Agile Leadership
Today’s
global, high speed, complex, and disruptive business
environment demands a new set of leadership competencies.
New products, technologies, companies and services are
emerging, converging and evolving into more complete and
complex collaborative partnerships and solutions. Product
and knowledge lifecycles as well as profit windows are
shrinking. In response, leaders are trying to make
their organizations more adaptive, agile, changeable and
synergistic across multiple domains with increasingly
blurred boundaries.
Leadership effectiveness in this
environment demands leaders play many roles with different
mind-sets as they move through each day.
Roles like:
“Inquirer”, “Advocate”,
“Innovator”, “Negotiator”, “Delegator”, “Coach”, “Conflict
Manager”, “Change Agent / Leader”,
“Collaborative Leader”,
“Knowledge Manager” and
“Facilitator”
Developing and deploying these
complementary roles requires:
Self-management - Adaptive
Capacity - Accelerated Learning
Agile
Leadership is the only leadership development program
with the necessary human technologies,
iPower and the
Self-organizing Inquiry,
to deliver all four.
Learning
Objectives:
Self-management
Develop self-awareness and will.
Maintain the self-control that people respect and respond to.
Calm rather than inflame.
Change roles, mind-sets and behaviors, as needed, on the fly.
Build Adaptive Capacity
Self-organize new leadership roles or "Success
Strategies" from the inside out.
Accelerate the learning of new leadership talents and skills.
Role Specific Leadership Solutions
Learn the mindset, qualities and communications
skills of new leadership roles or “Success Strategies”.
“Inquirer”
Establish rapport and trust
quickly.
More accurately Sense people and situations.
Ask the questions that lead to really understanding problems.
Evoke understanding from a systems perspective.
Explore other’s thinking in a way that creates open
mindedness.
Calm defensive behaviors in others.
Facilitate learning from outcomes.
“Advocate”
Speak to the needs and purposes in
play.
Create compelling value propositions.
Gain acceptance of ideas.
“Negotiator”
Win Win problem solving.
Treat proposals and options open-mindedly.
Get to what “WE’ want quickly.
“Delegator”
Overcoming reluctance to delegate.
Decide what / who to delegate to.
Deploy appropriate delegating style, options and strategies.
“Coach”
Establish coaching relationships and
goals.
Facilitate self-reflective feedback.
Provide critical feedback without generating excess noise.
“Conflict Manager”
Manage impasses.
Clear “pebbles”.
Keep conflict productive.
Resolve conflicts, when you are and are not a party.
“Change Agent / Leader”
Understand the real problems in
leading change.
Effect change while maintaining essential harmony.
Enroll others through all phases of the change process.
Turn reluctance into readiness.
Facilitate “letting go”.
“Creator / Innovator”
Know where to look for
opportunities to innovate.
Think creatively.
Advance ideas in the organization.
Facilitate innovation sessions.
Foster creative climate.
“Collaborative Leader”
Enroll others, even when perceived as extra
work.
Share leadership.
Sustain commitments.
Manage breakdowns.
“Architect / Strategist”
Think systemically across blurred
boundaries.
Balance/synthesize competing forces.
“Knowledge Manager”
Leveraging knowledge roles and strategies.
Catalyze new knowledge creation.
“Facilitator”
Design meetings that work.
Facilitate meeting processes.
Keep meetings creative and productive.
Forge commitments to outcomes.
Why Agile Leadership
Works
Fundamental Breakthroughs in
Self-management and Self-organized Learning
iPower is a highly
innovative breakthrough in human technology that enables the
discovery and empowerment of a deeper “I” or ‘inner director’
that enables real time situational awareness and
self-management. iPower enables people to use their personality as an
instrument of leadership.
Discovering
a deeper sense of “I” has dramatically helped me negotiate,
manage conflict, effect change and coach others. Manager,
PPG
I now observe all of my “success
strategies” in action as I move through the day. Mark J,
Program Manager, Plaxo
The
Self-Organizing Inquiry
is another
fundamental breakthrough
human technology
that
facilitates the natural evolutionary creative process that
creates new complementary adaptive “success strategies” and
natural leadership talents.
Role playing the adaptive insights was incredible. I can’t
believe how quickly I learned the new roles.
Manager, Sun Microsystems
It’s great. Ethan E. Ops Manager ,
Plaxo
Proven Leadership Architecture
Over 70,000 leaders have been trained in this
process.
Universally applicable process.
Scalable from one-on-one to entire enterprise.
Motivates and aligns.
Builds a learning environment.
The
architecture just blows
me away.
It takes
the guess
work out
of leadership.
Staff Engineer, PPG
Keeping the same architecture for all
the roles really made easier to learn all the roles quickly.
Engineering Manager, Sun Microsystems
FANTASTIC! Rikk Carey VP Engineering, Plaxo
I never realized it was this easy to
discover new adaptive success strategies. Where were you twenty
years ago?
Manager, Baxter Laboratories
People need
to understand
the psychological
dynamics explored
in this
course in order
to effectively
motivate others.
Lack of
such knowledge can and
has caused
much wasteful
thrashing about
in this
organization. Director PPG
The Delegator, Coach, Conflict Manager
and Change Leader success strategies are working really well.
Manager, Plaxo
I recommend this program to anybody that
wants to lead, including top management. The architecture,
language and styles are the essence of leadership.
Director Engineering, PPG
Highly pragmatic and useful. Role
playing the different mindsets really helped. Manager, Plaxo
You broke down problems that happen
every day in a way that makes it easier for me to understand
people-especially why they act the way they do. Director
PPG
The Catalyst
Peter Stonefield, B.S.E.E, MA, Ph.D.,
President of Stonefield Learning Group, Psychologist and
author Managing Innovation and numerous other articles. Dr.
Stonefield was an electronic engineer, sales and marketing
executive for the Bunker-Ramo Corporation.
He was also a Director of Learning in New Dimensions.
He has worked extensively with all levels
of management and knowledge workers in organizations like
Sun Microsystems, Hewlett-Packard, Intel, Dow Chemical,
Stanford
Hospital
, Baxter Laboratories, PPG, Plaxo and agencies of the US
Government. He was instrumental in winning the President's
Quality Award and the GSA Administrator's award for change
management.
