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THE AGILITY SHIFT: T-MOBILE DEVELOPS LEADERS FOR A VUCA WORLD

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A volatile, uncertain, complex, ambiguous (VUCA) workplace requires a distinct set of leadership competencies: non-hierarchical influence, the ability to rapidly align across functions, creativity for drawing insights across domains, and most of all, “empathy,” the linchpin leadership skill in the modern workplace. Empathy allows us to imagine the world from different perspectives, unite across functions, generations, regions. Join Melissa Lanier of T-Mobile to learn about “The Agility Shift,” an award-winning leader development offering designed to equip people managers to thrive in an uncertain, complex, and ambiguous environment. The program, which will utilize cutting-edge virtual simulation technology, is designed to help leaders respond quickly and increase resilience by immersively preparing them for stressful encounters. Impact is measured on an individual, function and business level. Collectively, managers report learning how to “avoid tunnel vision,” "think on their feet," “respond rather than react” and embrace a positive mindset.

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THE AGILITY SHIFT: T-MOBILE DEVELOPS LEADERS FOR A VUCA WORLD

  1. 1. #CLOwebinar The presentation will begin at the top of the hour. A dial in number will not be provided. Listen to today’s webinar using your computer’s speakers or headphones. Welcome to the webinar!
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  5. 5. The Agility Shift: Developing Leaders for a VUCA World *Study by BTS
  6. 6. Overview
  7. 7. The Agility Shift is T-Mobile’s powerful leader development offering designed to equip people managers to thrive in an uncertain, complex, and ambiguous environment. Background
  8. 8. The Goal Increase resilience Implement change 1. 2. 3. 4. Improves their ability to respond quickly and effectively to the unexpected by leveraging connections with people who have skills, knowledge, and resources other than their own Increases resilience, both individual and organizational, in an environment of constant change Reduces costs by aligning resources on company goals, eliminating inefficiencies, using existing resources in new and creative ways Increases speed in implementing change and reducing rework by leading teams in cycles of testing, feedback and adjustments Reduce costs$ Respond quickly Help leaders develop an agile mindset and behaviors that…
  9. 9. A New Partnership Pamela Meyer, Ph.D., Author
  10. 10. No Slides Allowed: Agility Shift Learning Map T-Mobile Internal
  11. 11. 13 Participants Comments on Twitter T-Mobile Internal “Fantastic 2 days in #ManagerMastery2 and can't wait to take all of the tools learned about #AgilityShift back to my team! #BeMagenta” -Melissa Blackburn @MagentaMelissa, 1/19/2017 "To be agile you need to get yourself out of the way" /// Taking time to slow down and develop is essential! How are you developing?! #agilityshift #1HR #HRNext #shifthappens” - darrelreidboyer @TMOdaryl, 8/16/2019 “Learning how to respond effectively to the unexpected and to turn challenges into opportunities with this rockstar leadership team #managermastery2 #agilityshift” -Jordan Werley @JordanWerley, 5/30/2019
  12. 12. But What Is the Impact? The Success Case Study
  13. 13. Study Purpose The study sought to answer these questions: 1.  What personal benefit has Agility Shift participation provided to individuals? 2.  What business impact does Agility Shift participation generate for T-Mobile? 3.  When Agility Shift delivered impact, why did it work? When it did not, why not? 4.  What can be done to improve the business impact for future Agility Shift participants?
  14. 14. Steps in the Evaluation Process Survey of Agility Shift Participants A survey focused on learning application and results was distributed in April 2018 to 682 participants who completed Agility Shift in 2017. One hundred seventy-eight (178) people completed the survey (26%). Interview Randomly Selected Agility Shift Survey Respondents To assess business impact, twenty-one (21) participants were randomly selected for in-depth interviews from the 178 survey respondents (18 interviews were completed). Twenty (20) of the randomly selected participants came from the group that claimed positive impact, while one (1) person was selected who reported little/no impact. Interviewees provided specific examples of results they achieved related to Agility Shift goals – or, conversely, why they did not achieve impact from Agility Shift. Report on Conclusions and Recommendations This report presents the findings from the various data sources which showcases the value Agility Shift is providing to both individual leaders and T-Mobile. It also recommends what is needed for T-Mobile to achieve even greater impact for future Agility Shift participants – or participants in other training initiatives.
