People & Strategy Winter 2018 Vol. 41 No. 1 - 23

potential. A recent survey of the top talent-focused companies found that learning agility was the most frequently
used criterion (62%) for measuring leadership potential.2
We wanted to explore how to use the construct of learning
agility in assessments for selection and for leadership training and development.

The Two Validated Growth Assessments of Learning Agility
used for Selection and Development
To determine whether we had the right talent for future
C-Level roles, we included two assessments. One was a validated assessment of learning agility to predict those who are
best able and willing to take on new jobs.3 A second measure
of leadership, decision styles, was used to predict those styles
of highly successful leaders related to learning agility.4

What is Learning Agility?

Learning agility is defined as "the ability and willingness
to learn quickly, and then apply those lessons to perform
well in new and challenging leadership situations."5 A basic
model of learning agility includes the core factors of Results
Agility, People Agility, Mental Agility, Change Agility, and
Self-Awareness.6

ITY
GIL
A
L

S

CH

ES

AN

RE N

RESU

1.
2.
3.
4.
5.

Creating an Organizational Agility Model to Design a
Powerful and Engaging Curriculum

GE A
G I LI T Y

SELF-AWA

LEARNING
AGILITY

We used a learning agility model and assessment because it
provides insight into leadership agility and links very well to
the newly created and customized Huber leadership competencies. The Huber competency model includes detailed behavioral indicators and interview questions, and has become
a valuable tool to Human Resources for various applications
such as selection, promotion, on-boarding, and talent review.
The learning agility tool we used has been recognized by
leadership and human resource experts. Dr. Dave Ulrich, the
Rensis Likert Professor of Business, University of Michigan,
has said this about the TALENTx7 Learning Agility assessment: "With exceptional research and broad experience, they
have created incredible and relevant insights on upgrading
talent. Their TALENTx7 tool helps companies transform
talent aspirations into actions."8
The learning agility and decision styles assessments, combined with three well-known and validated Hogan Leadership
inventories (Hogan Development Survey, Hogan Personality
Inventory and Hogan Motives, Values, Preferences Inventory)
provided a robust evaluation of readiness for the executive
development program. We developed a visual dashboard of
these metrics to organize, display, and link the measures of
the various skills. Using the learning agility model as criteria
for goals and success helped ensure that the return on investment will yield continued positive results for Huber.

What are the benefits of a multiyear process
rather than a one-time program?

PEO
PLE
AG
I

Y
LIT

ME
NT
A

FIGURE 1: THE LEARNING AGILITY MODEL. 7

Assessments that predict high potential status

LTS AGILITY

The learning agility foundational key facets are:
Results Agility: Cognitive Perspective - Critical and strategic thinking.
People Agility: Interpersonal Acumen - Understanding of
others and having the ability to work with them effectively.
Change Agility: Change Alacrity - Possessing an insatiable
appetite for change and innovation.
Results Agility: Drive to Excel - Being highly motivated to
get things done.
Self-Awareness: Self-Insight - Understanding one's self and
one's own strengths and weaknesses.

We created a unique organizational agility model entitled SCORE© that included key components of a highly
functioning organization to develop the curriculum. This
organizational agility and readiness cultural model was
utilized as a way of measuring strategic readiness. Examples of some of the content mapped to the SCORE model
are shown below. The organizational agility model was also
used to ensure the various kinds of learning agility content be utilized as depicted in the chart (Figure 2) and to
ensure growth (Figure 3).
* Strategically Agile: Leading edge strategic tools such as
Blue Ocean Strategy (for creating new market space) were
FIGURE 2: SCORE ORGANIZATIONAL AGILITY HIGH PERFORMANCE
MODEL ©9
SCORE© MODEL - NTS Leadership and Organizational Diagnostic Design Model
supported by validated and predictive assessments and tools to build leadership,
team, and culture capability.
S

Strategically Agile

C

Capability Building of Talent

O

Organizational Design and Decisions

R

Readiness of an Agile Culture

E

Execution of Strategy

© Dr. Marilyn Buckner 2010

VOLUME 41 | ISSUE 1 | WINTER 2018

23



Table of Contents for the Digital Edition of People & Strategy Winter 2018 Vol. 41 No. 1

