• BY FREDERIC MOREAU, PÖL DIGITAL, CERTIFIED AGILE PROFILE® TRAINER •

LEADERSHIP AGILITY RISING PERFORMANCE IN THE NEW ECONOMY

!• Objectives of this document • Agility concept and principles • Why agility matters today? • How can leadership agility help? • Measuring agility - the Agile Profile model

SUMMARY

2

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

3

4

AGILE CONCEPT

Sense of Purpose

Fluidity Anticipation

Fast Cost-efficient Value driven

Satisfaction focused

Iterative

Iterat

iveIterative

• 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.

5

AGILE ENTERPRISE TRINITYLeadership 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

WHY LEADERSHIP AGILITY MATTERS?

6

1• HUMAN BEINGS ARE THE ONLY FACTOR OF PERFORMANCE AND DIFFERENTIATION

7

2 • THE WORLD IS MOVING TOWARDS THE INTANGIBLE

10% tangible

90% intangible

Material world Business objectives

Humanistic world Personal objectives

8

3 • THE ENVIRONMENT IS UNDER 5 FUNDAMENTAL PRESSURES

9

• 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

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.

LEADERSHIP AGILITY FOCUSES ON « ACTING TOGETHER » IN A GIVEN CONTEXT

11

Context Personality

Act together

IT SUGGESTS TO APPLY 3 MAIN BEHAVIORS TO BE PERFORMANT IN A CHANGING ENVIRONMENT

Anticipate • Cooperate • Innovate

12

AND THIS WAS CAPTURED INTO A TOOL CREATED BY TWO PROFESSORS AND RESEARCHERS IN ECONOMICS AND HUMAN SCIENCES

!AGILE PROFILE®

13

AGILE PROFILE® !

THE 3 BEHAVIORS THAT A LEADER CAN APPLY TO BE PERFORMANT IN A TURBULENT ENVIRONMENT

14

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

AGILE PROFILE® !

THE 3 BEHAVIORS TRANSLATE INTO 6 ATTITUDES THAT ARE MEASURED THROUGH A 10 MINUTES ONLINE QUESTIONNAIRE, AND THAT THE

CANDIDATE WILL ALSO SELF-ASSESS

15

Anticipate+

Cooperate+

Innovate+

AGILE PROFILE®:THE 6 AGILE ATTITUDES ANALYZED

16

• 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.

AGILE PROFILE®:THE 6 AGILE ATTITUDES ANALYZED

17

• 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.

AGILE PROFILE®:THE 6 AGILE ATTITUDES ANALYZED

18

• 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.

IMPLEMENTATION PROCESS FOR A GROUP (EXAMPLE)

19

• 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

20

WANT TO FIND OUT HOW YOU SHOULD BEHAVE TO BETTER MEET THE EVOLVING

DEMAND OF YOUR ENVIRONMENT ?

21

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/ !

• Stay up to date with PÖL

Twitter : @polstories LinkedIn : linkedin.com/company/p-l-digital Facebook : facebook.com/poldigital