  15. 15. Study Conclusions (1 of 5) Ø  Agility Shift participants valued the experience and have begun to incorporate the concepts and mindsets in their day-to-day activities. “This opened my eyes to things I do day in and day out and use a different approach rather than jumping and reacting to an issue.”
  16. 16. Study Conclusions (2 of 5) Ø  Participants reported these factors made Agility Shift a valuable experience: •  Highly relevant content •  Facilitators were “excellent” •  The relational web helps leaders respond appropriately. •  “Respond rather than react” to be more strategic, purposeful, and manage the stress of change •  Creates a common language for strategies and setting expectations “It was a great training that allowed me to step back and think about the big picture about my job and my group, and consider how I can better lead our group and embrace change.”
  17. 17. Study Conclusions (3 of 5) Ø  99% of survey respondents reported that it was a valuable experience and have begun to apply what they learned 3.  This extremely high rate (99% of respondents) of application is significantly higher than most programs evaluated. 4.  78% reported that they have produced significant and tangible results by applying these concepts. This was a well needed training for me. It made me change my way of thinking and showed me that it is not all about me. Sometimes you have to go outside your comfort zone to find a resolution. Being uncomfortable gets the job done…
  18. 18. Study Conclusions (4 of 5) Ø  Participants produced business impact: •  Thinking differently and seeing situations from new perspectives •  Using the relational web to solve problems and identify new approaches •  Being less reactive and responding more purposefully •  Fostering a culture of agility and achieving higher levels of performance •  Retail Managers: connecting better with employees and helping them develop •  Account Managers: working more collaboratively and effectively with customers
  19. 19. Study Conclusions (5 of 5) Ø  Factors which limited the potential impact of that the Agility Shift could have produced: Ø  Only 24% began with objectives or expectations for how they could/should apply the new concepts or skills back on the job. Ø  The amount of coaching is inconsistent (some managers are doing better than others) “When I feel overwhelmed, I often get tunnel vision on one task, while other needs of the business are neglected. After this development program, I feel like there are tools and practices I can adopt that will help me better handle multiple responsibilities in stressful times.”
  20. 20. Survey Results
  21. 21. Survey Results 99% 78% produced significant and tangible results by applying these concepts cited a valuable experience
  22. 22. Which statement below best characterizes your experience regarding Manager Mastery 2: Agility Shift? I learned something new, have used it in my work, and fully expect worthwhile results though none have been achieved yet 36 20.2% While Agility Shift was mostly a reminder of what I already knew, it was a valuable refresher and motivated me to apply it in new ways that led to tangible results 52 29.2% I learned something new, have used it in my work to produce significant business impact for my unit and have concrete evidence to describe that impact 88 49.4% 0 5 10 15 20 25 30 35 40 45 50 1While I may have learned something new, I have not put it to use yet 0.6% Agility Shift did not cover anything new or useful 10.6% These two groups of survey respondents – 78% of all respondents – are in the “high impact” group. Interviews confirmed that most of them applied their learning in ways that are having high or moderate impact for the business.
