AGILE LEADERSHIP IN THE

NEW NORMAL

a webinar by
HOWELL V. MABALOT
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“Success today requires the agility
and drive to constantly rethink,
reinvigorate, react, and reinvent.”

--Bill Gates

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 Program Objectives:

• Identify the skills of agile leaders and

organizations and align other leadership
principles under the Agile Leadership Model
• Examine the skills and competencies for
leadership agility and steering teams effectively
amidst volatility, uncertainty, complexity and
ambiguity (VUCA)

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 Program Objectives:

• Learn and apply tools to increase team

productivity, efficiency and effectiveness of
business processes, and overall organizational
dynamics to produce desired results amidst
tougher business demands
• Identify and act on bottlenecks that prevent
teams from responding in an agile manner

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 Program Objectives:

• Employ coaching strategies to help their teams

and the organization become more agile and be
able to practice the key elements of the coaching
process, from contracting to initial meeting to
completion

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Agility
• Agility
• The ability to think and understand quickly

• Leadership agility
• The ability to anticipate change and take a proactive
approach to business decisions, rather than a reactive
one

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Agile Approaches to Change:
The 7C’s of Agile Leadership

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The 7C’s of Agile Leadership

COMPETENCE: Guidance for Learning

• TALENTS
• SKILLS
• GENIUS

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The 7C’s of Agile Leadership

CONFIDENCE: Guidance for Developing

• BELIEF IN ONESELF
• PREPARATION
• INITIATIVE

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The 7C’s of Agile Leadership

COMMUNICATION: Guidance for

Unifying and Empowering
• CLARITY
• EFFECTIVENESS
• PRACTICE

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The 7C’s of Agile Leadership

CHARACTER: Guidance for Reflecting

• TEACHABILITY
• RESPONSIBILITY
• ACCOUNTABILITY

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The 7C’s of Agile Leadership

CONNECTION: Guidance for Inspiring

• PEOPLE OF AUTHORITY
• PEOPLE IN THE INDUSTRY
• PEOPLE WHO KNOW PEOPLE

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The 7C’s of Agile Leadership

COLLABORATION: Guidance for Engaging and

Innovating
• RELATIONSHIPS
• PARTNERSHIPS
• TEAMWORK

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The 7C’s of Agile Leadership

COMMITMENT: Guidance for Achieving

• PASSION
• FOCUS
• PERSEVERANCE
• COURAGE

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Dynamic Leadership:
Becoming a catalyst to change
for positive growth

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A Leader of Action and Not Mere
Words

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Authoritarian Leader
(High Task, Low Relationship)
• Very much task oriented, hard on subordinates
(autocratic)
• Little or no allowance for cooperation or collaboration
• Very strong on schedules; expects people to do what they
are told without question or debate
• Focuses on who is to blame rather than concentrate on
problem solving
• Intolerant and is difficult for subordinates to contribute or
develop

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Team Leader
(High Task, High Relationship)
• Leads by positive example
• Endeavors to foster a team environment in which all team
members can reach their highest potential
• Encourages the team to reach team goals as effectively as
possible
• Strengthens the bonds among the various members
• Forms and leads some of the most productive teams

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Country Club Leader
(Low Task, High Relationship)
• Uses predominantly reward power to maintain discipline
and to encourage the team to accomplish its goals
• Almost incapable of employing the more punitive coercive
and legitimate powers
• This inability results from fear that using such powers
could jeopardize relationships with the other team
members

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Impoverished Leader
(Low Task, Low Relationship)
• A leader who uses a "delegate and disappear"
management style.
• Not committed to either task accomplishment or
maintenance
• Allows team to do whatever it wishes and prefers
to detach self from the team process
• Allows the team to suffer from a series of power
struggles on its own

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Courageous Feedback as Key to
Momentous Change
• The Traditional Sandwich
• When you give this type of feedback you begin with a
positive statement about the employee’s
performance. Then you give them a specific behavior
you would like to see changed. Your last statement is
an affirmation of their worth.

