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The Imperative to Build a Resilient and Agile Organization - One Mindset at a Time

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The Imperative to Build a Resilient and Agile Organization - One Mindset at a Time

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“Resiliency” and “agility” are often rarely understood in the context of implementing these skills within organizations. Companies recognize the need to evolve, or keep pace in a climate where innovation is critical to success—or even survival. But people don’t know how to unlock their potential. Our cognitive biases hold us back from adapting to the most common disruptions. They also stop us from inciting the kind of innovative thought that benefits our organizations and ourselves. Fortunately, research has proven we can retrain our brains to be more resilient and agile at any stage in our career. 

“Resiliency” and “agility” are often rarely understood in the context of implementing these skills within organizations. Companies recognize the need to evolve, or keep pace in a climate where innovation is critical to success—or even survival. But people don’t know how to unlock their potential. Our cognitive biases hold us back from adapting to the most common disruptions. They also stop us from inciting the kind of innovative thought that benefits our organizations and ourselves. Fortunately, research has proven we can retrain our brains to be more resilient and agile at any stage in our career. 

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The Imperative to Build a Resilient and Agile Organization - One Mindset at a Time

  1. 1. The Imperative to Build a Resilient & Agile Organization: One Mindset at a Time David Collins & Dr. Casey Mulqueen
  2. 2. Agenda TRACOM Group 2018 2  It’s all about change  Change is stressful  Change models are insufficient  Agility & Resiliency are necessary  Strategies to develop them
  3. 3. 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 3TRACOM Group 2018
  4. 4. 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 4TRACOM Group 2018 Change is the Common Denominator
  5. 5. Change is Stressful! Both Agility & Resiliency are Necessary 5TRACOM Group 2018 “Pursuing agility without investing in resiliency is risky because it creates fragility – unsupported exposure to surprises and shocks.” - McCann et al
  6. 6. 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 6TRACOM Group 2018 “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.
  7. 7. What is Agility? Subtitle here 7TRACOM Group 2018 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.”
  8. 8. What is Resilience? “Resiliency is the ability to bounce forward in times of adversity and to see challenges as opportunities for growth.” Subtitle here 8TRACOM Group 2018
  9. 9. Benefits of Agility “Agile firms grow revenue 37% faster and generate 30% higher profits.” – Massachusetts Institute of Technology (MIT) Employees 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) 9TRACOM Group 2018
  10. 10. 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 10TRACOM Group 2018
  11. 11. Resilience is at the Core of These Workplace Challenges 11 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 TRACOM Group 2018
  12. 12. Resilience Training Is Under-Resourced Survey of 418 companies asked about having a program to deal with workplace stress and Resilience 12TRACOM Group 2018 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
  13. 13. 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 13TRACOM Group ©2018
  14. 14. “Since attending the Resilience program, I am better able to… 14©TRACOM® Group, 2018 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”
  15. 15. 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 15TRACOM Group 2018 Learnable
  16. 16. Recognize our Cognitive Biases A cognitive bias is a systematic error in thinking that leads to mistakes and bad decisions. 16TRACOM Group 2018
  17. 17. One Mindset at a Time… 17TRACOM Group 2018 When people change their mindset, they recognize positive opportunity in challenges with Resilience and mitigate problems by removing creative “mindblocks” with Agility.
  18. 18. What is the number of the slip in which boat XX is docked? 18TRACOM Group 2018 18 Adaptive Mindset for Agility
  19. 19. Planning Fallacy • We underestimate time and difficulty of projects • We neglect • Worst-case scenarios • Interruptions • Other obligations • Past experience 19TRACOM Group 2018
  20. 20. Planning Fallacy: Kitchen Remodel Expected cost: $18,658 Actual cost? $38,769 TRACOM Group 2018 20
  21. 21. Planning Fallacy Projected to open in 1963 for $7 million Opened in 1973 for…. $102 million!!! TRACOM Group 2018 21
  22. 22. Conduct a Pre-Mortem Project yourself one year into the future Imagine that the idea has been a total failure Write a history of what happened 22TRACOM Group 2018
  23. 23. Case Studies 23TRACOM Group 2018 “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
  24. 24. Questions Thank You! ©TRACOM® Group, 2017 24
  25. 25. 25©TRACOM® Group, 2017 Thought Leadership Materials
  26. 26. Who We Work With 26TRACOM Group 2018
  27. 27. 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. 27TRACOM Group 2018
  28. 28. The Imperative to Build a Resilient & Agile Organization: One Mindset at a Time David Collins & Dr. Casey Mulqueen

Editor's Notes

  • David
  • David
    Need to be Agile (Set up)
  • Casey
    All organizations are in a state of change
    Days of steady progress seem to be over
    Either creating change or responding to it, or more often both.
    If they’re not changing, there’s a problem
    Change is stressful, even if it’s “good” change
    Agility creates stress for people.
    I’ll discuss the research on this. It’s compelling.
    Change models are helpful but insufficient
    Companies have traditionally used models, like Kotter or the ADKAR model.
    While these are helpful, they’re not enough to manage the kind of change happening today.
    We need more human-centered approaches.
    That’s where resilience comes in to the picture, and even agility.
  • Casey

    There’s a few of bits of research I want to briefly describe.
    In a study of 471 companies, McCann (2009) found that agility is related to individuals’ stress.
    In other words, when companies make a concerted effort to be more agile, it increases the stress on employees.

