Personal Agility

The Personal Agility System is a simple framework for aligning actions with priorities. The core framework consists of six powerful questions to orient your activities while applying the core tools of Personal Agility, like the Priorities Map, Alignment Compass or the Stakeholder Canvas. These concepts are laid out clearly with an approach that is actionable for every reader. This book invites deeper thinking and presents an agile leadership framework that scales from the individual to the largest organizations in the world.

This book explores the nuances of different aspects of agility on a personal level. Agility brings personal value, leadership navigation, managing the tides of knowledge, and putting on the captain’s hat of resilience. As the winds change and the tides swell high, the Personal Agility Lighthouse (PALHTM) model in this book will guide you to safe shores. Navigating through the seven colors of agility such as education, change, emotional, political, cerebral, learning, and outcomes agilities, the anchor is dropped effortlessly. It is built on these seven competencies, and by using the Individual Personal Agility self-analysis assessment (see Appendix), swaying personal visions leading them up to organizational goals. Taking personal agility as the future competency with an agile mindset is a crucial starting point to transform yourself. Focusing your personal agility journey on outcomes and end-to-end customer experiences ensures value delivery. Especially within the elements of the VUCA environment where revised goals are the norm. Driving changes in the right direction leads you to the stable grounds of your personal vision. It prepares you to tread the long roads of transitions/transformations, which is a vital requisite for changes in any organization. Measuring performance metrics aptly is the rudder of strategy management and stability. Organizational goals and personal development are the strong pillars that will steer you to your organizational agility, getting you ready for opportunities and changes when your company trademark needs it. Agile practices and perspectives cut through impact and quality of personal and group knowledge. Take a journey on a Personal Agility Boat to visualize options, alternatives, and opportunities. Visualization is the way to your shore’s lighthouse.

#1 Wall Street Journal Best Seller USA Today Best Seller Amazon Best Book of the Year TED Talk sensation - over 3 million views! The counterintuitive approach to achieving your true potential, heralded by the Harvard Business Review as a groundbreaking idea of the year. The path to personal and professional fulfillment is rarely straight. Ask anyone who has achieved his or her biggest goals or whose relationships thrive and you’ll hear stories of many unexpected detours along the way. What separates those who master these challenges and those who get derailed? The answer is agility—emotional agility. Emotional agility is a revolutionary, science-based approach that allows us to navigate life’s twists and turns with self-acceptance, clear-sightedness, and an open mind. Renowned psychologist Susan David developed this concept after studying emotions, happiness, and achievement for more than twenty years. She found that no matter how intelligent or creative people are, or what type of personality they have, it is how they navigate their inner world—their thoughts, feelings, and self-talk—that ultimately determines how successful they will become. The way we respond to these internal experiences drives our actions, careers, relationships, happiness, health—everything that matters in our lives. As humans, we are all prone to common hooks—things like self-doubt, shame, sadness, fear, or anger—that can too easily steer us in the wrong direction. Emotionally agile people are not immune to stresses and setbacks. The key difference is that they know how to adapt, aligning their actions with their values and making small but powerful changes that lead to a lifetime of growth. Emotional agility is not about ignoring difficult emotions and thoughts; it’s about holding them loosely, facing them courageously and compassionately, and then moving past them to bring the best of yourself forward. Drawing on her deep research, decades of international consulting, and her own experience overcoming adversity after losing her father at a young age, David shows how anyone can thrive in an uncertain world by becoming more emotionally agile. To guide us, she shares four key concepts that allow us to acknowledge uncomfortable experiences while simultaneously detaching from them, thereby allowing us to embrace our core values and adjust our actions so they can move us where we truly want to go. Written with authority, wit, and empathy, Emotional Agility serves as a road map for real behavioral change—a new way of acting that will help you reach your full potential, whoever you are and whatever you face.

Leadership Agility is the master competency needed for sustained success in today’s complex, fast-paced business environment. Richly illustrated with stories based on original research and decades of work with clients, this groundbreaking book identifies five levels that leaders move through in developing their agility. Significantly, only 10% have mastered the level of agility needed for consistent effectiveness in our turbulent era of global competition. Written in an engaging, down-to-earth style, this book not only provides a map that guides readers in identifying their current level of agility. It also provides practical advice and concrete examples that show managers and leadership development professionals how they can bring greater agility to the initiatives they take every day.

