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The Leadership Advisor
"Helping Leaders Develop Leaders"
September 2007
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Agility

"Success is neither magical nor mysterious. Success is the natural consequence of consistently applying the basic fundamentals." ~ Jim Rohn

"The next time you consider the "basics as traditional," think of someone who can barely read or write and remember the anguish on their face." ~ Anonymous

"First master the fundamentals." ~ Larry Bird

"We must be steady enough in ourselves . . . to be mobile, soft and limber in our ability, our agility, as it were, to dance, and yet to stand upright . . ." ~ Unknown

"I love it when a plan comes together." ~ Colonel John "Hannibal" Smith

Agile
By Phil Eastman

I have always envied lean and agile people; the type of people that flow through a physical space, ready at a moments notice to dodge a falling piano, trip an escaping hoodlum, or to catch a ball unexpectedly thrown by neighborhood children. These people are athletic in the traditional sense and can usually play numerous sports well. I am not sure how many people fall into this category of the worlds agile and nimble but I know I am not one of them. I am a flat footed, heavy guy that mostly plods rather than floats; at least in the wide world of sports. Agility is not just a physical characteristic however, it is a mental ability as well and one that is important for all leaders to cultivate.

Webster's dictionary defines agility as "the ready ability to move with quick easy grace. . ." or ". . .having a quick resourceful and adaptable character." It is the first definition that really captures me. I have tried, in the introduction, to paint a picture of what physical agility (or the lack thereof) looks like, but what would leadership agility look like and how might one develop it?

I recently had an opportunity to practice leadership agility while working with a client in Malaysia. Over the ten years our consulting firm as been in existence, I have worked in Asia five times. Each trip and client engagement has challenged me to be flexible in order to meet their needs and to adapt my teaching style to an Asian cultural context. In that culture, students never challenge or question a teacher / authority figure let alone an authority figure over six feet tall! This initially left me with the feeling that I wasn't connecting because in our culture, questions and feedback indicate attention and engagement. It was only after the leader of the group began asking questions that tacit permission was given for students to begin interacting with me. Even though I already knew this about Asian culture, the situation demanded agility and a conscious decision on my part to teach confidently, comfortably, and successfully. I share this story to make an important point about leadership development. It takes time and deliberate practice to hone the skills we all need to be successful. For me this was the first time in five trips to Asia that I felt as though I was finally working with agility.

With that backdrop, let's focus on what I believe is going to emerge in the next few years as the preeminent leadership competency; the ability to successfully lead change. Change is an over used and often understood concept in leadership and yet it is critical to the success of today's leaders and their organizations. Most of us have some concept of change when it is mentioned.

Some see "change leadership" as the ability to transform the organization from one market model to another, some see it as a resilience that marks an organization's ability to confront challenges, others see change as a psychological practice that helps people cope with organizational shifts. What ever your concept let me suggest that leading change means the following five behaviors need to be part of every leader's repertoire.

A successful leader:
  • Identifies ways to improve the efficiency and effectiveness of procedures, processes, and structures.
  • Takes the lead in setting new business directions, partnerships, policies or procedures.
  • Seizes opportunities to influence the future direction of an organizational unit or the overall business.
  • Helps employees to develop a clear understanding of what they will need to do differently, as a result of changes in the organization.
  • Establishes structures and processes to plan and manage the orderly implementation of change.
  • Helps individuals and groups manage the anxiety and resistance associated with change.

These behaviors do not translate well into formulae. They require leaders to think on their feet, read their organization, and live on the leading edge of their organizational culture. Agility! Consistently practicing these behaviors will help develop the leadership agility we all must posses to navigate the shifting currents of today's operating environments.

We routinely help leaders develop agility and if you have a need in this area please let us know.

Phil Eastman is the founder and president of Leadership Advisors Group, a Boise-based consulting firm. Phil combines more than 25 years of leadership experience with his passion for consulting, coaching, and teaching to develop leaders, build teams, and improve performance. It is his desire to enhance leadership effectiveness for all of his clientele.

Phil earned a Bachelors of Business Administration degree in Management and Organization from Idaho State University. He is a graduate of the Pacific Coast Banking School at the University of Washington where he is also an instructor. Phil also holds a Master of Arts degree in Theological Studies from Bethel Seminary.
Running Shoe
By Lorene Rasmussen

Success could be one of the most subjective terms in the English language and has far too many facets in order to define it universally. That which is considered success to one person could be a mediocre achievement for another. Even with that said, allow me to share the highlights of a recent race in Washington State and how our ADKAR model intuitively went into action for a plan to come together.

The starting line began at the Red Hook Brewery in Woodinville, WA. This was the first Covey Run 10K Race ever to be held with hopes of having an annual return.

Like many races, I arrived early enough to get my race number and timing chip. Throughout the morning, there were announcements thanking the race sponsors and dispensing information designed to make the event more enjoyable (such as the location of the port-a-potties and what goodies would await us after the run).

However, there was one particular announcement that caught me off guard. Apparently, there was a rule that I overlooked while registering for the event. If you could not average an 11 minute mile for 6 miles, you were asked to be part of the 5K walking event that would start a few moments after the 10K race. To let you in on my best abilities, I can run two 10 minute miles or at least four 11 minute miles without walking but I wasn't prepared to run 6 of them consecutively.

