dukece.com/elements/docs/LeadingInContext.pdf
talgroupinc.wordpress.com

Developing Agile Leaders
life.time.com
Some suggestions: de-layer, set up teams to
solve problems and encourage teams to emerge
to exploit opportunities, encourage rapid
experimentation and implementation while
discouraging (and working around) patch
protection, use coaches to provide ‘just in time’
support and development.
talgroupinc.wordpress.com
“I don’t have all the answers... between them the
leaders probably have most of them... success comes
from providing the environment for sharing that
knowledge and then working with the implications that
emerge”; Dr Pawel Grochowicz, Strategic Advisor
thechronicleherald.ca

Stewart Forsyth
Experience – business, leadership, coaching
stewart@fxc.co.nz; 021 392 667
CV: www.fxc.co.nz/people

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Agile leaders. fx consultants 2014 07

1. Agile Leaders Stewart Forsyth, FX Consultants http://www.huffingtonpost.com/

2. Why agile? 2 A more turbulent world Demands agility from organisations And leaders www.huffingtonpost.com www.business2community.com www.npr.org

3. Is it really more turbulent? we are in a “MUCH more turbulent world economically than we ever have been... The NASDAQ – for instance - has had 30 days this year where it has moved + or – 1%, an unheard of statistic 20 years ago. Grant Cleary, Principal, Cleary Wealth Management ((note – the chart above, of “VIX” is an indicator of share market volatility)

4. Is it really more turbulent? LONDON--(BUSINESS WIRE)--The number of attacks by non-state armed groups around the world has rapidly increased in just five years, according to the IHS Jane’s 2013 Global Terrorism & Insurgency Attack Index from IHS Inc. finance.yahoo.com

5. Is it really more turbulent? Figure 1 suggests apparent increasing trends in both the annual frequency of billion-dollar events and in the annual aggregate loss from these events - http://www1.ncdc.noaa.gov/pub/data/papers/smith-and-katz-2013.pdf finance.yahoo.com

6. Is it really more turbulent? Oxford researchers Carl Benedikt Frey and Michael A. Osborne looked into the tasks required in over 700 jobs, particularly the extent those tasks could be computerised. They estimate “about 47% of total US employment is at risk”. http://www.oxfordmartin.ox.ac.uk/downloads/academic/The_Future_of_Employment.pdf finance.yahoo.com

7. Is it really more turbulent? Age of anxiety? Over the period 1945 to 2000 standard measures of anxiety indicate US college age men’s anxiety increased by 1.2 standard deviations, and women’s by 2 standard deviations. This birth cohort effect explains 18% - 21% of personality variation - Jean Twenge (2000) http://www.apa.org/pubs/journals/releases/psp7961007.pdf finance.yahoo.com

8. If it is a “risk-on” world, what can leaders do? Suggested “Big 4” of Agile Leadership: 1. Influence opinionated people 2. Develop and cherish networks 3. Create space for innovation 4. “Grapple and grok” (maintain mental flexibility) www.traderrach.com

9. 1. Specialists in teams need Influence life.time.com

10. 2. Networks provide opportunities and amplify weak signals life.time.com www.fmsasg.com

11. 3. Agile leaders create the team space for innovation life.time.com Carson, Tesluk and Marrone (2007) – greater team “density” = more shared leadership, and more opportunity for innovation; http://www.ilo.bwl.uni-muenchen.de/download/unterlagen- ws12_13/leadership_and_learning/literature_hoegl1/carson_et_al_2007.pdf “Attributing success or failure to specific individuals operating in a complex environment is incomplete – because no individual has the ability or time to comprehend the complexity of future challenges... Instead, it will require a group/team effort and cooperative leadership processes”; Tago Mharapara, leadership researcher at University of Auckland.

12. 4. Agile leaders need to be able to “grapple and grok*” life.time.com Leaders must develop...“a process of sense-making that enables them more quickly identify leverage for action”; *Duke Corporate Education 2013 CEO Study - http://www.dukece.com/elements/docs/LeadingInContext.pdf talgroupinc.wordpress.com

13. Developing Agile Leaders life.time.com Some suggestions: de-layer, set up teams to solve problems and encourage teams to emerge to exploit opportunities, encourage rapid experimentation and implementation while discouraging (and working around) patch protection, use coaches to provide ‘just in time’ support and development. talgroupinc.wordpress.com “I don’t have all the answers... between them the leaders probably have most of them... success comes from providing the environment for sharing that knowledge and then working with the implications that emerge”; Dr Pawel Grochowicz, Strategic Advisor thechronicleherald.ca

14. Stewart Forsyth Experience – business, leadership, coaching stewart@fxc.co.nz; 021 392 667 CV: www.fxc.co.nz/people

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