People & Strategy Winter 2018 Vol. 41 No. 1 - 25

FIGURE 4: LEARNING AGILITY GROWTH (ORANGE GRAPH: PERCENTAGE INCREASED 10 PERCENTILE POINTS IN AGILITY FACTOR,
GREY GRAPH: NO OR LITTLE CHANGE IN AGILITY FACTOR)
% Changed
12%
88%

5%
95%

% No Change
38%

12%

43%

88%

62%

INTERPERSONAL ACUMEN

*
*
*
*

COGNITIVE PERSPECTIVE

DRIVE TO EXCEL

and accelerated "ready now" status was obtained for future
opportunities.
Hands on observations by presidents, board members,
and CEOs of growth and complex skill sets for each
participant.
Cultural survey of the entire organization showing increases and changes in culture components between years.
High ratings by participants, indicating usefulness and
engagement of content.
Other major program implementations, such as a global
customer value program and innovation processes.

Key Agility Leadership Outcomes: Pre- and Post-Measures
Near the end of the program, a group of leaders most ready
for promotions were measured again on learning agility
and decision styles. Results showed a significant overall
increase in learning agility scores in approximately three
years.
The five core factors of learning agility were examined.
This group of 21 leaders had a very high and significant
increase in their Results Agility/Cognitive Perspective (88%),
People Agility/Interpersonal Acumen (95%), Drive to Excel
(88%), Change Alacrity (57%) and the Self-Insight (62%) by
a minimum of 10 percentile points in three years. A 10-percentile point change was used as the change metric, but most
had double or more increases in scores.

57%

SELF-INSIGHT

CHANGE ALACRITY

ambiguity, as well as the extent that a person tends to think
strategically versus more tactically.
Participants were assessed in the beginning of the program
and at the end. There was a significant shift in their leadership
inclusive flexible styles and their participative integrative styles
that support creative- and team-oriented strategic thinking
over time. Specifically, 75% increased their scores to be near
or meet the C-Suite norm for the flexible leadership style. Half
of the group increased their integrative leadership score to be
near or in the C-Suite norm. This is important since some who
did not increase were already at the norm or within a close
acceptable range. In addition, half of the group increased
their strategic thinking creative integrative styles. These factors
show a type of learning agility related to people agility and
mental agility that has been associated with executive success.
Although not shown, participants also shifted their decisive
model to allow more input, another measure of agility.

FIGURE 5: DECISION STYLES AGILITY GROWTH CHART
% Change to match C-Suite Norm
75%

50%

50%

INTEGRATIVE
LEADERSHIP

CREATIVE
LEADERSHIP

Pre- and Post-Learning Agility
scores from 2013 to 2016
Decision Styles and Agility Growth
A second validated and predictive assessment of decision
styles, offered a different index of agility. Research showed
that successful leaders increase their use of flexible and integrative leadership and thinking skills to very high levels over
their career as compared to less successful peers.14
The Decision StyleView assessment measures how people
handle decisions when working with others and when thinking through problems. Among other things, it shows how
easily an individual can handle changing circumstances and

FLEXIBLE
LEADERSHIP

Accelerated Promotions and Development Opportunities
Many participants received promotions or expanded roles
during the process. Also, in the talent management reviews,
more individuals were given higher readiness ratings than
before. More importantly, the presidents of the subsidiary companies, the corporate leaders, and board members saw growth
VOLUME 41 | ISSUE 1 | WINTER 2018

25



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
http://www.nxtbook.com/ygsreprints/HRPS/hrps_41_2_2018
http://www.nxtbook.com/ygsreprints/HRPS/hrps_41_1_2018
http://www.nxtbook.com/ygsreprints/HRPS/hrps_40_4_2017
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
http://www.nxtbook.com/ygsreprints/HRPS/d49675_hrps_spring2015
http://www.nxtbook.com/ygsreprints/HRPS/d47867_hrps_winter2015
http://www.nxtbook.com/ygsreprints/HRPS/hrps_fall2014_teaser
http://www.nxtbookMEDIA.com