“Resiliency” and “Agility” are so often discussed yet rarely understood in the context of implementing these skills within organizations. Companies increasingly recognize the need to evolve the organization in order to grow or at least keep pace in a climate where innovation is critical to success—or even survival. But your people don’t know how to unlock their potential. Why? Human brains aren’t naturally wired to deal with or initiate change. Our cognitive biases hold us back from adapting to the most common disruptions thrust upon us. They also stop us from inciting the kind of innovative thought that ultimately benefits our organizations and ourselves. These facts of nature are in direct conflict with the realities of your business needs, aren't they? Fortunately, research has proven we can retrain our brains to be more Resilient and Agile at any age and stage in our career. Join Dr. Casey Mulqueen and David Collins, two behavioral learning experts who’ve helped people develop Adaptive Mindsets all around the world, as they share with you: What it means to be Resilient and Agile and why it’s critical to develop these skills Strategies to change individuals’ behavior to positively impact the entire organization How other companies have employed successful Resiliency and Agility training

1. The Imperative to Build a
Resilient & Agile
Organization
One Mindset at a Time

2. Meet the Speakers
David Collins Casey Mulqueen, Ph.D.
CEO and President
TRACOM Group
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Senior Director of L&D
TRACOM Group

3. Agenda
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1.It’s all about change
2.Change (even the good kind)
is stressful
3.Change models are
insufficient
4.Agility and Resiliency are
necessary
5.Strategies to develop Agility
and Resiliency

4. The World is Changing
So are the skills needed to thrive in it
• Pace of change
• Market disruption and
competitiveness
• Jobs replaced by
automation
“The corporate playbook is
being rewritten and replaced
by one that takes business
agility to a level we have
never seen before.”
- Lynne Doughtie,
Chairman & CEO, KPMG
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5. All organizations are in a state of change
Change is stressful, even if it’s ”good” change
1
2
3 Change models are insufficient
“A critical component of any organizational strategy to build agility is shifting individuals from
fear of change to excitement about new opportunities or expanding skills.” - Braun et al
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Change is the Common Denominator

6. Change is Stressful!
Both Agility & Resiliency are Necessary
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“Pursuing agility without
investing in resiliency is
risky because it creates
fragility – unsupported
exposure to surprises
and shocks.”
- McCann et a

7. Change Models are Insufficient
Models are no
longer
sufficient
Change happens
in leaps, not
baby steps
Success of change
depends largely on
people, not process
or technology
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“Models of planned change may no longer be sufficient to
address the needs of today’s organizations.” - Wolf
Jorgensen, H., Owen, L., & Neus, A. (2008). IBM global making change work study.
Kotter, J.P. (2012). Accelerate! Harvard Business Review, 90(11), 45-58.

8. What is Agility?
Subtitle here
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Organizational Agility:
“Organizational Agility is the capacity to
recognize, create and capitalize on
opportunities in a world full of disruptive
change.”
Personal Agility:
“Adopting a flexible mindset that promotes the
generation and implementation of original and
useful ideas.”

9. What is Resilience?
“Resiliency is the ability to
bounce forward in times of
adversity and to see challenges
as opportunities for growth.”
Subtitle here
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10. Polling Question
Are your executives talking about the importance of
Organizational Agility at your company?
1. It’s all we talk about
2. Often
3. Occasionally
4. Not at all
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11. Benefits of Agility
ü“Agile firms grow revenue 37% faster and
generate 30% higher profits.”
– Massachusetts Institute of Technology (MIT)
üEmployees who initiate change have a 43% more
positive impact on their companies than those who just
have the capacity to change.
– Corporate Executive Board (CEB)
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12. There is a Gap Deepening
“Quote here”
80% of Senior
Leaders have
already directed
L&D to implement
a program
But… The GAP
is Significant…
42% of
companies
haven’t done
anything
as Agility Becomes More Essential
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13. Resilience is at the Core of These Workplace Challenges
13
33%
Of managers
are looking for
jobs elsewhere
$300
BILLION
Cost of stress to
US companies
70%
Of workers are
not engaged or
actively
disengaged
51%
Of employees
are
unproductive
due to stress
50%
Of executives
report their
culture isn’t
adaptive to change
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Resilience Strategies

14. Resilience Training Is Under-Resourced
Survey of 418 companies asked about
having a program to deal with workplace
stress and Resilience
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Resilience Strategies
Due to increasing
stress and need for
Resilience
63% have
no plan yet
15% plan to have
a program within
12 months
Only 22% have
a program
To address workplace
stress and improve
Resilience
But they recognize the
problem and need for
Resilience is getting
worse

