2013 Aspire Consulting, Inc. Leading in a VUCA World SPQA, September 16, 2014
2013 Aspire Consulting, Inc.
Leading in a VUCA World
SPQA, September 16, 2014
2013 Aspire Consulting, Inc.
“May you live in interesting times.”
寧為太平犬,不做亂世人
~ Ancient Chinese curse ~
2
2013 Aspire Consulting, Inc.
Complexity
3
1. Over the past two years, complexity in our
organization and environment has . . .
Decreased / Stayed the Same Increased Significantly
1 2 3 4 5 6 7 8 9 10
2. Over the next two years, complexity in our
organization and environment will . . .
Decrease / Stay the Same Increase Significantly
1 2 3 4 5 6 7 8 9 10
2013 Aspire Consulting, Inc.
Change
4
1. Over the past two years, the amount of change in
our organization and environment has . . .
Decreased / Stayed the Same Increased Significantly
1 2 3 4 5 6 7 8 9 10
2. Over the next two years, the amount of change in
our organization and environment will . . .
Decrease / Stay the Same Increase Significantly
1 2 3 4 5 6 7 8 9 10
2013 Aspire Consulting, Inc.
VOLATILITY
UNCERTAINTY
COMPLEXITY
AMBIGUITY
Interesting Times: It’s a VUCA World
2013 Aspire Consulting, Inc.
Leading in a VUCA World
What do leaders need to do to successfully
and effectively lead in this VUCA world?
6
2013 Aspire Consulting, Inc.
Learning Agility: The Silver Bullet
There is one secret for success; it’s called Learning Agility.
KNOWING WHAT TO DO
WHEN YOU DON’T KNOW WHAT TO DO
2013 Aspire Consulting, Inc.
High-Impact Talent – A Strategic Business Imperative
“Developing leaders and high potential talent has become a strategic necessity if an organization is to succeed long-term”
February 2011
Leadership Agility: A Business Imperative for a VUCA* World *Volatility, uncertainty, complexity, and ambiguity
Self-awareness was found to be the #1 predictor of executive success – Cornell University Study in 2010
2013 Aspire Consulting, Inc.
Boardroom Perspective
2013 Aspire Consulting, Inc.
“Learning Agility has been a key element to step change how we talk
about our talent, how we assess/differentiate, and how we
deploy our talent.”
“Learning Agility has allowed us to focus on what matters most when it comes to development and
better matching talent to specific opportunities—be it new roles, projects, etc.”
Learning Agility is being used in: Fortune Top 50: 40% Fortune Top 100: 40% Fortune 500: 23% Global Top 50: 28% Global 500: 20.2%
Learning Agility has quickly emerged as the most valid and reliable predictor of high potential leaders and executive success today (more important, even, than IQ, emotional intelligence, or education level). Why? People who are learning agile more readily learn new skills and behaviors and carry forward that learning to perform successfully in a diverse mix of situations. Buyouts Magazine, November 2012
The Importance of Agility “Given the dramatic changes in how work gets prioritized, communicated and carried out, HR's challenge is to feed leadership pipelines with people who can adapt "on a dime." HR Executive Magazine cover story, Jan/Feb 2013
Learning Agile Leaders: • get promoted faster and more often than
their peers • advance closest to the top • are recognized as having the most potential
for advancement • are rated more competent • achieve greater success after a promotion to
a new role • earn higher salaries Korn/Ferry Research findings
2013 Aspire Consulting, Inc.
In a VUCA world, the race doesn’t go to the swift, strong, or smart . . .
. . . the race goes to the most adaptable, who learn from experience and co-evolve
with the complex adaptive systems within which they work and live.
11
2013 Aspire Consulting, Inc.
RESEARCH ON LEARNING AGILITY
2013 Aspire Consulting, Inc.
? What behaviors are most important for executive
success?
Why do executives derail?
Primary Research
Two major research streams from seminal work at the Center for Creative Leadership and ongoing Korn/Ferry studies.
2013 Aspire Consulting, Inc.
Supporting Research
14
– Lombardo & Eichinger (2000) indicated that learning
how to deal effectively with first-time or changing situations is
more predictive of long-term potential or performance than is raw
intelligence.
– Sternberg et. al. (2003) identified street smarts (or
learning from experience) as far more correlated with level
attained in organizations than IQ… and reported that a revised
college admissions test that measures practical and creative
problem solving skills did better at predicting college success
than current SAT and GPAs.
– Bennis & Thomas (2002) describe the signature skill of
leaders as the ability to process new experiences… and to
integrate them into their life.
2013 Aspire Consulting, Inc.
Have You Seen Agile Learners?
