Agility

Agility
Management Principles for a Volatile World

Michael Edmondson, PhD

Agility: Management Principles for a Volatile World

Copyright © Business Expert Press, LLC, 2021.

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To Amanda, Kiersten, and Jonathan
 Description
Agility: Management Principles for a Volatile World fills a tremendous need
in the marketplace for a practical set of principles to help managers become
more agile. Today’s volatile, uncertain, complex, and ambiguous (VUCA)
world has created a dynamic, ever-changing, and hypercompetitive global
marketplace, challenging managers to think differently. The apprehension
of the present moment experienced by managers across industries, sectors,
and markets demands a new way of understanding the nuances involved
with navigating today’s chaos to achieve and sustain growth. With the
speed of change, disruption, and transformation expected to increase expo-
nentially now is the opportune time for organizations to rethink the com-
mon management paradigms of power (we are bigger), speed (we move
faster), or force (we can acquire). Agility, more so, than power, speed, or
force is the Kairos for managers today. In archery, Kairos, the ancient Greek
word for a proper or opportune time for action, denotes the moment in
which an arrow may be fired with sufficient force to reach a target. Now is
an opportune time for managers to become more agile and shift their posi-
tion from one of planning, organizing, staffing, directing, or controlling
to one of being a curator, architect, conductor, humanist, advocate, and
pioneer. This shift from doing to being is paramount for the agile manager.
Agility: Management Principles for a Volatile World provides readers with a
list of principles associated with each role of the modern agile manager and
is required reading for individuals from small to medium-sized businesses,
large corporations, nonprofit organizations, and government offices.

Keywords
business; leadership; management; agility; global business
 Contents
Other Books by Edmondson��������������������������������������������������������������������xi
What People Are Saying�����������������������������������������������������������������������xiii
Acknowledgments��������������������������������������������������������������������������������� xxi
Introduction: The Definition of Agility������������������������������������������������ xxiii

Chapter 1 The Six Functions of an Agile Manager�����������������������������1

Chapter 2 The Agile Manager’s Self-Assessment��������������������������������5
Chapter 3 Curator���������������������������������������������������������������������������11
Chapter 4 Architect�������������������������������������������������������������������������41
Chapter 5 Conductor����������������������������������������������������������������������65
Chapter 6 Humanist�����������������������������������������������������������������������85
Chapter 7 Advocate�����������������������������������������������������������������������103
Chapter 8 Pioneer�������������������������������������������������������������������������119

Conclusion�����������������������������������������������������������������������������������������137
Appendix I: The 6 Functions and 18 Principles of an Agile Manager�����141
Appendix II: The Agile Manager Self-Assessment�����������������������������������143
Appendix III: Questions����������������������������������������������������������������������144
About the Author��������������������������������������������������������������������������������153
Index�������������������������������������������������������������������������������������������������155
Other Books by Edmondson
The Relevance of the Humanities to the 21st Century Workplace
Strategic Thinking and Writing
Success: Theory and Practice
Major in Happiness: Debunking the College Major Fallacies
Marketing Your Value: 9 Steps to Navigate Your Career
 What People Are Saying
Dr. Edmonson’s sixth book Agility: Management Principles for a Volatile World
is a thought-provoking journey through the Six F ­ unctions of the Agile Man-
ager. Each function provides a roadmap for managers on how to navigate in
today’s unpredictable and highly volatile environment. In retrospect, this book
should be a requirement for all managers especially those starting out on their
managerial journey. —John Donnellan, DPS, MBA, Chair Management
Department New Jersey City University School of Business

If you’re waiting for things to “get back to normal” then this book ­probably
isn’t the book for you. But, if you’re hoping to learn how to adapt your man-
agement style for the current reality where the “new normal” is ever-changing,
then you might be ready for this book. If you are ready to question “every aspect
of the approach, ­methodology, biases, and deeply held assumptions,” that you
have about how to be a successful leader in the volatile world that we find
ourselves, then you’ll want to read Agility: Management Principles for a Vola-
tile World. —Jason D. Finley, Career Development Coordinator. Adult
Education Coordinator, Randolph Technical Career Center

