ALIGNING STRATEGY & PEOPLE TO CREATE CUSTOMER VALUE.
HELPING ORGANIZATIONS COMPETE IN GLOBAL MARKETPLACE
Ability to scale learning from failure as an individual or collective group of people
Ability of an individual or collective to most accurately sense entire ecosystem and make sustainable choices
Ability of an individual or collective to build in capacity for deep thinking and retro-pattern recognition
Designing for Resilience
Your competitive advantage is no longer where you work or what you do. It is the accuracy in which you see the landscape and way you choose to make decisions. Jennifer Sertl and Agility 3R desire to support your leadership and personal growth in the midst of this paradigm shift. Join Jennifer Sertl for a three module leadership experience to gain insight into the shift and what is required.
Strategy, Leadership and the Soul, at its core, asks you to think about your organization, your teams and yourself in new and deeper ways. It is a call to align business strategy and personal development. It is a call to embrace diversity and encourage it. It is a call to use your energy wisely. It is also a call to make flexibility and adaptability a core competence.
Where have you been?
What have you learned?
Where are you going?
What is required?
Resilience, Responsiveness, Reflection for a global economy
- Do you know how to allocate your time and energy for emergent market conditions?
- Do you know ho to best develop your talent to support continuous improvement in a dynamic environment?
- Do you have the right mindset to be comfortable with ambiguity and the unknown?
If you do not have definitive answers for these questions, what got you successful to this point will not carry you as gracefully into the next era of market conditions?
This segment supports introspection, leadership development, and forecasting capabilities that will enable your organization to be more agile for the 21st century global marketplace. The take-home value is an outline of how to build and foster this skill inside of your organization.
CORE LEARNING OBJECTIVES
- Gain a template to support your ability to compete in future markets
- Greater observation about the macro-environment and how it impacts your core industry
- Clarity on how trends and experiences inside the organization can be leveraged as an intangible asset and part of the collective intellectual property of business
Leading others with courage, humanity, and trust
- Do you have a way to frame in concrete terms your leadership style or management philosophy?
- Do you have a way see how your behavior contributes to your brand promise?
This segment focuses on the wake we leave when we are impacting others and takes a serious look at our own personal definition of leadership. The roots of that definition and how we can become more of our aspirational self-modeling behaviors that we hope become a part of our legacy.
CORE LEARNING OBJECTIVES
- Gain a template to frame current leadership model
- Gain insight into skills/behaviors that should become part of your hiring process to ensure that core promises made indie the organization are kept at all levels
- Review how current execution strategy is aligned with promises
- Foundation established for “legacy” conversation
Your company soul is the collective beliefs, values, and model behaviors of your core team
- Do you have a means to describe the collective wisdom of your company-both tacit and explicit?
Our final segment will explore both neuroscience and existential philosophy to discuss how to capture and leverage the collective talent, wisdom, and experiences of all of those within your organization. We will also take time to review our personal long views and how to ensure we are designing a holistic model to ensure a dynamic view of success—both personal and professional.
CORE LEARNING OBJECTIVES
- Design introspective view of success and vitality
- Create a personal long view –legacy
- Develop means to enable others to grow and act in our organizations
- Insight and design for personal branding and social media strategy
Agility3R is dedicated to helping organizations and individuals be more Resilient, Responsive, and Reflective. It is our belief that these skills will help people be more aware of their macro-environment and therefore better able to adapt and respond. Consciousness and self awareness are elements of future competitive advantage.
20 Characteristics of the Transleader
Click on the characteristics to read description
1. Transleaders are intelligence officers.
They are always looking for the unexpected insight, the unrecognized trends, and the subtle changes in the marketplace. They are information junkies – about the company’s markets, customers, and technologies. And they maintain a large network of sources and informants.
2. They are intuitive and creative people.
They deeply understand the business environment and naturally have insights about how to operate within and beyond it.
3. They are open and easy to know.
They can be trusted and they are able to trust.
4. They are marathon runners.
They know they recognize changes more quickly than others in their organization and they are well aware of the need to begin, at the earliest opportunity, convincing their colleagues and employees that changes are on the way – major shifts in business models, competitive landscapes and technology.
5. They are encouraging, as opposed to judgmental.
They are always inclined to appreciate the efforts and talents of others.
6. They reject the “more of the same” option.
They recognize that continuity of traditional models is not the road to growth, but the path to stagnation. They are not advocates of the “if it isn’t broke, don’t fix it” method of operation. If it isn’t broken, they are nonetheless eager to figure out how to do it better – before someone else does.
7. They are highly flexible.
Ready to change directions at the drop of a hat if conditions warrant are not stuck on pre-determined paths, even if they had personally chosen the old direction.
8. They have great clarity.
Clarity about themselves, about their organization and all of those who have a stake in its productions, its services and its success.
9. They act like orchestra conductors,
Drawing great music from their associates, according to the vision they have for the company and in accord with the organizations deepest values.
10. They make decisions quickly and surely,
fathering the information they need, but not paralyzing themselves with the need to know everything.
11. They are revolutionary thinkers.
They don’t spend time trying to figure out how their businesses can join trends, instead, they work on ways to generate preference shirts, based on their observations and knowledge of their customers and their markets. They are open to both tangible, rational observations and intangible, immeasurable insights and flashes of inspiration.
12. They do not try to forecast the future.
Instead, they focus on inventing it. They are fascinated by the possibilities of creating futures of their own design, in which they will control how industries markets evolve.
13. They are both optimistic and stubborn.
They know that their openness to change, innovation, and course alterations will inevitably put them into conflict with members of their teams.
14. They welcome conflict.
Because they know it will help them hone their ideas and being others aboard.
15. They also know that if their ideas are easily adopted,
they are not really re-inventing the future, they are simply demonstrating how to compliant their employees can be.
16. They are excellent listeners.
They are highly skilled at eliciting the opinions, observations, and preferences of others. As a result, their perspectives are broadened and their information flow is strong and steady.
17. They are high-energy people.
It takes a lot of energy to adopt a broad view of your own organization. It also takes a lot of energy – and determination – to make things happen. Low-energy people seldom, if ever, make good transleaders.
18. They understand that their life experiences, their characters, and their personalities are at least as important as their professional experiences
– in other works, they realize who they are is as important as what they know.
19. They are intrinsically curious,
eager to know about new people, new trends, new developments, new ways of doing doings. They make sure that their leadership is relevant to even to those who know more than they do.
20. They see themselves less as forceful commanders and more as energetic teachers,
social workers, mentors, coaches, guides, conductors, and Sherpas.