In a turbulent environment, managers and leaders need to constantly adjust, cooperate and anticipate future changes. This presentation, given as part of PÖL Digital free meetup sessions, is an introduction to leadership agility as well as the Agile Profile®. Agile Profile is a management tool and a methodology to measure the level of agility of an organization, and identify how management behaviors and culture can be changed to better meet the demande of the environment.

1. • BY FREDERIC MOREAU, PÖL DIGITAL, CERTIFIED AGILE PROFILE®TRAINER •
LEADERSHIP AGILITY
RISING PERFORMANCE INTHE NEW ECONOMY

2. !
• Objectives of this document
• Agility concept and principles
• Why agility matters today?
• How can leadership agility help?
• Measuring agility - the Agile Profile model
SUMMARY
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3. DOCUMENT OBJECTIVES
• To clarify the concept of agility
• To introduce the Agile Profile tool and methodology to
measure and improve the level of agility of an organization
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4. 4
AGILE CONCEPT
Sense of
Purpose
Fluidity Anticipation
Fast
Cost-efficient
Value driven
Satisfaction focused
Iterative
Iterative
Iterative
• Agility is the dynamic capacity to sense, anticipate, respond intelligently
and act quickly and smoothly, in a coordinated way to a change in the
environment.

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AGILE ENTERPRISETRINITY
Leadership agility
(Behavior)
Operational agility
(Execution)
Strategic agility
(Direction)
Do we deliver value?
Where do we go?
How do we make it happen?
The Agile
Enterprise

6. WHY LEADERSHIP AGILITY
MATTERS?
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7. 1• HUMAN BEINGS ARETHE ONLY FACTOR OF
PERFORMANCE AND DIFFERENTIATION
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8. 2 •THE WORLD IS MOVINGTOWARDSTHE INTANGIBLE
10% tangible
90% intangible
Material world
Business objectives
Humanistic world
Personal objectives
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9. 3 •THE ENVIRONMENT IS UNDER 5 FUNDAMENTAL PRESSURES
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• Pressure #1 -The endings (fast market saturations, waste
management…)
• Pressure #2 - Increase in complexity and speed
• Pressure #3 - Increased uncertainty
• Pressure #4 - Intensification of interdependencies
• Pressure #5 - Rise of individuality

10. HOW CAN LEADERSHIP AGILITY HELP?
• Embrace change, rather than manage change
• Unlock talents to accelerate innovation
• Better align companies’ interests with employee’s interest
• Increase the level of commitment of the team
• etc.

11. LEADERSHIP AGILITY FOCUSES ON
« ACTINGTOGETHER » IN A GIVEN CONTEXT
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Context Personality
Act together

12. IT SUGGESTSTO APPLY 3 MAIN BEHAVIORSTO BE
PERFORMANT IN A CHANGING ENVIRONMENT
Anticipate • Cooperate • Innovate
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13. ANDTHIS WAS CAPTURED INTO ATOOL CREATED BYTWO PROFESSORS
AND RESEARCHERS IN ECONOMICS AND HUMAN SCIENCES
!
AGILE PROFILE®
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14. AGILE PROFILE®
!
THE 3 BEHAVIORSTHAT A LEADER CAN APPLYTO BE
PERFORMANT IN ATURBULENT ENVIRONMENT
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Anticipate+
Cooperate+
Innovate+
Anticipate, plan, draw scenarios
and anticipate the consequences
Coordinate, go « win-win »
and satisfy others and fulfill a sens of purpose
Improve, make a difference
and just change what needs to be changed
at the right time

15. AGILE PROFILE®
!
THE 3 BEHAVIORSTRANSLATE INTO 6 ATTITUDESTHAT ARE MEASURED
THROUGH A 10 MINUTES ONLINE QUESTIONNAIRE,ANDTHATTHE
CANDIDATE WILL ALSO SELF-ASSESS
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Anticipate+
Cooperate+
Innovate+

16. AGILE PROFILE®:
THE 6 AGILE ATTITUDES ANALYZED
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• Anticipation+
• Situational Intelligence: Instantly adapting to changes or
unexpected events. Intuitive anticipation, or having the capability
to be aware, listen, understand and relate potentially useful
verbal and non-verbal elements in a given situation.
• Proaction: Planning, making simulations and anticipating the
consequences of one’s actions. Structured anticipation, or having
the capacity to conceive of and implement action plans and
alternative scenarios to those plans.

17. AGILE PROFILE®:
THE 6 AGILE ATTITUDES ANALYZED
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• Cooperation+
• Systemic empathy: Helping one another for a common outcome. Meaning
and reciprocity (satisfied/satisfied), or having the capability to establish
relationships based on sharing and reciprocity with internal and external
stakeholders.
• Synchronisation: Be able to describe the process taking into account the
coordination required, as opposed to the tasks themselves.Ability to
spontaneously and reciprocally share the required information and thus the
shared responsibility for the collective outcome. Openly negotiate and
manage the expected deadline with the context of what needs to be
delivered, in order to ensure the on-going success of a given activity.

18. AGILE PROFILE®:
THE 6 AGILE ATTITUDES ANALYZED
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• Innovation+
• Constructive rebellion: Being open to new ideas, or being the catalyst in
achieving common goals. The ability to step out of the usual frame of
reference in service of the greater good, and thus being able to see things
differently, regardless of whether we are at the origin of new ideas or not.
• Managerial pedagogy: Sharing knowledge to support the evolution
towards a common objective. Motivating with purpose, and communicating
in a manner than underlines the purpose, or the ability to communicate
clearly on shared values and vision, to create motivation to come to work
each morning. Align the vision of the organisation with the personal
motivations of the individuals involved.

19. IMPLEMENTATION PROCESS FOR A
GROUP (EXAMPLE)
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• 1 - Each member of the team completes the online questionnaire to measure its
agility behaviors
• 2 - Each person provides its self-assessment online as well
• 3 - Gather the team during a workshop to introduce the model, show results
and measure the needs of the team’s environment
• 4 - Help the team define an action plan to better respond to the demand of the
environment, whenever needed.
• 5 - Run individual coaching sessions to draw individual action plan if needed

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WANTTO FIND OUT HOWYOU SHOULD
BEHAVETO BETTER MEETTHE EVOLVING
DEMAND OFYOUR ENVIRONMENT ?

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CONTACT ME
• Frederic Moreau, PÖL Digital
StationC, Suite 204, 5605 de Gaspé, Montréal, QC, Canada
Cell. 514 503-3357 - fred@poldigital.com
ca.linkedin.com/in/fredericmoreau/
!
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