Today’s leaders—more than ever—must respond to ever shifting realities within

their organizations. Our social and economic realities require leaders to move
nimbly among people and processes in a way that provides direction and focus,
but also responsiveness. Edmondson’s work outlines the attributes that truly agile
leaders should embody to bring about real and sustainable growth. He guides
leaders to fully own their roles as curator, architect, conductor, humanist, advo-
cate, and architect to create spaces that not only grow, but evolve as true learn-
ing organizations. —Allison Rodman, Founder, The Learning Loop,
Leadership Coach

In Major in Happiness: Debunking the College Major Fallacies, Edmondson

clearly debunks the myth that only certain college majors achieve greater suc-
cess than others. More importantly, he maps a ­process to achieve and retain
xiv What People Are Saying

success and happiness which are two sides of a coin. A must read for parents
and students thinking of going to college. —Arun Tilak, Director, Cen-
ter for Emerging Technology & Entrepreneurial Studies, Cameron
University

In Major in Happiness: Debunking the College Major Fallacies, Edmond-

son’s theories are accompanied by practical exercises that will be of value to
students and their parents as they navigate a pathway through the complex
interactions of study and work. He also points to two critical skills: teamwork
and listening skills we expect and rarely teach. This book adds significantly
to the debate about education and is a must read for incoming and exiting
graduates and their parents. —John Christian, President/CEO, CAPA,
The Global Education Network

Major in Happiness: Debunking the College Major Fallacies is truly a

thought-provoking book. This book certainly puts majors in perspective and
the importance of doing what you love. This is a must read for parents of
college bound students. —Cindy Szadokierski, Executive Director,
The Edge Program, Randolph-Macon College

Using strong research blended with a practical, clear writing style, Dr.
Edmondson provides perspective and advice that the current generation
of students (and parents) desperately needs to hear. So many young people
quickly abandon their passions and dreams to pursue majors and careers
that they believe are ‘necessary’ to achieve success and satisfaction in their
vocational and personal lives. Edmondson pulls back the curtain on the
misconceptions and fallacies that fuel that thinking and outlines a com-
pelling argument for the pursuit of a life driven by calling, purpose, and
passion. As a professor in one of the disciplines that is often marginalized,
I frequently work with students who are wrestling with the exact ten-
sions that Edmondson describes, and I will certainly recommend Major in
­Happiness: Debunking the College Major Fallacies as a resource for those
students in the future. —Jeremy Osborn, PhD, Associate Professor of
Communication, Cornerstone University

Major in Happiness: Debunking the College Major Fallacies presents an

eye-opening presentation of the unique challenges of the 21st c­entury college
 What People Are Saying xv

student. Edmondson offers more than just data to support his beliefs that per-
severance, adaptability and life-long learning are keys to success. He provides
an array of self-assessment tools to help s­tudents—and professionals alike—
evaluate their unique value to corporations and the world. As a professor,
this book has changed the way I will mentor my students. A must-read for all
of us navigating through this quickly-changing landscape and trying to find
our place in it. —Laura Grayson Roselli, Professor, Rowan College at
Burlington County, and Biopharmaceutical Consultant, Kinetic
Knowledge, LLC

Dr. Edmondson provides graduates and professionals with a road map to

bring to practice Jonathan Winters’ quote, ‘If your ship doesn’t come in, swim
out to meet it.’ Not only does he make a compelling case for swimming to meet
the ship, he also provides readers with the knowledge of how to swim, and to
swim in the right direction: the ‘Assess, Brand, and Communicate’ approach.
Marketing Your Value: 9 Steps to Navigate Your Career is an excellent read
for college students, recent graduates and mid-career professionals as they nav-
igate their careers and prepare for the next step towards their professional
goals. —Pareena Lawrence, PhD, Provost and Dean of the College,
Professor of Economics, Augustana College, Rock Island, Illinois

