ARE YOU AN AGILITY PLAYER OR SPECTATOR?

Amen by Andrea O'Shea

We just finished watching another spectacular Masters golf tournament at the “shrine” of professional golf in Augusta, Georgia.   My brother Dan and his wife Andrea had the pleasure of living in Augusta for fifteen years while Dan worked for a multi-media communications company whose founder is one of the members at Augusta National Golf Club – a very exclusive group.

Andrea is a very talented architectural illustrator with a specialty in golf course illustrations.  This painting of the famous 12th hole is the gateway to what is known as “Amen Corner” where championships have been won and lost.  Just ask Jordan Speith about this hole.

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Maybe more than any other golf tournament, the Masters is revered and coveted – the definition of world class signified by the Green Jacket awarded each year to the Masters Champion.

The Masters and Augusta National Golf Club are also famous for their world class guest experience and attention to detail. Being a “spectator” here is to be pampered like nowhere else.

During Masters week, I was speaking with one of my clients, the CEO of a national restaurant chain. We were discussing the dynamics involved in organizational transformation and mobilizing the team.  Like at The Masters, it struck me that there are at least three categories of leaders and team members in most organizations – spectators, commentators and players.

Spectators are those who take a “wait and see” approach to things.  It is very unlikely that they will initiate action or proactively reach out to examine, explore or innovate.  Some will be quick followers chasing after the real players to get up close and personal view on things – but definitely stay behind the ropes and not likely to stick their neck out.

Commentators come in a few varieties.  Some were players, once upon a time, but now tend to just critique others or talk about how we used to do it in the good old days. Others never really were players but either studied other players or gained academic learning.

Not all commentators are negative. In fact, some can bring added enjoyment and insight to the overall experience.  We might call them champions of positive change.  These champions live by the tenets of The Optimist Creed from Optimist International.

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Within organizations, we sometimes run into commentators that can tend to add their own spin and contribute to negative resistance building.  Just as in an electrical grid, these can be agents of drag – creating negative polarity and reducing organizational aerodynamics. We sometimes call these agents – squirters for all the negativity they spread.

Finally, there are the Players.  These are the valuable, talented and courageous who are willing to do what it takes to hone their skills and get “inside the ropes”!  Patrick Reed is the latest example as the 2018 Masters Champion.  He may not be the most popular champion ever but no one doubts his determination and grit.

In our organizations, we need a full cadre of players at all levels.  We need players who can play at faster speed, capable of taking initiative, making decisions and being accountable to themselves and others. We need team players who understand the ethic of cooperation and can operate across borders and functions to actively collaborate.  We want and need players who will buy-in and champion the values and operating principles that define who we are and what we stand for – not just some of the time.

We must have players committed to being the best and treating each other and all stakeholders like guests at Augusta National.  Especially senior leaders responsible for shaping the future and developing tomorrow’s talent.

Take a fresh look within your organizations. Do you have spectators, commentators or players?  I hope you have a high percentage of players – that is what is required for agile organizations and that is what is needed to compete successfully in this VUCA world – volatile, uncertain, complex and ambiguous. By the way, if you would like to get your own signed print of hole #12 shown above, please contact Andrea O’Shea.

What are Your Agility Super Powers?

 Flying Faster than a Speeding Bullet … Jumping Higher than the Tallest Building? 

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What are your “agility super powers”?  Sometimes it seems like we need to find Superman and his amazing superpowers to help us overcome the challenges of our VUCA world as it becomes more volatile, more uncertain, more complex and more ambiguous every day

From our on-going work with clients in a wide variety of industries and markets, we find our forward focused clients working hard at building their agility super powers but also building out clarity and unity with all of their stakeholders on core operating principles for shaping future success.

A few months ago, we worked with over a hundred leaders from a $2b Danish pharma company in helping them discover and develop the kind of “super powers” they needed to combat the VUCA they will face during the next few years.  If you aren’t working hard at these things, you will find the forces of VUCA to be like Kryptonite and stealing your power and vitality very soon.

It is very enlightening when you create the opportunity for leaders to work together and discover the kind of transformation needed in their operating capabilities and the PIVOT  they must make (and hold each other accountable) FROM their current operating style TO a new and improved (agile) operating style.  We find the five drivers captured in THE AGILE MODEL® represent a powerful combination of super powers worth dedicating energy and resources to develop as capabilities within your leaders and teams …

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These super powers involve the kind of superior capabilities that will help  you build your agility advantage – as you keep focused on getting better and faster at what matters for your Vision.

In order to sustain and grow across the organization, there is also the need for an additional framework of critical operating principles to help educate and inform your actions.  Outlined below are those we believe are important to consider.  We find it even more powerful when leaders and teams use these as a starting point but then frame and describe them in those terms that mean the most to them.

These provide a good discussion framework for you and your teams to engage and explore.

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Creating agility advantage in this VUCA world requires that we examine the right dynamics and capabilities … not always the same that we once would have evaluated.  Using these super powers and operating principle frameworks will enable you and your teams to discover new insights and inflection points that will help you in becoming more FOCUSED, FAST & FLEXIBLE.  Of course, our book will be a useful resource for your efforts as well.