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Courageous Feedback as Key to
Momentous Change
• The Open-Face Sandwich
• When you give this type of feedback you tell the
employee what behavior you want to see changed and
then you affirm their value as an employee.

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Courageous Feedback as Key to
Momentous Change
• Praise
• At other times, just give the employee some praise
that is sincere.

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Courageous Feedback as Key to
Momentous Change
• Behavior to Change
• Very rarely, you just tell the employee the behavior to
be changed. You are courteous and respectful but
there is something they must do differently.

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Emotional Resilience and
Agility

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Decentralizing Power and
Authority
• Autocratic (Authoritarian)
• Bureaucratic
• Democratic
• Coercive
• Transactional
• Transformational
• Laissez-Faire

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Transformational
• Charismatic
• Visionary
• Inspires followers to put the
organization or a cause above
their self-interest
• Appeals to followers' ideals and
values
• Inspires followers to be creative
problem solvers

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When to be Transformational
• When members must be an
active part of the organization
and have ownership to it

• When building a sense of

purpose

• When the organization has a

long term plan

• When people need to be

motivated

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Laissez-Faire Leadership

• Hands-off style
• Little or no direction
• Gives as much freedom to followers
• All authority or power is given to the followers
• Followers must determine goals
• Followers must make decisions
• Followers must resolve problems on their own

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When to do Laissez-Faire

• Employees are experts, experienced, and

educated
• Employees have pride in their work
• Employees are driven to do succeed on
their own
• Employees are trustworthy and loyal

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Dangers of Laissez-Faire

• Employees feel insecure at the

unavailability of a manager
• There is no regular feedback to let
employees know how well they are doing
• Managers are unable to thank employees
for their wonderful performance
• Managers don’t understand their
responsibilities and are hoping the
employees can cover for then

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Reexamining Your
Organization’s Change
Management Approach
Embracing Inherent Complexities and Ambiguities of
Change Processes in Complex-relational Environments

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Four Stages To Becoming A High Performance Team

1. FORMING
• An “ORIENTATION” stage
• Tentative interactions
• Polite discourse
• Concern over ambiguity
• Activities include information exchange
and identifying commonalities

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Four Stages To Becoming A High Performance Team

2. STORMING
• A “CONFLICT” stage
• Criticism of ideas
• Hostility
• Polarization
• Coalition forming

• Disagreement over procedures,

expressions of dissatisfaction, or even
resistance.
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Four Stages To Becoming A High Performance Team

3. NORMING
• A “COHESION” stage
• Agreement on procedures
• Reduced role ambiguity
• Increased feeling of unity
• Establishment of roles, standards, and
relationships

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Four Stages To Becoming A High Performance
Team

4. PERFORMING
• A “PERFORMANCE” stage
• Good decision making
• Problem-solving
• Mutual cooperation
• High task orientation with emphasis on
performance and production as well as
on team development.

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Organizational Agility:
Agile Ways of Working

Responsive and quick to spot emerging problems and

opportunities

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 Copyright © All Rights Reserved 2013
PRC Accreditation No. 2009-001-1162

Clarity is Key
• Paint the whole picture as it is
• Be truthful to be trustworthy
• A call for cooperation
• Survive before we thrive

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• Human capital and organizational resources
• Allocate necessary money, materials, and
machines
• Modify methods, and put systems in place for
measurement

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• Let your network work
• Appoint People of Value
1. Expertise
2. Responsiveness
3. Character
4. Commitment

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Affirm Response Effectiveness
• What works and what doesn’t
• Be fluid and flexible
• Offer intervention, assistance and guidance
• Pre, concurrent, post life storm feedback
• Replenish your responders
• Necessary supplies
• Physical safety
• Emotional support
• Spiritual encouragement

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• Create a better plan
• Anticipate and prepare well for the coming
storms

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Removing Organizational
Roadblocks in Implementing
Agile Transformation

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 Resistance vs. Acceptance
1. Emotional readiness
2. Facts vs. Forecasts

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“Innovation is key. Only those who
have the agility to change with the
market and innovate quickly will
survive.”

--Robert Kiyosaki

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Thank You!
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