Michael Edmondson brings many years of advising emerging undergraduates

on the challenges and practical strategies for launching and adapting a career
in a rapidly changing global economy. While giving substantial attention to
self-marketing in a digital age, Edmondson’s approach is founded self-evalu-
ation—very much in the liberal-arts tradition—asking readers to assess their
values and abilities in relation to opportunities and to regard the job search as
a flexible, ever-changing process of self-exploration and assessment more than
orientation to a fixed goal. In the tradition of What Color Is Your Parachute
and What Should I Do With My Life?, Marketing Your Value: 9 Steps to
Navigate Your Career is likely to be invaluable to anyone who is entering
the job market, considering a change of direction, or advising those who are.
—William Pannapacker, PhD, Professor of English, Director of the
Andrew W. Mellon Foundation Scholars Program in the Arts and
Humanities, Faculty Director of the Great Lakes Colleges Associa-
tion’s Digital Liberal Arts Initiative, Hope College
xvi What People Are Saying

In Marketing Your Value: 9 Steps to Navigate Your Career, Michael asks the
tough and provoking questions that many of us struggle with on a day-to-day
basis, such as understanding our personal mission, unveiling our distractions,
and coming to terms with the major influence we have in our career devel-
opment. This book provides an opportunity for professionals from any age,
background, and industry the time to understand themselves through a series
of thoughtful and challenging reflections and activities. By doing this, Michael
guides us back to our core to help us rediscover our values and use this knowl-
edge as the foundation to successfully navigate a meaningful, and purposeful
career. —Yalitza M. Negron, M.S. Ed., Associate Director, Office of
Academic Community Engagement, Siena College

Marketing Your Value: 9 Steps to Navigate Your Career is an o­ utstanding

read and is applicable to any working individual’s life. Dr. Edmondson’s writ-
ing is clear, concise, and informative, a true reflection of the hardships many
professionals, both young and old, face in today’s highly competitive workforce.
Through its various exercises and practices, Marketing Your Value will help
anyone understand the tools, habits, and behaviors that are necessary when
traveling the road to success. Dr. Edmondson has played an integral role in the
launch of my career and continues to provide me with valuable insight along
my professional journey. His immense knowledge on the topics of ­marketing
and branding clearly shines through in this publication. —Emily Nemeth,
Admissions Manager of Ladywood High School, Livonia, MI

Marketing Your Value is a practical resource filled with helpful tools and inter-
esting anecdotes for assessing, branding, and communicating one’s value—a
valuable resource for anyone making a transition. I look forward to sharing
it with my students. —Steve VanderVeen, PhD, Director of the Center
for Faithful Leadership at Hope College, Professor of Management

Marketing Your Value: 9 Steps to Navigate Your Career is a practical book

that illustrates how to successfully navigate career challenges in today’s
economy. —Sheila Curran, President, Curran Consulting Group and
author of Smart Moves for Liberal Arts Grads: Finding a Path to Your
Perfect Career
 What People Are Saying xvii

Michael Edmondson has written the handbook for those striving to succeed
in the new millennium. Instead of a run-of-the-mill self-help book, Success
Theory and Practice connects the science, philosophy, and habits that drive
individuals to success in today’s marketplace. Success isn’t a secret, and this
book offers a roadmap for anyone willing to take on the challenge. —Adam
Cirucci, Political Consultant and Journalist

Michael connects the dots in his book Success: Theory and ­Practice where the
rubber meets the road with his 7 Characteristics of S­ uccess. He demonstrates
the practical traits, backed up by fascinating research, to help you unfold
your own success story. —John P. Clark, CFP®, Financial Advisor and
Retirement Living Expert

