Leadership Agility Leadership Agility Leadership Agility 360™

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Leadership Agility Leadership Agility Leadership Agility 360™

Transcript of Leadership Agility Leadership Agility Leadership Agility 360™

Page 1: Leadership Agility Leadership Agility Leadership Agility 360™

Leadership Agility Leadership Agility

Leadership Agility 360™

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Leadership Agility Leadership Agility

This is no longer just a leadership challenge

(what good leadership looks like), it is a

development challenge (the process of how to

grow “bigger” minds)

Managers have become experts on the “what” of

leadership, but novices in the “how” of their own

development

The Challenge Ahead

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Leadership Agility Leadership Agility

“Agility is the ability to change the

body's position efficiently, and requires the

integration of isolated movement skills using

a combination of balance, coordination,

speed, reflexes, strength, endurance

and stamina”

From Wikipedia……

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Leadership Agility Leadership Agility

“Agility in a business context is a concept

that incorporates the ideas of flexibility, balance, adaptability and coordination under one umbrella. As leaders become more agile, they become more visionary, more collaborative, more creative, and more proactive in learning from their experience”

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Leadership Agility Leadership Agility

The Essence of Agility

Focus

Step Back

Gain a broader, deeper view

Re-engage, take action

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Leadership Agility Leadership Agility Why Agility? Accelerating change

Technological

Economic

Social

Environmental

Political

Accelerating change

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Leadership Agility Leadership Agility

New communication technologies

Global economy

Changing customer & supplier

relationships

Increasing importance of business

partnerships

Why Agility? Growing Inter-dependence

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Leadership Agility Leadership Agility

Where are we are today?

90% of executives believe that

agility is essential for business

success and growth

Yet most companies (74%)

acknowledge they are not agile

enough

Why the gap?

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Leadership Agility Leadership Agility Study with the Institute for Corporate Productivity

Leadership agility is the key driver for

organizational agility

High performing organizations have more

agile “leadership cultures”

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Leadership Agility Leadership Agility Stages of Development (Types of Awareness)

Conformer

Co-CreatorCatalys

tAchieverExpe

rt

Synergist

Operator

Enthusiast

Explorer

Pre-Adult Stages

Post -Heroic Leadership

Heroic Leadership

Institutional “Ceiling”-------------------------------------------------------------------------------------------

-----------

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Leadership Agility Leadership Agility

10% Catalyst

35% Achiever

45% Expert

10% Pre-Expert

Leadership Agility Capacities

Current Institutional

“Ceiling”

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Leadership Agility Leadership Agility

Leadership Agility 360™

to develop leadership capacities for organizational transformation

Jointly developed by ChangeWise President, Bill Joiner, and Cambria Consulting President, George Klemp, the Leadership Agility360 embodies the strengths of both firms- the thought‐leadership of an award‐winning author and an industry innovator, a proven track record in designing and delivering assessment tools for corporate clients around the globe, and three decades of experience consulting to

and coaching leaders

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Leadership Agility Leadership Agility

Leadership Agility 360™

Shifting Leaders thinking and emotional responses

to a new level

Based on groundbreaking research which shows how leaders grow through a series of "agility levels" rooted in well- documented stages of personal development. As leaders develop through these agility levels, they become more visionary, collaborative, and creative - and more proactive in learning from their experience. This is a next-generation 360 that focuses not on yesterday's competencies but on the new leadership skills that are essential in today's complex, rapidly changing environment. It produces a refreshingly respectful, "gettable" feedback report that provides a behaviorally-specific road-map of the next steps in your leadership journey.

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Leadership Agility Leadership Agility

Leading organizational change

Improving team performance

Engaging in pivotal conversations

Development in the Most Crucial Leadership Arenas

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Leadership Agility Leadership Agility

Leading Change

Leading Teams

Pivotal Conversation

s

Catalyst Level

Achiever Level

Expert Level

Development of Leadership Level

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Leadership Agility Leadership Agility

Level of

Agility

View of Leadership

Agility in Pivotal Conversations

Agility in Leading Teams

Agility in Leading Organizational

Change

Catalyst

~ 10%

Visionary, facilitative orientation. Believes that leaders articulate an innovative, inspiring vision and bring together the right people to transform the vision into reality. Leaders empower others and actively facilitate their development.

