Leadership agility 360™

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LeadershipAgility360™

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 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

3. LeadershipAgilityLeadershipAgility
“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”
FromWikipedia……

4. LeadershipAgilityLeadershipAgility
“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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The Essence of Agility
Focus
Step Back
Gain a broader, deeper view
Re-engage, take action

6. LeadershipAgilityLeadershipAgilityWhy Agility?
Accelerating change
 Technological
 Economic
 Social
 Environmental
 Political
Accelerating change

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 New communication technologies
 Global economy
 Changing customer & supplier
relationships
 Increasing importance of business
partnerships
Why Agility?
Growing Inter-dependence

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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?

9. LeadershipAgilityLeadershipAgilityStudy 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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Stages of Development
(Types of Awareness)
Conformer
Co-Creator
Catalyst
Achiever
Expert
Synergist
Operator
Enthusiast
Explorer
Pre-Adult Stages
Post -
Heroic
Leadership
Heroic Leadership
Institutional “Ceiling”------------------------------------------------------------------------------------------------------

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 10% Catalyst
 35% Achiever
 45% Expert
 10% Pre-Expert
Leadership Agility Capacities
Current Institutional
“Ceiling”

12. LeadershipAgilityLeadershipAgility
Leadership Agility 360™
to develop leadership capacities for organizational
transformation
Jointly developed by ChangeWise President, Bill Joiner, and CambriaConsulting 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 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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 Leading organizational change
 Improving team performance
 Engaging in pivotal conversations
Development in the Most Crucial
Leadership Arenas

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Leading
Change
Leading
Teams
Pivotal
Conversations
Catalyst Level
Achiever Level
Expert Level
Development of Leadership Level

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Level of
Agility
View of Leadership Agility in Pivotal
Conversations
Agility in LeadingTeams
Agility in Leading
OrganizationalChange
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 assertive
and accommodative styles as
needed 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 highly
participative team. Acts as a
team 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 initiatives
often include development of a
culture that promotes
teamwork, 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-fledged
manager. Meetings to discuss
important strategic or
organizational issues are often
orchestrated to gain buy-in to
own views.
Organizational initiatives
include analysis of external
environment. 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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 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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The LA 360TM Compass

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Developing
Transformational Agility
Team Synergy
Creating the context and
the practices for deep
collaboration & synergy
Engaging in
Transformational
Conversations
Building relationships,
trust and alignment
Systemic Thinking
Transforming problems
into opportunities from a
systemic perspective
Systemic Awareness
and Transformational
Agility
Profits &
Organizational
Sustainability
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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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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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