Michael Edmonson’s Success: Theory and Practice is equal parts research and
vision. This is how we do success in the 21st century: not only do we seek to
improve our lot, but also our relationships, our self-awareness, and our world.
Success is not either/or, but both/and. —Evan Harris, Co-owner of Tapas
Yoga Shala

Michael Edmonson’s newest book Success: Theory and Practice is an absolute

must read for both anyone entering the job market and those looking for
growth in both their professional and personal lives. This book is not your
everyday book on success, as it touches on the success of many, but lets you in
on the mental and emotional challenges each faced throughout the journey.
As quoted in the book from George Bernard Shaw ‘People are always blaming
their circumstances for what they are. I do not believe in circumstances. The
people who get on in this world are the people who get up and look for the
circumstances that they want, and if they can’t find them, make them.’ This
book makes you want to find the circumstances you want in life. —Rocco
Marrari, National Accounts Manager for EBE Technologies

Success: Theory and Practice is a must read for anyone who is ­interested achiev-
ing personal and professional success. Personal and professional growth is a key
to success in our careers in this ever changing environment. Dr. Edmondson
provides questions to ask ourselves periodically as a performance temperature
xviii What People Are Saying

check along with some quizzes. He also provides real life examples of successful
individuals and traits they implemented to achieve their success. —Robert
Sauselein, CHST, HazTek, Inc.

Dr. Edmondson’s writing style is clear and concise while including research
relevant to theory and the practice of success. Choosing to read Success: Theory
and Practice will challenge yourself to examine your own personal traits while
receiving applicable advice on how to engage in successful behaviors, thus lead-
ing to personal and professional growth. —Shelly Thomas Vroman, NP

Strategic Thinking and Writing is a must read for students and ­business
professionals looking to enhance their strategic thinking and  writing skills.
Throughout the book, Dr. Edmondson provides readers the opportunity to per-
form thinking exercises and self-awareness checks which I found to be that are
extremely helpful. Dr. Edmondson reminds us that writing is a process that
we need to respect in order to produce a high-quality product. —Monique
Oudijk, Bayada Home Health Care

Thinking and writing well is one of the single most important traits you can
have in the business world. Knowing how to think and write well helps you
to perform and convey great ideas in your workplace. Dr. Edmondson’s Stra-
tegic Thinking and Writing will help you ­capture your ideas and showcase
them to your professional audience. Displaying great ideas with skill gives
you power that is well deserved, and this book will help you achieve that eas-
ily. —Katie Calabrese, National Association for Community College
Entrepreneurship

In an era when more time is spent on constant tweeting than on critical

thinking, Michael Edmondson provides an important reminder that the path
to success won’t be found by staying glued to a device. Strategic Thinking and
Writing is a guide for effectively using the one key element needed to gain
the upper hand in any challenging situation: your own thought process.
—Ronald Panarotti, Rider University

Dr. Edmondson’s Strategic Thinking and Writing is a fascinating piece of lit-

erature that will help you remain focused, motivated, and engaged in the art
 What People Are Saying xix