• Keen observers of themselves,
others & situations
• They compare things, search
for parallels, look at history
• Have resilience and optimism
regarding change
• Resourceful under tough
conditions, inspiring others to
perform beyond normal
• They make sense through “rules
of thumb”
• Open to the ideas and opinions
of others
• Willing to learn from
feedback, and willing to admit
to weaknesses
• Think “more” in comparison to
others: more ways to handle
situations, more things to learn,
more ways to achieve it, etc.
The Leadership Machine
2013 Aspire Consulting, Inc.
Have You Seen Agile Learners?
Eventually, as Sternberg’s research
indicates, they pile up at the top of
organizations.
They accumulate more diverse
experiences, spend far more time making
sense of them, and as a result develop
more skills and perform better.
CCL studies were similar.
2013 Aspire Consulting, Inc.
Traditional Learning
• Intelligence, IQ
• School grades, position in class
• Scores on tests
• Functional/technical skills
• Verbal skills
• Analytical/Data crunching skills
• Straightforward problem solving
2013 Aspire Consulting, Inc.
Agile Learning
• Conceptually complex
• Curiosity/initiative
• Emotionally intelligent
• Street smart/wise
• Asks “why and how?”
• Rules/principles
• Broad range of perspective
2013 Aspire Consulting, Inc.
Learning to Learn and IQ
• IQ leads to analytical skills and acquiring new technical knowledge. IQ is a must to get into the game.
• However, IQ doesn’t lead to acquiring new behaviors. Learning agility is essential to long term success in organizations.
• The best predictor of long term success is ability to learn from experience.
2013 Aspire Consulting, Inc.
Learners
20
Conventional intelligence
Grades/test scores
Functional/technical skills
Analytical skills
Straightforward problem-solving
Quick thinkers
Initiative/curiosity
Fresh connections
Principles/rules of thumb
Broad-range thinking
Traditional Agile
2013 Aspire Consulting, Inc.
Those with a
Mastery
orientation are superior performers in similar jobs/functions year after year.
Those with high
Learning Agility are those who perform well in first time, challenging situations—often, in a variety of very different jobs.
TALENT
2013 Aspire Consulting, Inc.
Promotable within
own or similar
functions, may not
aspire to broader
management
“We’re going to be in the Hudson”
Capt Chesley (Sully) Sullenberger, Pilot, US Airways (retired)
Going Deep
• Recognized functional, technical, managerial expert
• Knows current job extremely well so can be counted
on; difficult to replace in kind
• Superior performers year after year in similar
jobs/roles/functions
• Works independently with little or no supervision
• Excellent at developing people
• Can be counted on as a trusted resource within the
organization
• Widely recognized outside the company
2013 Aspire Consulting, Inc.
Promotable outside
their areas, especially
into general
management and senior
leader roles
“Every day I’m learning something new”
Sir Richard Branson, Founder – Virgin Group
Going Broad
• Easily learns new functions
• Clever problem solver; thinks strategically
• Performs well under new, first-time, or tough conditions*
• Changes behavior or approach easily
• Has wide interests (highly curious)
• Deals well with ambiguity/complexity
• Thrives on change; likes to try different approaches
• Impatient, doesn’t accept the status quo
2013 Aspire Consulting, Inc.
Learning Mastery: Growing in Depth
• Engaged and passionate about the job • Understands key strengths and weaknesses • Delivers performance results • Continues developing skills • Interested in learning • Focused on growing a career • Diligent, determined, perseveres at learning
within the field/function • Embraces structure, quality, consistency • Follows procedure, policies, norms • Enhances and deepens expertise
2013 Aspire Consulting, Inc.
Learning Agility: Growing in Breadth
• Engaged and passionate about the job
• Understands key strengths and weaknesses
• Delivers performance results
• Continues developing skills
• Interested in learning
• Focused on growing a career
• Embraces uncertainty, complexity, ambiguity
• Resourceful, risk taking, bored with routine
• Views the big picture
2013 Aspire Consulting, Inc.
Depth Breadth
• Diligent, determined, perseveres at learning w/in the field/function
• Embraces structure, quality, consistency
• Follows procedure, policies, norms
• Enhances and deepens expertise
• Embraces uncertainty, complexity, ambiguity
• Resourceful, risk taking, bored with routine
• Views the big picture
Similar Between Depth and Breadth?
BOTH can be:
• Engaged and passionate about the job
• Understand key strengths and weaknesses
• Deliver performance results
• Continue developing skills
• Interested in learning
• Focused on growing a career
2013 Aspire Consulting, Inc.
Magic Multiplier
27
Potential
Learning Agility Raw
Material
The “Right Stuff”
Competency Building
Experiences
Raw Material
Intelligence (IQ), character, career motivation
Learning Agility
The ability and willingness to learn from experience
Experiences
Job changes, in-place assignments, hardships, people, feedback, courses, workshops, readings:
(70:20:10) development
Potential
• Capability to move and effectively perform several positions/levels above the current roles
• Capability to take on broader scope, new, and challenging responsibilities
2013 Aspire Consulting, Inc.
Learning Agility
Is related to…
Potential.