  23. 23. Using the scale provided below, rate the extent to which you might have applied any learning from Manager Mastery 2: Agility Shift. 0% 20% 40% 60% 80% 100% Built networks with other functions to anticipate and prepare for emergencies Remained calm and focused in order to influence an unexpected situation in a positive way Reviewed my own workload (including mental workload) to ensure capacity to respond to the unexpected Explained the impact to the organization, team, and employees, when communicating a change Used existing resources in new and creative ways Carved out time to continuously learn and reflect on new products or processes Engaged more consistently in cycles of testing, getting feedback, and making adjustments when taking a new approach Responded more quickly to change Assessed the team’s agility strengths and gaps and coached them accordingly Reinforced and recognized team members when they displayed agile behaviors Implemented, got positive results Implemented, unsure of results so far Have not implemented, but plan to Was already doing this Do not plan to implement
  24. 24. Business Impact
  25. 25. What was learned in Agility Shift How it was applied Results Created Participant #1 (P1) was a Retail Manager who took over a store that was underperforming (last quartile). Initially (and prior to P1’s participation in Agility Shift program) the store’s performance improved (3rd quartile), because P1 was able to address several issues using personal knowledge and experience. But then store performance plateaued for several months. During the Agility Shift program P1 embraced the concept of agility when challenges and change occur, and using the ideas of others and the team to solve problems. P1 worked with the team on how to respond to change in a positive way. P1 also has worked with the assistant manager to respond rather than react when coaching or in customer escalation situations. This has improved the assistant manager’s coaching skills. A specific occurrence when a positive response to change made a difference in performance and engagement, was when an employee needed to take an emergency medical leave during the holiday season. P1 empowered the team to develop a plan for how to staff the store without this key employee. The team stepped up to willingly take on more hours and pull together in a positive way during this challenge. After adopting the agile concepts, the store’s performance started to climb again and is now a top 100 store (out of 2,000). Also, the store had strong results during the holiday season in which the employee had to take a medical leave. Equally important, the team’s engagement and commitment was high despite having to work extra/long hours. P1 reported receiving extensive and helpful support from P1’s manager, who frequently uses the agile verbiage from the program (e.g., in meetings and when coaching) and encourages use of the relational web. Impact Profile #1 Building an agile team to improve retail store results
  26. 26. What was learned in Agility Shift How it was applied Results Created Participant #2 (P2) is a marketing manager whose team supports new product launches. P2 was inspired by Agility Shift to be less reactive and take more meaningful action. P2 embraced the concept of the “5 Why’s” to get to the root cause and the true goal. This helps P2 better understand the context for the assignments that come from senior management. P2 also switched his approach from “Yes, but…” to “Yes, and…” P2’s team was tasked with an outbound communication campaign to customers regarding an upgrade. P2 asked questions of his manager to understand the goals of the launch – i.e., drive customers to place orders through the digital channel rather than the care channel which is more costly for T-Mobile. P2’s team was concerned that the series of outbound communications would be redundant and would not be received well by the customers. By asking questions to understand the goals and not simply accepting (reacting to) the plan, P2 was able to clearly communicate the context/goals of the plan. P2 worked with the team to refine the outbound communication tactics that achieved the goal without being redundant in the customers’ eyes. The launch was highly successful in driving customers to the digital channel. Previous, similar launches had achieved 18% of the orders through the digital channel. This launch achieved 32% (digital channel). Also, the marketing team was fully engaged and felt good about the communication strategy. P2 also stated that having the app ready for the upgrade was critical for achieving this 32% result. Impact Profile #2 Achieving desired goals on a marketing launch by being more “purposeful”
  27. 27. What was learned in Agility Shift How it was applied Results Created Participant #3 (P3) is a manager in customer service. P3 was already “on the mindfulness journey” and the Agility Shift training helped crystalize and reinforce how to develop a positive mindset and view change/challenges as exciting. P3 now tackles change and day-to-day challenges with agility and patience which created better focus and less stress. P3 also uses the concept of looking at situations from others’ perspectives (and other Agility Shift concepts) when coaching team members. P3 had one CSR who had been with T-Mobile for many years, but who was perceived by management as a weak performer who would jump to a new department each time she was close to losing her job. In addition the CSR had a lot of “emotional baggage” that made coaching this person difficult. P3 stepped up to the CSR’s performance issues and used empathy to set clear performance expectations and provide productive coaching. Although the early coaching sessions were extremely difficult, P3 persisted in displaying empathy, while coaching to help the CSR change her mindset and improve performance. This CSR has made a transformational change as a result of P3’s mindset coaching. One year ago the CSR was last among her peers in performance. She is now in the top half. She has bonused ~5 months in a row, when previously she had not bonused ever. The CSR told P3, “Thank you; you changed my life.” P3 also indicated that reading the Orange Frog book helped and supported the Agility Shift skills. Impact Profile #3 Coaching on positive mindset to turn around a troubled, poor performer
