Developing Leadership Agility: A Business Imperative. Dr. Nicholas F. Horney Principal, Agility Consulting

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1 Dr. Nicholas F. Horney Principal, Agility Consulting

2 Nick Horney, Ph.D. Retired Captain Navy Special Operations (Diving & EOD) Since its founding in 00, Agility Consulting has enabled leaders to anticipate and respond to change by becoming more focused, fast and flexible.

3 Volatile Uncertain Complex Ambiguous Psychosclerosis Hardening of the attitudes and behaviors about change

4 What Got You Here Won t Get You There Marshall Goldsmith

5 When the rate of change outside exceeds the rate of change inside, the end is in sight. Jack Welch Former CEO, GE

6 Interactive Exercise What does it look like to you?. Select - Images that best describe the turbulence or uncertainty that you are currently facing or will face in the future.. Post-it Notes Write a phrase describing this turbulence or uncertainty on a post-it and attach it adjacent to the image selected.. Group Debrief Share your turbulence/uncertainty images in your small group and what they represent in your view.

7 Organizational Changes Labor Market Changes Competitive Changes Larger and More Global Organizations Leaner Organizational Structures More Dynamic Labor Markets Demographic Trends Increasing Importance of Human Capital Economic Rebound Preparations $ Larger organizations require leaders with broader experiences Global presence of organizations requires global leaders Elimination of middle management results in fewer developmental jobs Promotions now result in larger, faster changes in responsibility Higher levels of employee movement make retention difficult Easier identification and poaching of talent increases the risk of defection Retirement of the baby boom generation will contribute to an executive talent shortage in the coming years Knowledge economy makes human capital an increasingly critical competitive advantage New concerns about corporate governance force attention to leader skills and attributes 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 Turbulence!! Forces of Change Come at Us in Many Forms and from Different Places Happening faster and faster each year!

8 Agility Boosts Financial Performance 0% higher 0% higher 9% higher 8% higher Net Margin Return on Assets Revenue Growth Earnings Per Share Industry Average Agile Companies

9 Individual Assessment and Interactive Exercise 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.

10 Fact-based Measures Visioning Visioneering Sensing Real-time Feedback Monitoring Expectations Connecting Idea Diversity 0 Aligning Customer Focus Engaging Innovation Bias Action Bias Collaboration Decision-making

11 Seminars Webinars Agility Wiki Executive Coaching Agility Development Guide

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13 LAP 60 available on pan platform -- reliable and valid assessment of Leadership Agility with a global database representing leaders in numerous industry segments. Focuses on the Drivers of Leadership Agility and the 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 Participant Receives -- LAP 60 Assessment Report plus the Agility Development Guide LAP 60 Leadership Dimensions:. Anticipate Change. Generate Confidence. Initiate Action. Liberate Thinking. Evaluate Results Resources -- LAP 60 Technical Guide and Assessment Summary via pan catalogue or Agility Consulting Private Label

15 Business Case for Agility

16 LAP 60 Results (009 0) More focus needed in the areas of Initiate Action (Decision Making) and Liberate Thinking (Idea Diversity and Bias for Innovation). 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).

17 Agility Scenario Profile (An Online Situational Judgment Test)

18 Agility Scenario Profile (Illustration of Type of Items in Assessment) To meet a very important deadline in one hour, you need help from five people. They have not returned your s. Meanwhile, a co-worker calls needing help on a complex issue. Then, an 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). 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.. Tell your co-worker that you simply cannot provide help at this time, attend the meeting, and handle the project after the meeting.. Reply to the meeting request and your co-worker by briefly explaining your situation, and then focus on meeting the deadline.. Call your supervisor and ask to meet immediately to discuss the situation and figure out what you should do.. Wait for them to respond to your s, 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 coworker via at the same time.

19 Reinforcing Agility Culture within your team Use of the AGILE Model to help organize and conduct team or staff meetings.

20 ABC 60 (Business Unit) Dashboard Main Details Details Details Details Details Sample Dashboard 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 0 0% 0 0 0% 0 0 0% 0 Manufacturing 0 % 0 0% 0 0 0% 0 Sales 0% 0 0 0% 0 0% 0 Finance 0% 0 0 0% 0 0% 0 Organization Development 0% 0 0 0% 0 0 % 0 EMEA 0 % 0 0 % 0 0 % 0 APAC 60% % 0% 0 Executive 60 Results for Business Unit Manager 60 Results for Business Unit BU Executives ABC Executives BU Managers ABC Managers

21 ABC 60 Executive Aggregate Results Main Details Details Details Details Details Sample Dashboard Executive ABC 60 Results for Business Unit BU Executives ABC Executives Innovation Accountability Collaboration Customer Focus Shape the Business People Development Interpersonal Ability

22 ABC 60 BU Aggregate Manager Results Main Details Details Details Details Details Sample Dashboard Manager ABC 60 Results for Business Unit BU Managers ABC Managers Innovation Accountability Collaboration Customer Focus Business Acumen People Development Interpersonal Ability

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