From The Executive Editor
From The Guest Editors
Perspectives
So You Want to Be a High-Potential?
How to Identify and Grow High Potentials: A CEO’s Perspective with Proven Results
Getting the Right People in the Hi-Po Pool
Wherefore Art Thou All Our Women High-Potentials?
Are Your HiPos Overrated?
Executive Roundtable
In First Person
Linking Theory + Practice
Insight into Action
Leadership Insights
People & Strategy Winter 2018 Vol. 41 No. 1 - Cover1
People & Strategy Winter 2018 Vol. 41 No. 1 - Cover2
People & Strategy Winter 2018 Vol. 41 No. 1 - 1
People & Strategy Winter 2018 Vol. 41 No. 1 - 2
People & Strategy Winter 2018 Vol. 41 No. 1 - 3
People & Strategy Winter 2018 Vol. 41 No. 1 - From The Executive Editor
People & Strategy Winter 2018 Vol. 41 No. 1 - From The Guest Editors
People & Strategy Winter 2018 Vol. 41 No. 1 - 6
People & Strategy Winter 2018 Vol. 41 No. 1 - 7
People & Strategy Winter 2018 Vol. 41 No. 1 - Perspectives
People & Strategy Winter 2018 Vol. 41 No. 1 - 9
People & Strategy Winter 2018 Vol. 41 No. 1 - 10
People & Strategy Winter 2018 Vol. 41 No. 1 - 11
People & Strategy Winter 2018 Vol. 41 No. 1 - 12
People & Strategy Winter 2018 Vol. 41 No. 1 - 13
People & Strategy Winter 2018 Vol. 41 No. 1 - 14
People & Strategy Winter 2018 Vol. 41 No. 1 - 15
People & Strategy Winter 2018 Vol. 41 No. 1 - 16
People & Strategy Winter 2018 Vol. 41 No. 1 - So You Want to Be a High-Potential?
People & Strategy Winter 2018 Vol. 41 No. 1 - 18
People & Strategy Winter 2018 Vol. 41 No. 1 - 19
People & Strategy Winter 2018 Vol. 41 No. 1 - 20
People & Strategy Winter 2018 Vol. 41 No. 1 - 21
People & Strategy Winter 2018 Vol. 41 No. 1 - How to Identify and Grow High Potentials: A CEO’s Perspective with Proven Results
People & Strategy Winter 2018 Vol. 41 No. 1 - 23
People & Strategy Winter 2018 Vol. 41 No. 1 - 24
People & Strategy Winter 2018 Vol. 41 No. 1 - 25
People & Strategy Winter 2018 Vol. 41 No. 1 - 26
People & Strategy Winter 2018 Vol. 41 No. 1 - 27
People & Strategy Winter 2018 Vol. 41 No. 1 - Getting the Right People in the Hi-Po Pool
People & Strategy Winter 2018 Vol. 41 No. 1 - 29
People & Strategy Winter 2018 Vol. 41 No. 1 - 30
People & Strategy Winter 2018 Vol. 41 No. 1 - 31
People & Strategy Winter 2018 Vol. 41 No. 1 - Wherefore Art Thou All Our Women High-Potentials?
People & Strategy Winter 2018 Vol. 41 No. 1 - 33
People & Strategy Winter 2018 Vol. 41 No. 1 - 34
People & Strategy Winter 2018 Vol. 41 No. 1 - 35
People & Strategy Winter 2018 Vol. 41 No. 1 - 36
People & Strategy Winter 2018 Vol. 41 No. 1 - 37
People & Strategy Winter 2018 Vol. 41 No. 1 - Are Your HiPos Overrated?
People & Strategy Winter 2018 Vol. 41 No. 1 - 39
People & Strategy Winter 2018 Vol. 41 No. 1 - 40
People & Strategy Winter 2018 Vol. 41 No. 1 - 41
People & Strategy Winter 2018 Vol. 41 No. 1 - Executive Roundtable
People & Strategy Winter 2018 Vol. 41 No. 1 - 43
People & Strategy Winter 2018 Vol. 41 No. 1 - 44
People & Strategy Winter 2018 Vol. 41 No. 1 - 45
People & Strategy Winter 2018 Vol. 41 No. 1 - 46
People & Strategy Winter 2018 Vol. 41 No. 1 - 47
People & Strategy Winter 2018 Vol. 41 No. 1 - In First Person
People & Strategy Winter 2018 Vol. 41 No. 1 - 49
People & Strategy Winter 2018 Vol. 41 No. 1 - Linking Theory + Practice
People & Strategy Winter 2018 Vol. 41 No. 1 - 51
People & Strategy Winter 2018 Vol. 41 No. 1 - 52
People & Strategy Winter 2018 Vol. 41 No. 1 - 53
People & Strategy Winter 2018 Vol. 41 No. 1 - Insight into Action
People & Strategy Winter 2018 Vol. 41 No. 1 - 55
People & Strategy Winter 2018 Vol. 41 No. 1 - Leadership Insights
People & Strategy Winter 2018 Vol. 41 No. 1 - 57
People & Strategy Winter 2018 Vol. 41 No. 1 - 58
People & Strategy Winter 2018 Vol. 41 No. 1 - Cover3
People & Strategy Winter 2018 Vol. 41 No. 1 - Cover4
http://www.nxtbook.com/ygsreprints/HRPS/hrps_41_3_2018
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http://www.nxtbook.com/ygsreprints/HRPS/hrps_40_3_2017
http://www.nxtbook.com/ygsreprints/HRPS/hrps_40_2_2017
http://www.nxtbook.com/ygsreprints/HRPS/hrps_40_1_2017
http://www.nxtbook.com/ygsreprints/HRPS/hrps_39_4_2016
http://www.nxtbook.com/ygsreprints/HRPS/hrps_39_3_2016
http://www.nxtbook.com/ygsreprints/HRPS/hrps_39_2_2016
http://www.nxtbook.com/ygsreprints/HRPS/hrps_39_1_2016
http://www.nxtbook.com/ygsreprints/HRPS/hrps_38_4_2015
http://www.nxtbook.com/ygsreprints/HRPS/d52272_hrps_summer2015
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http://www.nxtbook.com/ygsreprints/HRPS/d47867_hrps_winter2015
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