Needless to say, I was frustrated with the situation. I hadn't flown all the way to Washington just to walk 3 miles around a park and pick up my race t-shirt. So after my initial "internal combustion," I made the decision to line up at the very end of the 10K heap. What was the worst thing that could happen; finish with the 5K walkers?

Once the starting gun went off, we all headed onto the city street that runs directly in front of the prettiest wineries in the area. From there we weaved through an old business district (sorely in need of redevelopment), down onto the Sammamish trail that follows North Creek (a salmon habitat). I found myself catching up and passing several runners but I wasn't pushing too hard since that is the sure fire way to use up all my energy early in the race.

Eventually, I caught up with a short muscular gentleman that was tattooed from head to toe and wearing a pair of Brooks running shoes. I found myself "leap frogging" with him into the second mile. He had a fairly even and methodical stride that was easy to keep rhythm with.

By mile marker 3, my stopwatch indicated 30 minutes which meant I was moving a little too fast not only for my energy reserves but also for my left leg which has been my nemesis throughout this year of running. I consciously slowed down allowing my tattooed pacing partner to pass me while still remaining in my sights.

Mile marker 4 was a real test of will since my left leg started reminding me, "you are only as strong as your weakest link," so again I adjusted my speed in order to lessen the impact. As for my time, I was still on track for the expected 11 minute mile but I was feeling the kind of pain that generally forces me to "hunker down" and just walk, which I did.

The 5th mile was my pivotal moment, my watch read 56 minutes, my left leg wanted to walk, I was wet from the perspiration and humidity, and I couldn't see my pacer friend any longer because of the evergreen trees around the bend.

Now with my watch reading 58 minutes, I realized that I was still on track for the 11 minute mile expectation that had frustrated me earlier. I put a smile on my face, picked up my pace, and quickly caught up with my buddy. I trailed him for a while until I saw the back of the building where the race had begun less than an hour before.

With the fortitude of a Nordstrom's shopper at a clearance sale, I poured it on, passed my friend (and several others) and crossed the finish line with a smile and in 67 minutes to boot.

A few moments later my pacer buddy crossed over the finish line, came up to me and said, "Girl, I spent the whole race trying to get rid of you and at that last bend, you poured it on and kicked my @$$. You're Good!" The truth is, that single statement meant more to me than any medal I could have brought home.

This 67 minute race and the events that lead up to it taught me several principles regarding change and how, when applied can add up to personal success. Using the ADKAR model we have shared with you before, allow me to illuminate my experience:
  • Awareness - Upon entering the race, I wasn't aware of the 11 minute mile rule. Perhaps if I had known, I wouldn't have even attempted the race.
  • Desire - Once I was aware of the expectation, it challenged me to test my own limits. Rather than a limiting factor, it became a goal to pursue.
  • Knowledge - Throughout this year, I have learned the fundamentals of running and how to put elements together in order to cross a finish line. I relied on that recently found knowledge to pace my self intelligently and cross the finish line successfully.
  • Ability - My ability to modify running techniques "on demand" became apparent as it all came together without injury. Mental agility was as critical as physical ability in that I had to quickly change my old paradigm of what I was capable of.
  • Reinforcement - My "pacer friend" became my unofficial reinforcement throughout the race and even to the end when he gave me the best compliment thus far in my running career. It was the healthy competition of two peers working toward a common goal.

Amazing what success feels like! For some, it's bringing home the gold or winning a race, for others it maybe navigating the waters of change within their personal or organizational lives but for me, it was intuitively applying everything I have learned because (in the words of Hannibal from the A-Team) "I love it when a plan come together!"

Fundamentals of Success is #9 in a series of articles that have been featured throughout 2007 in The Leadership Advisor. In October, we will talk about the origins of the Marine Corps Marathon and how it has become "The People's Marathon."

Lorene Rasmussen is the Partner for Business Operations which guides and supports the daily and strategic operations of Leadership Advisors Group. She combines a unique sense of fun and organization to insure operations "run/walk" smoothly and that clients receive the highest quality service possible.

Lorene earned a Bachelors of Business Administration degree in marketing from Boise State University and is a certified Life Coach through Genesis Enterprises in Seattle, Washington. Lorene earned a Bachelors of Business Administration degree in marketing from Boise State University and is a certified Life Coach through Genesis Enterprises in Seattle, Washington.
Good Story
"Storytelling is a powerful way to put ideas into the world."

We are gathering stories that people can relate to within business, community, government, & families. We want to hear your experiences as an individual or from within your organization that demonatrates the lessons learned positively or negatively:
  • Leadership
  • Teamwork
  • Change Management

Please submit your stories to Lorene Rasmussen, lorene@leadershipadvisors.com or Phil Eastman, phil@leadershipadvisors.com.

With your permission, we want to use this collection within our writings, workshops, and speeches, to help illustrate the principles we teach.

Everyone likes a good story! We are drawn to the characters, the conflicts, and catalytic changes that life brings to us. We look forward to hearing from you!
Leadership Advisors Group will help you and your organization succeed by:
  • Developing effective leaders.
  • Creating strategic plans that drive organizational progress and team unity.
  • Delivering change management to achieve strategic results.

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"Stay committed to your decisions, but stay flexible in your approach." ~ Tom Robbins


Phil Eastman & Lorene Rasmussen
Leadership Advisors Group

phone: (208) 344-0471
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