The document discusses developing personal leadership agility. It describes four types of leadership agility: context-setting agility, stakeholder agility, creative agility, and self-leadership agility. It also outlines three levels of leadership agility - from expert to achiever to catalyst - with increasing abilities at each level. The document provides strategies for practicing self-leadership agility, such as setting development goals, finding opportunities to experiment, and reflecting on experiences.

1. Bill Joiner
CHANGEWISE
Developing
your Personal Agility

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3. • Need for a fresh approach to Agile leadership
• Leadership agility – the core practice
• 4 “types” of leadership agility & how to use them
• 3 “levels” of leadership agility
• How to practice “self-leadership agility”
• Article & “Leadership Agility Accelerator”
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Agile
Methods
Leadership
& Culture
• Low trust, empowerment,
participation
• Low cross-functional collaboration
• Top leaders not “being” agile
• Insufficient training
• Insufficient sponsorship
• Middle management role unclear
• Lack of Agile mindset

6. • Sponsor & support Agile initiatives & methods
• Use Agile methods
• “Let go.” Don’t be a traditional manager
• Don’t just do Agile – “be” agile
• Adopt an Agile mindset (principles & values)
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7. • Helps you “do” Agile methods as originally
intended
• But is this all you need to “be” agile – to
develop personal agility?
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• Think?
• Act?
• Develop?

9. Leadership Agility Simulation
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10. Focus
Step back
Gain a broader, deeper view
Re-engage, take action
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LeadershipAgility is ReflectiveAction

11. Your Project
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Strategic context
Specific problems/opportunities
Yourself
Stake-
holders
Leadership Agility Compass

13. • Why is change/
improvement needed?
• What is the scope of the
change/improvement?
• What are the intended
outcomes/ success criteria?
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14. • Who are the key
stakeholders?
• What are their perspectives
on the change?
• How can we create greater
alignment?
CHANGEWISE

15. • What are the key
problems the change
needs to address?
• What are their root
causes?
• What solutions best meet
all relevant criteria?
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16. 1. Set your intention:
Choose your leadership
development goals
2. Practice: Find everyday
opportunities to
experiment
3. Reflect: Learn by
reflecting and seeking
feedback
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It’s aVUCAWorld

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PaceofChange
Degree of Interdependence/Complexity
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Today’s New Era

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PaceofChange
Degree of Interdepedence/Complexity
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Leadership Agility Levels
10%
35%
55%

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Expert Achiever
Leadership Authority and expertise Inspire and challenge others
to contribute to larger goals
Context-setting
agility
Focused primarily on solving
discrete problems
Primarily focused on
outcomes
Stakeholder
agility
Limited ability to take others’
perspectives leads to limited
stakeholder engagement and
cross-functional collaboration
Customer orientation, desires
stakeholder buy-in, open to
cross-functional collaboration
Creative agility Focuses primarily on one
problem at a time. Opinionated
Sees problems in larger
context. Can change opinions
based on new data
Self-leadership
agility
Moderate self-reflective
capacity.Tendency to take
feedback personally
Robust self-reflective
capacity. More open to
feedback
From Expert to Achiever

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Expert Achiever
Leadership Authority and expertise Inspire and challenge others
to contribute to larger goals
Context-setting
agility
Focused primarily on solving
discrete problems
Context-aware, primarily
focused on outcomes
Stakeholder
agility
Limited stakeholder
engagement and cross-
functional collaboration
Customer orientation, desires
stakeholder buy-in, open to
cross-functional collaboration
Creative agility Focuses primarily on one
problem at a time. Opinionated
Sees problems in larger
context. Can change opinions
based on new data
Self-leadership
agility
Moderate self-reflective
capacity.Tendency to take
feedback personally
Robust self-reflective
capacity. More open to
feedback
From Expert to Achiever

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Expert Achiever
Leadership Authority and expertise Inspire and challenge others
to contribute to larger goals
Context-setting
agility
Focused primarily on solving
discrete problems
Context-aware, primarily
focused on outcomes
Stakeholder
agility
Limited stakeholder
engagement and cross-
functional collaboration
Customer orientation, desires
stakeholder buy-in, open to
cross-functional collaboration
Creative agility Focuses on one problem at a
time. Opinionated
Sees problems in larger
context. Can change opinion
based on new data
Self-leadership
agility
Moderate self-reflective
capacity.Tendency to take
feedback personally
Robust self-reflective
capacity. More open to
feedback
From Expert to Achiever

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Expert Achiever
Leadership Authority and expertise Inspire and challenge others
to contribute to larger goals
Context-setting
agility
Focused primarily on solving
discrete problems
Context-aware, primarily
focused on outcomes
Stakeholder
agility
Limited stakeholder
engagement and cross-
functional collaboration
Customer orientation, desires
stakeholder buy-in, open to
cross-functional collaboration
Creative agility Focuses on one problem at a
time. Opinionated
Sees problems in larger
context. Can change opinion
based on new data
Self-leadership
agility
Semi-reflective. Tendency to
take feedback personally
Robust self-reflective
capacity. Open to feedback
From Expert to Achiever