of critical thinking. This book captures real life success stories and provides
magnificent exercises, each designed to help people improve their strategic
thinking and writing skills. This book has encouraged me to open up my
mind, increase my self-awareness, and continuously strive for clear and effi-
cient thinking. —Martha Redondo, Princeton Theological Seminary
 Acknowledgments
My first management experience occurred during my undergraduate days
at Cabrini College in Radnor, Pennsylvania. While working for the main-
tenance department to help pay my tuition, the college had a partnership
with the nearby Don Guanella School that provided a quality of life, care,
and service to persons with developmental disabilities based on the core
values of compassion, charity, excellence, justice, and dignity. The orga-
nization was responsive to meeting the individual physical, emotional,
spiritual, and social needs of the people we serve. Students from Don
Guanella would be assigned to my shifts and throughout the four years it
was an honor for me to work with those young men. It was here, during
my formative years of leadership and management training, that the term
service leadership, or servant, became familiar to me firsthand. Treating
these young men with developmental disabilities taught me a great deal
about myself, but also the world of leadership and management. As a
leader my job was to model appropriate behavior and as a manager the
task before me was to have each student help me complete the day’s work
assignments. Interactions from those days still resonate with me some
three decades later. Little did it occur to me then, but those experiences
would cement the foundation of a career built on service, agility, and
compassion.
With a career spanning K to 12 education, teaching at the undergrad-
uate and graduate level, serving as a consultant to small and ­medium-sized
businesses as well as corporations and nonprofit o­ rganizations, and most
recently as an executive at the university level, those three traits of service,
agility, and compassion, born decades ago, have become a mainstay in a
world that grows more volatile, uncertain, complex, and ambiguous with
each passing day. Leadership and management are synonymous with how
one treats others. It is, in short, that simple. Sadly, so few people understand
how to treat others, and therefore, fail in their leadership and manage-
ment responsibilities. Decades of witnessing, ­experiencing, and noticing
countless examples of poor leadership and ineffective management have
xxii Acknowledgments

been the catalyst for writing Agility: Management ­Principles for a Volatile
World. My hope is that, in some small way, the functions and principles
outlined here can help managers at all levels learn about those three char-
acteristics instilled in me decades ago: service, agility, and compassion.
My acknowledgments include a host of people who have supported
me throughout the writing and publication process. At Business Expert
Press, a continued debt of gratitude to the entire team, especially Rob
Zwettler, Charlene Kronstedt, and Sheri Dean. This is my sixth publi-
cation with the Business Expert Press team and their efforts are greatly
appreciated as they have provided tremendous support to help me publish
six books in six years. Thank you for your time, effort, and encourage-
ment along the way. My gratitude also goes out to John Donnellan, Jason
D. Finley, and Allison Rodman for their review of the manuscript prior to
publication. Dr. Donnellan was particularly helpful as he provided a good
deal of time to discuss numerous topics covered in this book.
As always, a great deal of gratitude goes to my wife Lori for her con-
stant support throughout the writing process. In her own way, she has
taught me about service, agility, and compassion when it came to raising
our two children, Amanda and Jonathan. Finally, this book is dedicated
to Amanda, her wife Kiersten, and Jonathan as they have matured into
young professionals embarking on their own leadership and management
journeys. While they are each traveling down three different career paths,
early indications of their leadership and management styles illustrate they
are well on their way to demonstrating the highest levels of service, agility,
and compassion.
 Introduction
The Definition of Agility

Just how important is agility? According to Gallup’s research published

in 2019 “Organizations that aren’t agile and that don’t have the capac-
ity to adapt quickly will be overcome by their competitors—or put out
of business.”1 In its 2019 Global CEO Outlook titled Agile or Irrelevant:
Redefining Resilience, the consulting firm KPMG concluded: “A successful
CEO is an agile CEO. Over two-thirds of chief executive officers believe
that agility is the new currency of business. If they fail to adapt to a
­constantly changing world, their business will become irrelevant.”2 More-
over, ­McKinsey’s research details how “the agile organization is dawning
as the new dominant organizational paradigm. Rather than organization
as machine, the agile organization is a living organism.”3 Agility is here
to stay as long as the global marketplace keeps disrupting the way people
live, work, and do just about everything around the world. Moreover,
the emergence of the COVID-19 global pandemic during the completion
of this book stressed organizations around world and exposed significant
issues, concerns, and problems. To address the pressure points made visi-
ble by the unexpected crisis, organizations looking to create a sustainable
future had as their new priority “the making of meaningful investments