Performance once promoted outside their area.
The ability to handle tough, new assignments.
2013 Aspire Consulting, Inc.
29
Learning Agile leaders step out of their comfort zone.
2013 Aspire Consulting, Inc. ©2011 Korn/Ferry International ALL RIGHTS RESERVED 3
0
The ABILITY and
WILLINGNESS to
learn from experience
and subsequently apply
that learning to perform
successfully under new
and challenging
situations.
What is Learning Agility?
2013 Aspire Consulting, Inc.
Learning Agility Factors
31
SELF-AWARENESS Insightful, reflective, clearly
understands personal strengths and weaknesses, actively seeks feedback,
sensitive of impact on others
RESULTS AGILITY Delivers results (even in tough
situations), resourceful, inspiring, has significant
presence, builds high performing teams
PEOPLE AGILITY Can work easily with a diversity of
people, politically agile, skilled communicator, manages
interpersonal conflict well
MENTAL AGILITY Comfortable with complexity and ambiguity, finds solutions
to tough problems, broad interests, highly curious
CHANGE AGILITY Constant tinkerer (never
satisfied), introduces novel perspectives, enjoys leading
change efforts, willingly takes heat of any resistance to change
2013 Aspire Consulting, Inc.
Mental
Are very curious.
Get to the root causes.
Have a broad perspective.
Find parallels and contrasts.
Question conventional wisdom.
Find solutions to tough
problems.
agility Those with this type of
©2011 Korn/Ferry International ALL RIGHTS RESERVED
32 32
2013 Aspire Consulting, Inc.
People
Understand others.
Are skilled communicators.
Enjoy helping others succeed.
Are comfortable with diversity.
Handle conflict constructively.
Use others effectively.
agility... Those with this type of
©2011 Korn/Ferry International ALL RIGHTS RESERVED
33 33
2013 Aspire Consulting, Inc.
Change
Enjoy tinkering with things.
Often introduce new perspectives.
Strive for continuous improvement.
Can take the heat and pressure of change.
Understand impact of change and how to manage it.
agility... Those with this type of
©2011 Korn/Ferry International ALL RIGHTS RESERVED
34 34
2013 Aspire Consulting, Inc.
Results
Build high-performing teams.
Are very flexible and adaptable.
Perform well in first-time situations.
Driven by challenge.
Accomplish things against the odds.
agility... Those with this type of
©2011 Korn/Ferry International ALL RIGHTS RESERVED
35 35
2013 Aspire Consulting, Inc.
Self-Awareness
Actively seek feedback.
Tend to be self-reflective.
Is candid to a fault about self.
Sensitive to their impact on others.
Know personal strengths and weaknesses.
Take corrective action based on feedback
agility... Those with this type of
©2011 Korn/Ferry International ALL RIGHTS RESERVED
36 36
2013 Aspire Consulting, Inc.
”Let’s look beyond the
obvious…"
"I was curious to see if
there were similarities or
contrasts between this
problem and…"
"Another way to
look at this is…"
Name the Agility: Verbal Cues
37
2013 Aspire Consulting, Inc.
“Let’s stick with
the proven
approach..."
"This is risky —
I want to be
certain that we
get it right…"
"It’s plain to see
what the solution
is…"
Those who demonstrate Mental Agility less often
38
2013 Aspire Consulting, Inc.
Name the Agility (HINT: It may not be example of “High”)
“His position just doesn’t
make sense based on what I
know to be right…”
“We wasted so much
time talking about her
weekend that I was late
for my next meeting…”
“Let’s just agree
to disagree...”
39
2013 Aspire Consulting, Inc.
“Let me see if I
understand
your position
…”
“Really enjoyed our chat
yesterday! Speaking of
that, what do you think of
this idea to help out your
situation…?”
“What are your
ideas on this…?”
Those Higher on the People Agility continuum
40
2013 Aspire Consulting, Inc.
"I’ve been reflecting on how
I might have handled that
situation differently …"
"I’d love to get your
perspective on how I
came across in that
meeting…"
"This continues to be a
problem area for me. If
I’m going to reach my
goal, I need to keep
working on…"
Name the Agility
41
2013 Aspire Consulting, Inc.
"I’m lucky;
things just
seem to usually
work out for
me…"
"It doesn’t do any
good to engage in a
lot of hand-wringing
about what went
wrong…"
"I know what’s
best for me..."
Those who demonstrate Self-Awareness less often:
42
2013 Aspire Consulting, Inc.
“I followed standard project
protocol… It took a lot of
time.”
