Pamela Meyer - The Agility Shift: Creating Agile and Effective Leaders, Teams, and Organizations
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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.
Pamela Meyer: author's other books
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Pamela Meyer has done it again. This book is a tour de force for leaders at every level who must develop a capacity to experiment, adapt, and learn amidst a turbulent VUCA environment. She offers insight that ranges from neurobiology to relational webs; stories that range from leaders of major corporations to UPS managers; the challenges that range from recruiting agile leaders to creating cultures that nurture them. Covering a wide terrain at such a deep level, this is an important book that deserves a wide readership.
Frank J. Barrett, author of Yes to the Mess: Surprising Leadership Lessons
Business is changing at a more rapid pace today than has ever been seen before. The Agility Shift offers an insightful view of understanding changing contexts, taking necessary action, and building an ecosystem that makes positive shifts happen. Brilliant yet simple, The Agility Shift is a must-read for all professionals and will serve as a useful, practical guide in todays constantly changing business environment.
Rohit Manchanda, Trade & Investment Commissioner, India, New South Wales Government, Mumbai
Just as I did, you will learn what agility is and how it can work for you and your team in this detailed and highly entertaining road map to the countless benefits of the agility shift. Brimming with compelling examples of agility in action, this is an essential guide to a new and more effective organizational approach.
Tom Barr, PhD, knowledge manager, Enablon North America Corp
This book is a powerful guide to navigating change, especially the unexpected shifts in every industry and market context that call on us to respond more adeptly and meaningfully. It offers leaders, teams, and organizations strategies to enhance their practices, and the courage to discover the opportunity present in every challenge, change, or crisis we encounter in the workplace or in our lives. Dr. Meyers writing is clear and insightful, with relevant and diverse examples and stories that drive significant points about intentionally transforming organizational life. Without an Agility Shift, there is no path to learning and growth.
Lisa Gundry, PhD, professor and director, Center for Creativity and Innovation, DePaul University
Pamela Meyers new book is a must-read. She brings a unique combination of personal and professional experience and her practical approach and tools can help leaders, individuals, teams, and organizations make the shift to being more responsive, innovative, and agile. I highly recommend this book!
Ann Manikas, VP of human resources and inclusion, United Way of Metropolitan Chicago
Pamela Meyer makes clear in The Agility Shift that if we want to survive and thrive (in good times and in crisis), all individuals, teams, and organizations must make a strategic priority of becoming more agile. Just as importantly, she lays out recommendations for how to do it.
Greg Owen-Boger, coauthor, The Orderly Conversation: Business Presentations Redefined
Meyers research and experience illustrates that agility is not an optionit is a necessity in order to survive the demands of todays business world. Yesterdays comfort zone is gone, replaced by the challenging UNs zone: all that is unplanned, unpredictable, unexpected, and unknown. The Agility Shift details how companies can become agile and prepare for the UNs by questioning assumptions, continually learning, being open to trial and error, making incremental decisions, and forming a robust relational web. Meyer provides a powerful framework and accompanying practical suggestions to help you immediately start creating an effective culture of agile leaders and teams. Shift your mindset now, become agile, and find unlimited opportunities in the UNs!
DeBorah Lenchard, director of education & talent development, Spot Trading LLC
First published by Bibliomotion, Inc.
39 Harvard Street
Brookline, MA 02445
Tel: 617-934-2427
www.bibliomotion.com
Copyright 2015 by Pamela Meyer
All rights reserved. No part of this publication may be reproduced in any manner whatsoever without written permission from the publisher, except in the case of brief quotations embodied in critical articles or reviews.
Library of Congress Cataloging-in-Publication Data
Meyer, Pamela.
The agility shift : creating agile and effective leaders, teams, and organizations / Pamela Meyer.
pages cm
Summary: 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 contextsProvided by publisher.
ISBN 978-1-62956-070-0 (hardback) ISBN 978-1-62956-071-7 (ebook) ISBN 978-1-62956-072-4 (enhanced ebook)
1. Organizational change. 2. Organizational effectiveness. 3. Strategic planning. 4. Leadership. 5. Management. I. Title.
HD58.8.M486 2015
658.4dc23
2015019129
To all who wish to live and work in the dynamic present moment, where anything is possible.
A s the team members filed into the workshop I was about to lead, it was clear that they were still digesting what they had just heard. No one knew any details about the just-announced job cuts or about her individual fate, let alone the implications for the team. Months earlier I had been invited to lead this team in what was intended to be a somewhat playful team-building session that left the group (and the organization as a whole) feeling better about their capacity to improvise.
On the day of the session I arrived at the corporate campus early, and as I waiting in the lobby I scanned the business news on my smartphone. My heart started racing as I read a headline announcing that the company that I was about to work with had just that morning reported record losses and announced it would be laying off thousands of workers across the global organization. I then realized that the building I was in seemed like a ghost town. After seemingly endless minutes passed, the human resources director who had engaged me appeared in the lobby. As he walked me back to our session room he let me know that the offices were so quiet because the entire company was in a hastily called town hall meeting with the CEO about the layoffs. But not to worry, he assured me, the team I would be working with had been asked to leave the meeting early and would arrive on time for our long-scheduled learning experience.
I admit my first impulse on the fight, freeze, or flight continuum was flight. Perhaps I could arrange for an urgent call from my nonexistent childs school or be overcome with a mysterious illness. Rather than give in to my flash of panic, I took a few breaths as we walked the long corridor. I couldnt help but recognize the irony and opportunity. After all, responding effectively to the unexpected and unplanned was the very focus of my work and was one of the main reasons I had been asked to design a workshop for this team. However, my original plan for helping them develop these capacities no longer made sense. That morning, the companys leaders, their countless teams and departments, and the entire global organization found themselves smack in the middle of the unpredictable and unplannedand, with no notice, I found myself there too. The organization was confronting VUCA (volatility, uncertainty, complexity, and ambiguity), a term now widely used to describe todays business reality. Regardless of the degree to which members of the organization were aware of the gathering storm, it was clear that no one was prepared for its timing or intensity.
As I arrived in the workshop room, I quickly abandoned my original plan and began to regroup and reframe the session objectives and approach. What was originally designed as a lighthearted team-building session quickly became an opportunity for the shell-shocked participants to rediscover their own individual and team capacities to be agile in a very stressful situation.
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