  28. 28. What was learned in Agility Shift How it was applied Results Created Participant #4 (P4) is a National Accounts Manager. P4 used the Agility Shift training to help develop the ability to view situations from the customer’s perspective. P4 has to interact with many people with very different personalities in his national accounts. P4 stated that the “schematic on the wall with pictures” showing different perspectives and the discussions from Agility Shift provided new insights into understanding what customers are thinking and feeling and how to build relationships with them. P4 reported that after Agility Shift he operates with the mindset that there are multiple perspectives and the role of the NAM is not to convince but to work with people to solve problems. In one large account P4 deals with a successful entrepreneur who is very opinionated. Using the approaches from Agility Shift, P4 now listens more fully to understand the other point of view, then responds, “I appreciate what you’re saying and let me share another perspective.” P4 reports having built a better and more strategic relationship with this account since attending Agility Shift and adopting this approach. It is easier now to work collaboratively with the account on various issues. One example of a better working relationship is that P4 was able to get this account to agree to accelerated (shorter) payment terms from 29 days to 24 days. This increases cash flow for T-Mobile. Impact Profile #4 Seeing the other perspective to improve National Account relationships
  29. 29. What was learned in Agility Shift How it was applied Results Created Participant #5 (P5) is a Marketing Manager for Retail and Direct Channels for a market. P5 used the Agility Shift concepts to foster a culture of agility in this team, getting people to be more comfortable and effective in handling change and the ambiguity of waiting to have a project completely submitted and finished. P5’s team develops and executes marketing plans which frequently change at the last minute. This caused a lot of rework (e.g., reprinting ads or mailers), frustration and extra costs. P5 used the concepts of having a positive mindset about change, planning for change and leveraging the relational web to get his team more comfortable and effective with changes. P5 shared what was learned in the program and used the Take it to the Team toolkit. P5 worked with the team to develop a process for creating more effective project plans that could accommodate last minute changes while still meeting deadlines. This planning process identified those elements that are most vulnerable to change and getting team members to be comfortable with leaving those items open longer. P5 identified several projects that avoided reprinting costs due to last minute changes, because the team waited appropriately to send the artwork for a mailer or ad to the printer until the last minute. One alone project saved T-Mobile ~$20-25k in replacement printing. However, P5 believes the biggest benefit is the personal growth P5 saw in the team. They have embraced the concept of agility and preparing for change. They see change as a positive and look outward to other resources to get answers when things change. P5 reported that using the book The Art of Agile Marketing also helped him work with the team to make the mindset shift. Impact Profile #5 Creating an agile mindset in the team to reduce costs
  30. 30. Recommendations
  31. 31. Recommendations 1.  Continue the Agility Shift program across T-Mobile. 2.  Set expectations in advance. 3.  Ensure concepts are being supported and reinforced. ü  Post-Agility Shift meetings to help with applying the skills and eliminating barriers ü  Peer coaching conference calls so participants can share successes and “trouble shoot” challenges. 4.  Expand the Agility Shift program available to more levels 5.  Set a firm expectation and provide the tools and support to make spreading Agility Shift concepts easy and effective.
  32. 32. What’s Next for Experiential Learning?
  33. 33. Appendix: Additional Agility Shift Survey Data
  34. 34. What were your expectations as you began Manager Mastery 2: Agility Shift? 0 5 10 15 20 25 30 35 40 45 50 I was very clear about what I could learn from my participation 29 16.2% I really had no specific expectations other than to participate 40 22.3% I had some idea of what I might learn from it, but not much beyond that 90 50.3% 20 11.2% I had specific objectives not only for what I would learn, but also how I would apply it in my work 55
  35. 35. To what extent have you received follow-up support and coaching from your manager after attending Manager Mastery 2: Agility Shift? 0 5 10 15 20 25 30 35 40 45 50 I have received virtually no follow-up support and /or coaching 30 16.9% I have received very little follow-up support and/or coaching 32 18.1% I have received some follow-up support and/or coaching 87 49.2% 28 15.8% I have received extensive and helpful follow-up support and coaching 55
  36. 36. How have you used the “Take It to the Team” Toolkit? (Select all that apply) Incorporated the activities (e.g., the sound ball) with my team 44 27.5% Did a “teach back” on Agility Shift to my team 46 28.8% 34 21.3% Used the “Take It to the Team” Toolkit 0 5 10 15 20 25 30 35 40 45 50 55 60 65 70 75 Shared what I learned in the Agility Shift with my team 115 71.9%
  37. 37. #CLOwebinar Register for the next webinar! Data Science for Business Leaders Wednesday, December 4, 2019 Webinars start at 2 p.m. Eastern / 11 a.m. Pacific Register for all upcoming Chief Learning Officer Webinars at clomedia.com/webinars

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