Level of Agility View of leadership Agility in Pivotal Conversations Agility in Leading Teams

Heroic levels
Pre-experts ~ 10%

Tactical, problem
Solving orientation. Style is either to strongly assert
opinions or hold back to
Believes that accommodate others. May More of a supervisor than
leaders respected a manager. Creates a
Experts ~ 45% and followed by swing from one style to other,
particularly for different group of individuals
others because of rather than a team. Work
relationships. Tends to avoid
their authority and giving or requesting feedback. with direct reports is
expertise primarily one-on-one. Too
caught up in the details of
own work to lead in a
strategic manner.

Strategic outcome
orientation. Operations like a full-
Primarily assertive or fledged manager.
Believes that accomodative with some ability Meetings to discuss
leaders motivate
Achievers ~ 35% others by making it to compensate with the less important strategic
preferred style. Will accept or organisational issues are
challenging and even initiate feedback, if helpful often orchestrated to try
satisfying to in achieving desired outcomes. to gain buy-in to own
contribute to larger
objectives. views.

Post-heroic Levels

Visionary,
facilitative Intent on creating higly
orientations. participative team. Acts as
Adept at believing assertive and
Believes that accomodative styles as needed a team leader and
leaders articulate facilitator. Provides and
an innovative in particular situations. Likely to seeks open exchange of
Catalysts ~ 5% articulate and question
inspiring vision into views on difficult issues.
reality. Leaders underlying assumptions, Empowers direct reports.
Genuinely intrested in learning
empower others from diverse viewpoints. Uses team development
and actively as avehicle for leadership
facilitate their development
development
 Develops a collaborative
Oriented towards
shared purpose and leadership team, where
members feel full
collaboration. Integrates assertive and responsibility not only for
Believes leadership accomodative sides in pivotal their own areas but also
is ultimately a
service to others. conversations and is agile in for the unit or
Co-Creators ~ 4% using both styles. Able to organisation they
Leaders collaborate process and seriously consider collectively manage.
with other leaders
negative feedback even when Practical preferences for
to develop a shared higly charged emotionally. consensus decision
vision that each
experiences as making but doesn't
hestitate to use authority
deeply purposeful as needed.

Holistic orientation.
Experiences
leadership as Centered within not with
participation in assetive and accomodative
energies, expressed as
Synergists ~ 1% palpable life appropriate to the situation.
purpose that
benefits other while Cultivates a present-centered
awareness that augments
serving as a vehicle external feedback and supports
for personal
transforamtion.
Agility in leading Organisational Change

Organisational initiatives focus primarily

on incremental improvements inside unit
boundaries with little attention to
stakeholders.

Organisation initiatives include analysis of

industry environment. Strategies to gain
stakeholders buy-in range from one-way
communication to soliciting inputs.

Organisation initiatives often include

development of culture that promotes
team work, participation, and
empowerment. Proactive engagement
with diverse stakeholders reflects a belief
that their input increases the quality of
decisions, not just buy-in.
Develops key stakeholders relationships
characterised by deep levels of
understanding and genuine dedication to
the common good.