Adept at balancing assertiveand accommodative styles asneeded in particular situations. Likely to articulate and question underlying assumptions. Genuinely interested in learning from diverse viewpoints. Proactive in seeking and utilizing feedback.

Intent upon creating a highlyparticipative team. Acts as ateam leader and facilitator.Models and seeks open exchange of views on difficult issues. Empowers direct reports. Uses team development as a vehicle for leadership development.

Organizational initiativesoften include development of a culture that promotesteamwork, participation, and empowerment. Proactive engagement with diverse stakeholders reflects a belief that input increases the quality of decisions, not just buy-in.

Achiever

~35%

Strategic, outcome orientation. Believes that leaders motivate others by making it challenging and satisfying to contribute to larger objectives.

Primarily assertive or accommodative with some ability to compensate with the less preferred style. Will accept or even initiate feedback, if helpful in achieving desired outcomes.

Operates like a full-fledgedmanager. Meetings to discuss important strategic or organizational issues are often orchestrated to gain buy-in to own views.

Organizational initiativesinclude analysis of externalenvironment. Strategies to gain stakeholder buy-in range from one-way communication to soliciting input.

Expert~ 45%

Tactical, problem solving orientation.Believes that leaders are respected and followed by others because of their authority and expertise.

Style is either to strongly assert opinions or hold back to accommodate others. May swing from one style to the other, particularly for different relationships. Tends to avoid giving or requesting feedback.

More of a supervisor than a manager. Creates a group of individuals rather than a team. Work with direct reports is primarily one-on-one. Too caught up in the details of own work to lead in a strategic manner.

Organizational initiatives focus primarily on incremental improvements inside unit boundaries with little attention to stakeholders.

© Bill Joiner & Stephen Josephs —01.29.09 With a few alterations this white paper was published in The OD Practitioner, vol. 38, no. 3 (2006)

Reference guide to the 3 levels of Leadership Agility

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Leadership Agility Leadership Agility

Context-Setting Agility: Scoping initiatives & setting direction (desired outcomes)

Stakeholder Agility: Understanding others’ concerns and priorities & resolving problems

Creative Agility: Analyzing & solving problems

Self-Leadership Agility: Seeking feedback & experimenting with new behavior

Development of all 4 types of Agility

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Leadership Agility Leadership Agility

The LA 360TM Compass

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Leadership Agility Leadership Agility

Developing Transformational

Agility

Team SynergyCreating the context and the practices for deep collaboration &

synergy

Engaging in Transformational

ConversationsBuilding

relationships, trust and alignment

Systemic ThinkingTransforming problems into

opportunities from a systemic perspective

Systemic Awareness

and Transformational

Agility

Profits & Organizatio

nal Sustainabili

ty

Conscious Leadership, Growth

& Well-being

LA 360

assessment

Group

Coaching

Individual

Coaching

Transformational Leadership Approach

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The LA 360TM Individual Coaching

LA 360 individual orientation meeting

Administration of survey

1st debrief: Individual in-depth feedback report

2nd debrief: Identify the 3 most critical leadership

agility action items and develop

action plan and initiatives

3 month coaching with hands on agility

practice

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Leadership Agility Leadership Agility

The LA 360TM Group Coaching

Group orientation meeting

Administration of survey

Individual & aggregate team reports

Two one-on-one individual in-depth debrief

sessions to review survey results, identify the

3 action items to develop and set action-

plan and initiatives

Group meeting – Goal setting for increasing

individual and group’s agility levels

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Leadership Agility Leadership Agility LA 360TM GAINS for the participants & the organization

Gains awareness of present mental models and own level of leadership agility with a 360o perspective

Arises to the challenges ahead and takes responsibility and ownership of own personal development plan

Increases repertoire of behaviors and skills in order to rapidly adjust own leadership style to the demands of any situation

Nurtures orientation towards collaborative leadership and transformational growth

Sets and grows an organizational culture that continually seeks for out of the box ideas, innovation and evolution

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