    More recent research confirms this. Research done at Humana, the health care company, in 2017.
    They found that focusing on agility without also training on resilience can lead to increased stress, and business results that fall short of expectations. (Braun et al., 2017).
    Important because stress can undermine the benefits of being agile.
    If you’re creating agile change, the stress on the workforce can cause employees to be unable to implement the change the way it was designed, so the process fails.
    All of these researchers advise organizations to develop agility and resilience together, at multiple levels (individuals, leaders, and teams).
    They claim that resilience is always important, but even more important under conditions of high agility and change.

    Finally, research at IBM with several hundred companies found that that companies with greater levels of both agility and resilience were more competitive and profitable, even in highly turbulent environments.
    So not only is it good for employees to develop both agility and resilience, but the business outcomes make it worthwhile.

    Research references will be included in the pdf made available after the webinar.


    Sources:
    McCann (2009)
    Agility is related to stress
    Develop them together at multiple levels (individual, team, organization)

    Braun (2017)
    Develop together
    Resiliency is important, but even more important under conditions at high agility and change
    Focus on agility alone increases stress and poor results
  • Casey

    Change happens in leaps, not baby steps
    There was a time when change was more incremental.
    Change is fast and often big.
    And that’s the shortcoming of change models.
    Change models are no longer sufficient
    These models were developed in a different era.
    Kotter’s model was presented in 1995.
    In no way disparaging change models – they are very helpful – but they need more human-centered support.
    Kotter himself has recently written that the model by itself is inadequate in today’s world. (2012)
    He said that the model was built for a hierarchical world, but that hierarchies are now too slow and ineffective.
    He claims what’s needed are people with the right mindset to create change. People with a mindset of “I want to and I have the opportunity to influence change” instead of “I have to or this is a requirement.”
    Organizations must influence people’s emotions in order to have change success, not just focus on the rationale or logic of change.
    That’s a very important point and it’s something we’ve learned to include in our agility and resilience processes.
    Success of change depends largely on people, not on process or technology.
    IBM Global Making Change Work Study (Jorgensen, 2008)
    Research with over 470 companies from 15 nations and 21 industries.
    Focus was on how to close the gap between leaders expecting change and feeling prepared to successfully handle change.
    This gap increased from 8% to 22% over the course of two years (from the years 2006 – 2008).
    What they found is that only 41% of projects met objectives within time, budget, and quality standards.
    59% missed at least one objective or failed completely.
    Most importantly, their analysis also showed that success of change efforts depended mostly on people, not on process or technology.
    So this echoes and confirms what Kotter said and what all this other research has found.
  • Casey

    We’re going to have a polling question in a second, but first let me be clear on what we mean by agility and resilience.

    There’s two types of agility – organizational and personal.

    Organizational agility is the goal. It’s what companies want to achieve. Capitalizing on opportunities.

    They get there by developing the agility of their people.

    Personal agility is about developing a flexible mindset, and this allows you to come up with good ideas and then put them into practice.

    When individuals and teams develop this ability, it creates an agile organization.
  • Casey

    Resilience is more than bouncing back, it’s bouncing forward.
    When change feels overwhelming, reframing the experience as an opportunity for yourself to develop new skills, learn new information, or help your colleagues.
    This is what we mean by resilience.
  • David
    Research done by the Corporate Executive Board shows that employees who initiate change have a 43% more positive impact on their companies than those who just have the capacity to change.
  • David
  • David

  • David
  • David
    We’ve done research here at Tracom to look at the benefits of Agility.

    We measured people on our agility profile and compared high scorers with low scorers.

    Important to note that these results are based on other people’s ratings, they’re not self-ratings. In other words, these are the opinions of co-workers.

    You can see the results for yourselves.

    All of these are important aspects of agility and are abilities that organizations place high value on. So being agile pays off.
  • David
    McDonalds data
  • Casey

    David just talked about the benefits.
    It’s also completely learnable.
    We’ve looked at the research – only 20% of your ability to be agile is genetic. So you can’t blame your parents for your lack of creativity.
    It’s something that can be learned and developed, with practice.

    Resilience can also be learned.
    One comprehensive study by the American Heart Institute found that 94% of employees across companies said that resilience training had a positive impact on them.
    That’s a huge number and it highlights how much employees are clamoring for help when going through change.
  • Casey

    There’s two steps for becoming more agile and resilient. They share this in common.
    First, you have to recognize that cognitive biases have a big effect on your thinking and behavior.
    These biases affect everyone.
    They’re subconscious and they’re systematic, meaning they happen all the time without us even being aware of them.
    You’re going to get first-hand experience of a bias in just a minute.
  • Casey

    We mitigate these biases using strategies that shake up our typical ways of thinking and behaving.
    It’s all about changing habits, and this is done by practicing new behaviors, one at a time.
    These new behaviors – new habits – aren’t dramatic, but they have a big influence.
    By doing this, we change our way of thinking and behaving and this makes us more agile and resilient.
  • Casey

    We want to give you an experience of a bias that is probably influencing your agility.
    This is a pattern recognition problem.
    You have to solve for the last number.

    Good news – nobody gets this right.
    Bad news – most young children would get it right.

    Happens because over time we lose our ability to view objects from different perspectives.
    We’ve become habituated to seeing things in a linear, right-side up position.
    This contributes to what we call the anchored mindset and it limits our ability to be agile.

    This is just one example, but now David is going to take us through another bias and a strategy to mitigate that bias.
  • David
  • David
  • David
  • Casey

    This technique is very effective because it overcomes our unrealistic optimism about a project or plan.
    It forces us to step outside our own skin and take on an outsider’s perspective, like a novelist.
    By doing this we recognize obstacles that we couldn’t see previously.
    And of course this allows us to plan for those obstacles.
  • David
  • Synaverse
    Latitude financial
  • ×