1
  Clifton, J., and J. Harter. 2019. “It’s the Manager: From Gallup, Based on
the Largest Global Study on the Future of Work.” SlideShare presentation dated
June 16, 2019. https://slideshare.net/ShivShivakumar1/book-summary-its-the-
manager
2
 KPMG. Agile or Irrelevant: Redefining Resilience, 2019 Global CEO Outlook.
https://drive.google.com/file/d/1Q3aNiey6XPAaNyc-CbFReBQ10uCqZWk6/
view
3
  “The Five Trademarks of Agile Organizations.” January 2018, McKinsey Report.
https://mckinsey.com/business-functions/organization/our-insights/the-five-
trademarks-of-agile-organizations
xxiv Introduction

in human capital to build an agile, flexible workforce.”4 As such, it is

important to begin with a definition.
There are as many definitions of agility as there are people defining the
word. The standard definition comes from the Merriam-Webster’s Dictio-
nary, which defines agility as “being agile” and agile as “marked by ready
ability to move with quick easy grace or having a quick resourceful and
adaptable character.” The etymology of agile originates from Latin agilis
and from agere “do.” As the world went from a connected to a hyper-
connected global economy during the last 15 years, agility became a
focus point for business writers since managers needed to determine how
best to navigate the dynamics driving the disruptive marketplace and do
something. In G ­ oogle Book’s N Gram Viewer analysis, agile was barely
mentioned from 1800 to 1995. The period from 1995 to the present
marked a significant increase in the use of the word agile and the future
trend continues upward.5
In Agility: How to Navigate the Unknown and Seize Opportunity in a
World of Disruption (2019), Leo M. Tilman and General Charles Jacoby
(Ret.) focused on the organization and defined agility as “The organiza-
tional capacity to effectively detect, assess and respond to environmental
changes in ways that are purposeful, decisive and grounded in the will to
win.” In Emotional Agility: Get Unstuck, Embrace Change, and Thrive in
Work and Life (2016), Susan David broadened the definition of agility
to include emotions and wrote: “Emotional agility—being flexible with
your thoughts and feelings so that you can respond optimally to everyday
situations-is a key to well-being and success.” In The Agility Shift: Creating
AGILE and Effective Leaders, Teams, and Organizations (2015), Pamela
Meyer focused on what she labeled the agility shift: “The Agility Shift is
the intentional development of the competence, capacity, and confidence
to learn, adapt, and innovation in changing contexts for sustainable suc-
cess.” In Leadership Agility: Five Levels of Mastery for Anticipating and Initi-
ating Change (2006), Bill Joiner and Stephen Josephs define agility as “the
ability to take wise and effective action amid complex, rapidly changing

4
  Tincher, S. 2020. “An Agile Workforce will be Key to Success Post-Pandemic.”
Market Insights, July 1, 2020. https://benefitspro.com/2020/07/01/an-agile-
workforce-will-be-key-to-success-post-pandemic/?slreturn=20200602083402
5
  Google Books N Gram Viewer for agile available at https://tinyurl.com/ngramagile
 Introduction xxv

conditions.” They use the words leader and manager interchangeably and
believe there are five levels to the agile leader: expert, achiever, c­ atalyst,
cocreator, and synergist and three functional areas of pivotal conversa-
tions, team leadership, and organizational leadership. Each examina-
tion into agility provides important points to consider in the ongoing
­dialogue. As organizations look to achieve and sustain growth in today’s
ever-changing landscape, the value of agility will only increase.
In this publication, agility refers to the manager’s ability to increase their
self-awareness, think differently, and create the organizational change required
to achieve and sustain growth. This definition emphasizes self-awareness as
the foundational requirement for any manager to achieve if they want
their organization to become more agile. While the thousands of other
books, articles, and resources on management provide wonderful learning
opportunities, this book will go beyond the traditional approaches and
challenge the manager in a volatile world to accomplish the following
three tasks in order to increase their self-awareness.