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Achiever Catalyst
Leadership Inspire and challenge others
to contribute to larger goals
Visionary. Empowers others to
create an agile organization
Context-setting
agility
Context-aware, primarily
focused on outcomes
“Aims through the target”
Stakeholder
agility
Customer orientation, desires
stakeholder buy-in, open to
cross-functional collaboration
Seeks deeper stakeholder
engagement to increase quality
of decisions
Creative agility Sees problems in larger
context. Can change opinion
based on new data
Awareness of assumptions
behind problem definitions and
solution ideas increases creative
problem-solving capacity
Self-leadership
agility
Robust self-reflective
capacity. Open to feedback
Can reflect in the moment on
previously unnoticed feelings
and assumptions. Proactive in
seeking feedback
From Achiever to Catalyst

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Achiever Catalyst
Leadership Inspire and challenge others
to contribute to larger goals
Visionary. Empowers others to
create an agile organization
Context-setting
agility
Context-aware, primarily
focused on outcomes
“Aims through the target”
Stakeholder
agility
Customer orientation, desires
stakeholder buy-in, open to
cross-functional collaboration
Seeks deeper stakeholder
engagement to increase quality
of decisions
Creative agility Sees problems in larger
context. Can change opinion
based on new data
Awareness of assumptions
behind problem definitions and
solution ideas increases creative
problem-solving capacity
Self-leadership
agility
Robust self-reflective
capacity. Open to feedback
Can reflect in the moment on
previously unnoticed feelings
and assumptions. Proactive in
seeking feedback
From Achiever to Catalyst

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Achiever Catalyst
Leadership Inspire and challenge others
to contribute to larger goals
Visionary. Empowers others to
create an agile organization
Context-setting
agility
Context-aware, primarily
focused on outcomes
“Aims through the target”
Stakeholder
agility
Customer orientation, desires
stakeholder buy-in, open to
cross-functional collaboration
Seeks deeper stakeholder
engagement to increase quality
of decisions
Creative agility Sees problems in larger
context. Can change opinion
based on new data
Awareness of assumptions
behind problem definitions and
solution ideas increases creative
problem-solving capacity
Self-leadership
agility
Robust self-reflective
capacity. Open to feedback
Can reflect in the moment on
previously unnoticed feelings
and assumptions. Proactive in
seeking feedback
From Achiever to Catalyst

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Achiever Catalyst
Leadership Inspire and challenge others
to contribute to larger goals
Visionary. Empowers others to
create an agile organization
Context-setting
agility
Context-aware, primarily
focused on outcomes
“Aims through the target”
Stakeholder
agility
Customer orientation, desires
stakeholder buy-in, open to
cross-functional collaboration
Seeks deeper stakeholder
engagement to increase quality
of decisions
Creative agility Sees problems in larger
context. Can change opinion
based on new data
Awareness of assumptions
behind problem definitions and
solution ideas increases creative
problem-solving capacity
Self-leadership
agility
Robust self-reflective
capacity. Open to feedback
Can reflect in the moment on
previously unnoticed feelings
and assumptions. Proactive in
seeking feedback
From Achiever to Catalyst

28. ~55% Expert Capacities not compatible with Agile
~35% Achiever Capacities compatible with Agile
~10% Catalyst Capacities for realizing the true spirit
of Agile
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Agility Levels & Agile

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Business
Performance
Organizational
Agility
Leadership Agility
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Agility & Business Performance
 Revenue growth
 Market share
 Profitability
 Customer satisfaction

30. • Through reflection and
practice, you can develop new
levels of agility
• As you do so, you retain
capacities developed at
previous levels
• It’s about expanding your
repertoire!
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The Research Shows

31. 1. Set your intention:
Choose your leadership
development goals
2. Practice: Find everyday
opportunities to
experiment
3. Reflect: Learn by
reflecting and seeking
feedback
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32. What do you want to cultivate that you feel would
make you more agile, more effective?
• Pick one “thing” to practice for several weeks
• Write it down
• Be specific about what it would look like, how it
would affect others
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33. What are the specific kinds of
situations where you most want to
practice the new behavior?
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34. How will you remind yourself to
practice the new behavior in these
situations?
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3-4 weeks? Whatever is motivating
Do daily “experiments”
• Re-set intention/prep
• Practice
• Reflect
End & re-begin
with sprint
retrospective

36. Set your intention
• Remember & reconnect with
your intention
• Note upcoming practice
opportunities
• Visualize yourself in action
• Note emotional reactions
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37. Practice
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39. Reflect
• Keep a sprint journal
• Incorporate feedback
• What went well? How
improve next time?
• Note emotional reactions
• Hold yourself accountable,
but with compassion
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42. Bill Joiner
bj@changewise.biz
• Card only = “Send me the article”
• Card with “Accelerator” = “Send me article & link to Accelerator”
• Card with “Accelerator only” = “Send Accelerator link, no article
Put your card in the box

44. Bill Joiner
bj@changewise.biz