15. Steve Harstaad, Business Growth Consultant
Video here
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16. TRACOM Research :
This data compares people with High Agility scores to Low Agility scores from TRACOM’s Adaptive Mindset for Agility Multi-rater Profile.
Improvement (High Vs Low) Rater Research Question
35% more likely… To be seen by others as an initiator of change
35% more likely… To be viewed by others as entrepreneurial
33% more likely… To be seen as a go-to person for innovation
24% more likely… To be motivated to support new initiatives
24% more likely… To anticipate trends and future challenges/opportunities
22% more likely… To view failure as an important learning opportunity
22% more likely…
To see beyond normal patterns, processes and conversations
to identify opportunities
17% more likely… To make high quality decisions in the face of uncertainty
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Outcomes of an Agile Mindset
TRACOM Group ©2018

17. “Since attending the Resilience program, I am better able to…
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80%
agreed
“remain flexible
when things
change”
80%
agreed
“maintain good
relationships
with coworkers”
77%
agreed
“support
changes at
work”
73%
agreed
“control negative
emotions with
customers and
coworkers”
73%
agreed
“accept
feedback at
work”
70%
agreed
“feel
empowered in
my role”
70%
agreed
“stay
motivated to
perform well
at work”
67%
agreed
“stay engaged
with my work”
Resilience Results

18. Agility and Resilience Can Be Developed
Agility training is more
influential than genetics:
Perception of Resilience
training’s influence on
participants:
80% 94% Positive outcome
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Learnable

19. Polling Question
Do you have a formal strategy and/or program to
develop Agility and Resiliency?
1. Yes we have programs
2. Will develop a program in next 12 months
3. Just starting to think about it
4. No, and no plans
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20. Recognize our Cognitive Biases
A cognitive bias is a systematic error in thinking that
leads to mistakes and bad decisions.
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21. One Mindset at a Time…
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When people change their mindset, they recognize positive
opportunity in challenges with Resilience and mitigate
problems by removing creative “mindblocks” with Agility.

22. What is the number of the slip in which boat XX is docked?
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Adaptive Mindset for Agility
Agility Activity

23. Planning Fallacy
• We underestimate time
and difficulty of projects
• We neglect
• Worst-case scenarios
• Interruptions
• Other obligations
• Past experience
Bias – How it Works
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24. Planning Fallacy: Kitchen Remodel
Expected cost:
$18,658
Actual cost?
$38,769
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25. Planning Fallacy
Projected to open in
1963 for $7 million
Opened in 1973 for….
$102 million!!!
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Bias – How the problem scales up and up

26. Conduct a Pre-Mortem
Agility
Project yourself
one year into the
future
Imagine that
the idea has
been a total
failure
Write a history
of what
happened
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Strategies

27. Case Studies
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“The demand for agility skills is
significant and universal. Our
leaders have identified these
skills as critical to our business,
and relevant to our people at all
levels.”
— Nancy Henson Kopp, EY
“A mindset change freed the
company to pursue change.”
- Andrew Gregory, CEO of
McDonald’s Australia
“Resilience is such an
important leadership
competency because leaders
set the tone for their teams.”
- Steve Franklin, CoBank

28. Questions
Thank You!
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29. Follow-Up
• Whitepapers
• On-Demand version
of webinar
• Learn more: links
to articles and
thought-leadership
resources
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Thought-leadership Materials

30. Who We Work With
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31. www.tracomcorp.com
info@tracom.com
303-470-4900
Contact Us [WHY we do]
We believe that improving peoples’ understanding of
themselves and others makes the world a better place.
[WHAT we do]
We synthesize our discoveries into actionable
learning and resources that improve an individual’s
performance in all
parts of their lives. We call this Social Intelligence.
[HOW we do it]
Through research and experience we uncover the
hidden barriers to individuals achieving their maximum
potential and
identify how to help overcome them.
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32. Citations and sources
• Braun, T.J., Hayes, B.C., Frautschy DeMuth, R.L., & Taran, O.A. (2017). The development, validation, and practical
application of an employee agility and resilience measure to facilitate organizational change. Industrial and
Organizational Psychology, 10(4), 703-723.
• Jorgensen, H., Owen, L., & Neus, A. (2008). IBM global making change work study. Retrieved from
http://www.ibm.com/au/pdf/making_change_work.pdf
• Kotter, J.P. (2012). Accelerate! Harvard Business Review, 90(11), 45-58.
• McCann, J., Selsky, J., & Lee, J. (2009). Building agility, resilience and performance in turbulent environments.
People & Strategy, 32(3), 44-51.
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