Leadership Coaching: Adapt & Thrive in our Turbulent World

Executive Briefing & Coach Profiles

Agility Consulting, LLC

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• The command and control model of management in the 80’s

and 90’s will no longer bring success or results in today’s rapidly changing and unpredictable environment.

• We need AGILE organizations capable of responding to changing demands and adapting to new requirements … in real-time.

• These conditions have profound implications for leadership behavior and now, more than ever, demand the skill of “leadership agility” … bringing just the right skills with the right amount of ‘volume’ to each leadership moment.

• Success will only come from teams that are empowered and expected to deliver results without constant direction from the “control center”.

• That means leadership converts to coaching, encouraging, visioning and challenging – often new and ‘uncomfortable’ skill sets.

Leadership Agility

Leadership – that special quality that enables teams and organizations to achieve extraordinary success. In today’s uncertain world, the leadership challenge and the need for leadership are at all-time highs.

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Agility Coaching Process

Observation: Through an appropriate assessment process, high-potential leaders gain an accurate and personal understanding of their leadership strengths and abilities, as well as the areas they need to develop. Awareness is cemented through use and review of highly credible assessment instruments. Orientation: Combining new self-knowledge with an understanding of key organizational objectives, the executive develops and commits to specific, behavior-based action plans to accelerate leadership capability building and achieve business results. Involving key constituents (the individual’s managers, colleagues, teams, etc.) as appropriate, short-term (6-12 months) and long-term (2-5 years) development plans are created. Decision: Leaders execute their development plans in the context of their business strategy and goals, with checkpoints for assessing progress against specific criteria. Tangible business and personal goal achievement becomes a real outcome of the coaching process. Action: The executive participates in a review and feedback process that pinpoints, both quantitatively and qualitatively, where he or she is achieving the desired professional goals and business results. The action steps are focused on how to sustain progress and build new capabilities.

Agility’s proven four-step process brings a logical, systematic, and results-driven approach to executive coaching. Specific, measurable outcomes for the process are identified up front, in collaboration with the individual and the organization. Over a three to six-month period, your leader progresses through the following phases:

OODA Model originated by Col John Boyd

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Incorporating Self-Discovery and Awareness

A key component of successful coaching is awareness and acceptance of individual strengths

and development needs. No one can “change” an individual leader except themselves.

Often, the key to unlock that door comes through effective involvement of these tools.

In our leadership development and coaching series, we use a

collection of very effective assessment tools to bring

multi-dimensional insight to the development and coaching

experience. Some of these tools include:

Change Style Indicator from Discovery Learning Co.

Hogan Personality Inventory

Myers-Briggs Type Indicator

StyleView Decision-Making Profiles and Styles

Leadership Agility Profile (LAP). The LAP is a primary

tool we utilize in bringing 360° feedback to provide

insight into specific areas needing attention to become

a more effective leader for 21st century challenges.

Self-Discovery and Assessment Tools

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Custom Development Plan Ideas

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1. The client is the individual receiving the individualized coaching. It is important that we clarify expectations with the customer, sponsor and client concerning deliverables, time-frame, developmental activity, communication and confidentiality.

2. We believe that coaching is a developmental process that is separate from performance evaluation and is separate from other evaluative organizational judgments (e.g. compensation or promotions, etc).

3. We also understand the organization has a need to monitor progress and evaluate its investment according to agreed-upon deliverables throughout the coaching engagement. Therefore, it is a part of our coaching methodology that we ask the client to share action plans with key stakeholders.

4. At the end of the assignment we strongly recommend that the client share the achievement, recognitions and changes with the key stakeholders.

Coach/Client Relationship Coach/Client Relationship … Basic Protocol In every executive coaching engagement, we have basic process relationships with the client’s manager (sponsor), the senior human resources officer and the client.

5. Client evaluations of the coach and the coaching process are completed at the end of each assignment and shared, with permission, with the customer.

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Tom O’Shea, CMC

Tom is a Principal in Agility Consulting – a consulting practice dedicated to helping client organizations and leaders become more AGILE and competitive in our increasing turbulent and time-pressed world. Tom specializes in strategic business development, leadership agility and organizational improvement practices. He has more than twenty years industry experience working in consumer products, retailing and the apparel trade with industry leaders VF Corporation and Kayser-Roth Corporation. Tom's diverse background includes senior executive roles in Human Resources, Strategic Planning and General Management. He has been VP/GM for a large business unit marketing consumer products across all key classes of trade and developed keen insights into the keys to success in real time, consumer-driven enterprises.

Tom has a master's degree in Organizational Psychology and extensive practical experience helping organizations and leaders re-focus business strategy to improve organization performance and alignment. He has demonstrated proven organizational skill leading major organization improvement and culture development initiatives both in the US and in Europe – where he lived and worked for several years. Tom has broad experience in guiding leadership development actions as well as coaching executives on both strategic and organization leadership platforms. Tom brings a balanced perspective to his consulting and coaching engagements due to his varied experiences and background which includes leadership roles within various community, state and national level non-profit organizations. Tom has been a youth soccer coach for many years and still competes himself on a national level in amateur soccer events. Tom is a Certified Management Consultant (CMC) and is former President of the Carolinas Chapter for the Institute of Management Consultants – the premier professional association for management consulting.

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Nick Horney, PhD

He held senior leadership roles in Human Resources and Quality in divisions of Nestle and Pepsi before devoting 15+ years to the field of consulting includes the startup of the global change management practice of Coopers & Lybrand and as VP Consulting for ODR, Inc. in Atlanta – a firm specializing in organization change management and leadership development.

Nick coauthored a book in 2000 entitled Project Change Management, published by McGraw-Hill. His passion for agility was developed during his 23-years in the Navy leading diving and explosive ordnance disposal teams. Nick retired from the U.S. Navy Reserves at the rank of Captain.

The Secretary of Commerce appointed Nick to the Board of Examiners for the Malcolm Baldrige National Quality Award, where he served for two years. He also helped establish and served as a judge for the USA Today Quality Cup Award for ten years. He received his Ph.D. in Organizational Psychology from the University of South Florida.

Nick is a former board member and Chair for Affiliates of the Human Resource Planning Society (HRPS).

Nick is a Principal in Agility Consulting, LLC and was the founder of Agility Consulting and Training which specialized in providing products, consulting and training that enable individuals, teams and organizations to effectively respond to and manage change.

He recently served as Vice President of Client and Constituency Relations for the Center For Creative Leadership (CCL) in Greensboro, NC. In this capacity, Nick had the global responsibility for CCL’s alliances and partnerships, business development, marketing, and the client contact center. Nick worked directly with clients, partners and client relationship management (CRM) teams.

During his tenure, CCL was recognized by Business Week in 1999 and 2001 for delivering best-in-class leadership development products and services in the executive education marketplace.

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Agility Consulting, LLC

Innovative partners helping organizations create more Agile

enterprises filled with more Agile Leaders

Agility Consulting, LLC 3816 Pinetop Road Greensboro NC 27410

Contact: Tom O’Shea, Principal 336.282.1211 tom@agilityconsulting.com

www.agilityconsulting.com