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Similar to Talx 2012 presentation - developing leadership agility
Talx 2012 presentation - developing leadership agility
- 1. Developing Leadership Agility:A Business Imperative Dr. Nicholas F. Horney Principal, Agility Consulting
- 2. 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)
- 3. Developing Leadership Agility:A Business Imperative Volatile Uncertain Complex Ambiguous Psychosclerosis – Hardening of the attitudes and behaviors about change
- 4. Developing Leadership Agility:A Business Imperative What Got You Here Won’t Get You There Marshall Goldsmith
- 5. 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
- 6. 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
- 7. 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” $ OrganizationalChangesLaborMarketChangesCompetitiveChanges Turbulence!! Forces of Change Come at Us in Many Forms and from Different Places … Happening faster and faster each year!
- 8. 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
- 9. 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
- 10. Developing Leadership Agility:A Business Imperative Visioneering Sensing Monitoring Connecting Aligning Engaging Action Bias Decision-makingCollaboration Innovation Bias Customer Focus IdeaDiversity Expectations Real-time Feedback Fact-based Measures 1 2 3 4 5 0 Visioning
- 11. Developing Leadership Agility:A Business Imperative Agility Wiki™WebinarsSeminars Executive Coaching Agility Development Guide
- 12. Developing Leadership Agility:A Business Imperative
- 13. 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.
- 14. 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
- 15. Developing Leadership Agility:A Business Imperative Business Case for Agility
- 16. 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).
- 17. Developing Leadership Agility:A Business Imperative Agility Scenario Profile™ (An Online Situational Judgment Test)
- 18. 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)
- 19. 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.
- 20. Developing Leadership Agility:A Business Imperative 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 0% 0 10 20% 50 Manufacturing 20 25% 25 0 0% 0 20 40% 50 Sales 3 30% 10 0 0% 0 5 10% 50 Finance 3 10% 30 0 0% 0 3 10% 30 Organization Development 4 20% 20 0 0% 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 SampleDashboard
- 21. 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 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 SampleDashboard
- 22. Developing Leadership Agility:A Business Imperative ABC 360 BU Aggregate Manager Results 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 SampleDashboard
- 23. Developing Leadership Agility:A Business Imperative