As contrary as it sounds, "planning" -- as we traditionally understand the term--can be the worst thing a company can do. Consider that volatile weather events disrupt trusted supply chains, markets, and promised delivery schedules. Ever-shifting geo-political tensions, as well as internal political upheaval within U.S. and global governments, derail long-planned new ventures. Technology failures block opportunities. Competitors suddenly change their product or release date; your team cannot meet the pace of innovations in your market niche, leaving you sidelined. There are myriad ways in the current business environment for a company's well-considered business plans to go awry. Most business schools continue to prepare managers to be effective in stable and predictable environments, conditions that, if they ever existed at all, are long gone. The Agility Shift shows business leaders exactly how to make the radical mindset and strategy shift necessary to create an agile, entrepreneurial organization that can innovate and thrive in complex, ever-changing contexts. As author Pamela Meyer explains, there is much more involved than a reconfiguration of the org chart and job descriptions. It requires relinquishing the illusion of control at the very foundation of most management training and business practice. Despite most leaders' approaches, "Agility is not simply accelerated planning." Unlike many agility books on the market, The Agility Shift provides specific, actionable strategies and tactics for leaders at all levels of the organization to put into practice immediately to improve agility and achieve results.

Leadership is about influencing others to move in a certain direction and there are many ways of achieving this influence. Each of these leadership styles has its inherent qualities and pitfalls, and will be more suited to specific people and different circumstances. The more leaders understand their preferred leadership styles and are able to flexibly switch to the most suitable style given the situation, the more effective they will be. This book maps out ten sets of opposite leadership styles, giving readers the possibility to understand the strengths and weaknesses of both sides, and to identify their own current preference. The ten leadership style dimensions cover the full range of leadership roles, from the leader as coach (interpersonal leadership), to the leader as organizer (organizational leadership), as strategist (strategic leadership), as sense-maker (leadership and mission) and as role model (leadership and self). Readers are invited to draw up their own leadership development plans, which is supported by an interactive App. Readers are also challenged to reflect on how they would approach a number of cases, after which they can go to an interactive web-forum to read how others have responded and engage in a discussion with them. Leadership Agility is a useful tool for practitioners in the corporate world as well as business students and emerging leaders.

It’s not enough to say that the CIO is the geek who wears the suit, IT leaders must, now more than ever, take a seat at the table. In A Seat at the Table, CIO Mark Schwartz explores the role of IT leadership as it is now and opens the door to reveal IT leadership as it should be—an integral part of the value creation engine. With wit and an easy style, Schwartz reveals that the only way to become an Agile IT leader is to be courageous—to throw off the attitude and assumptions that have kept CIOs from taking their rightful seat at the table. CIOs, step on up, your seat at the table is waiting for you.

As the Fourth Industrial Revolution barrels forward and the pace of disruption accelerates, all organizations must operate with agility. But this urgent priority, now widely-accepted by senior leaders, presents a major challenge: In business, government, and warfare, agility is a buzzword. There is no common understanding of what it means, or of what it takes to be consistently agile. In this groundbreaking book, Leo Tilman and Charles Jacoby offer the first comprehensive assessment of the fundamental nature of organizational agility and then describe the essential leadership practices for achieving it. They show that agility is far superior to mere speed or adaptability. Pinpointing its distinctive features, they define agility as the ability to detect and assess changes in the competitive environment in real time and then take decisive action. They demonstrate that agility enables an organization to outmaneuver competitors by seizing opportunities; better defending against threats; and acting as a well-orchestrated collective of teams that are empowered to take disciplined initiative. Combining their personal experience of building and leading agile organizations, Tilman in the realm of business and finance and Jacoby in battlefield command and homeland security, they present a powerful approach to fostering agility up and down an organization, and out to its very edges. They show how to detect opportunities and threats by fighting for risk intelligence; how to pierce through complexity and unleash creativity by nurturing a culture of honesty and trust; how to meld top-down vision and planning with decentralized execution; and how to enhance strategy by recognizing organizations as dynamic portfolios of risk. In a world where leaders and their teams must brave the unknown and step confidently forward – or risk extinction – Agility provides a vital roadmap for seizing the unprecedented possibilities of the new age and dominating change instead of being dominated by it.