“They didn’t say a word
to me about new policy.
So I waited.”
“Tell me
what you want –
specific and clear.”
Name the Agility:
43
2013 Aspire Consulting, Inc.
“I know it looks bad, but
let’s not give up yet…” “I enjoy working on a lot
of things at once….”
“I’m not going to take it
personally...”
Those higher on the Results Agility continuum:
44
2013 Aspire Consulting, Inc.
“I spent all day and all
night thinking of
better ways to finish this
project”
“Why can’t it be done…?
“OK, so this didn’t work.
What did we learn that
we can apply…?”
Name the Agility:
45
2013 Aspire Consulting, Inc.
“This is how we
have always
done it…”
“There is a lot to consider
before moving forward
with this”
“If it ain’t broke,
don’t fix it…”
Those lower on the Change Agility continuum:
46
2013 Aspire Consulting, Inc.
So Why Should You Care?
are victimized by past successes.
have blind spots.
have undeveloped or untested competencies.
fail at relationships and transitions.
can’t relinquish control.
seem to have quit learning.
Many EXECUTIVES DERAIL because they:
©2011 Korn/Ferry International ALL RIGHTS RESERVED
47 47
2013 Aspire Consulting, Inc.
DO ALL JOBS REQUIRE LEARNING AGILITY?
48
2013 Aspire Consulting, Inc.
Individual Activity
How much of your role is dependent on each of the five factors? Rank order (1 through 5) each of the 5 factors
(1 – the most,
5 – the least)
Mental Agility
People Agility
Change Agility
Results Agility
Self-Awareness
2013 Aspire Consulting, Inc.
Group Activity
In what roles/jobs does Learning Agility really matter? How much? Use flipchart to brainstorm.
Divide Room:
– Jobs that require Mastery /
Depth
– Jobs that require Agility /
Breadth
On a flipchart:
• Make a list of the jobs
• Be ready to defend or debate
• Elect someone to present
• Full group debrief
50
2013 Aspire Consulting, Inc.
Individual Activity
For your job…
Use the Learning Agility Job Scale tool to determine the level that’s needed in a given role.
51
2013 Aspire Consulting, Inc.
• It is NOT about high versus low, good versus bad
• It is about your preference for breadth vs. depth
• It is HOW you learn from experience, not WHETHER you learn at all
• It is about what adds VALUE in your role and organization
• It is about what career GOALS you have and what motivates you to get there
KEY MESSAGES:
2013 Aspire Consulting, Inc.
LEARNING MORE ABOUT LEARNING AGILITY
53
2013 Aspire Consulting, Inc.
• Article “High Potentials as High Learners”
• Article “Learning Agility: A Construct Whose Time Has Come”
• Proof Point “What is Smarter than IQ?”
• Technical Report “Criterion- Related Validity of viaEDGE Assessment: Findings from Two Recent Field Studies”
• Technical Report “The Development and Validation of a Self Assessment of Learning Agility”
• Technical Report ” Test-Retest Reliability Analysis of viaEDGE Assessment”
• Whitepaper “Using Learning Agility to Identify High Potentials Around the World”
Learning Agility Readings
54
2013 Aspire Consulting, Inc.
Developing Learning Agility
• Becoming an Agile Leader: A Guide to Learning From Your Experiences (guide)
• Becoming an Agile Leader: Know What To Do... When You Don’t Know What To Do (book)
55
2013 Aspire Consulting, Inc.
How do we measure Learning Agility?
Choices™ Learning From Experience™
viaEDGE™
Assessment Content
Assesses five factors, 27 dimensions of learning agility
Five factors are: Mental Agility, People Agility, Change Agility, Results Agility, and Self Awareness
Assesses five factors of learning agility
Five factors are: Mental Agility, People Agility, Change Agility, Results Agility, and Self Awareness
Assesses five factors of learning agility
Five factors are: Mental Agility, People Agility, Change Agility, Results Agility, and Self Awareness
Plus several verification scales such as self presentation and response consistency scales
Assessment Methodology
A multi-rater assessment tool that can be administered through several methods such as online survey or paper questionnaire
A structured interview using a standardized interview protocol
A self report assessment that can be administered through online survey
Assessment for Selection
Requires raters to have adequate knowledge about the ratees, thus can only be used for assessing internal candidates
Can be used to interview both internal and external candidates
Can be used to assess internal and external candidates
Assessment for Development
In-depth assessment down to item level, therefore provide greater insight into an individual’s relative strengths and developmental needs than viaEDGE™
Generally not used for development purposes, but does yield rich examples of how an individual applies his or her learning
A broad assessment of learning agility that identifies strengths or weaknesses in general terms, and help to direct the development effort. Factor level only.
56