• Increase reflection time: Instead of responding to emails, putting

out the proverbial fires, and attending endless meetings, the
agile manager needs more time alone to reflect upon the
bigger questions, issues, and concerns facing the organization.
The amount of reflection time is in direct proportion to the
amount of responsibility. Therefore, the greater the level of
responsibility, the more reflection time is needed.
• Ask relevant questions: During the increased reflection time,
the agile manager operating in a volatile world needs to ask
relevant questions. The questions need to focus on their
internal awareness as well as their external presence within
the organization. To assist the reader this publication provides
over 100 questions to answer.
• Challenge assumptions: As the manager asks relevant questions,
it is imperative they challenge previously held assumptions.
There can be little progress toward agility at the organizational
level if the manager is unable to demonstrate an agile mind.
Employees, clients, and others would value the flexibility of
thought, the elasticity of attitude, and the audacity of vision
that accompany challenging one’s assumptions.
xxvi Introduction

Since professional development is linked directly to personal growth,

engaging in each of these three activities on a regular basis will help increase
one’s self-awareness. Armed with a deeper sense of self, the manager can
help the organization achieve the level of agility required to achieve and
sustain growth in a volatile world.
While the literature on agility and business continues to grow, the
amount of research on managers maintains a fast pace as well. During
the last decade, dozens of books have joined the best-selling titles from
generations past and emerged as important titles to read. Some of the
more talked about publications dealing with some aspect of manage-
ment include: Jim Clifton and Jim Harter, It’s the Manager: Gallup finds
the quality of managers and team leaders is the single biggest factor in your
organization’s long-term success (2019), Simon Sinek, The Infinite Game
(2019), Nicholas Dancer, Day In, Day Out: The Secret Power in Showing
Up and Doing the Work (2019), Jim McCormick, The First-Time Manager
(2018), Ray Dalio, Principles: Life and Work (2017), Randy Clark, The
New Manager’s Workbook: A Crash Course in Effective Management (2016),
Gino Wickman, How to Be a Great Boss (2016), and Simon Sinek, Start
with Why: How Great Leaders Inspire Everyone to Take Action (2009). This
is by no means an exhaustive list and each publication offers the reader
valuable information on understanding issues related to today’s manager.

Today’s Manager
The roles and principles outlined in this publication present a singular
focus on what the manager can do. Economist John Kenneth G ­ albraith
noted: “conventional wisdom serves to protect us from the painful job of
thinking.”6 The modern-day manager can ill afford to engage in conven-
tional wisdom. The challenges are too significant, the issues too severe,
and the questions too complex. Unfortunately, many managers hold a
rather lackluster approach to managing. While managers generally wel-
come the status, rank, and privilege associated with the position, Teresa
Amabile and Steve Kramer noted “many managers conceive of manage-
ment quite narrowly—as focusing on organizational structure, short-term

6
  Galbraith, J.K. 1961. The Great Crash, 1929. Houghton Mifflin. https://google.
com/books/edition/The_great_crash_1929/g04EAQAAIAAJ?hl=en
 Introduction xxvii

strategy, and the next quarter’s profits but lack the belief managing serves
a higher cause—the society and the people who constitute it.”7 As Peter
Drucker proclaimed, “Management is so much more than exercising rank
and privilege; it is much more than making deals. Management affects
people and their lives.”8 But managing today must go beyond Drucker’s
observation. Managing in a volatile world requires a deep belief in the
unique contributions of each employee, demands a recognition of each
person’s humanity, and mandates a dedication to grow both personally
and professionally. Unfortunately, lack of training, delayed training, and
being overwhelmed with administrative tasks are just three of the many
reasons why managers lack the belief managing serves a higher cause.
Writing in Forbes, Victor Lipman observed that “companies with under
100 employees on average provide less than one hour (0.8 hour, or 48 min-
utes) of manager training per six-month period.”9 A study by West Monroe
Partners found that among managers who oversee one to two employees,
59 percent report having no training at all; the same measure stands at 41
percent among those who oversee three to five workers.10 Simply put, too
many people who become first-time managers, or move up the management
ladder, lack any formal training. Unfortunately, many people “tend to think
management is something they are magically and automatically ready for
when promoted or hired into the role.”11 If training does occur, it often takes

7
 As Amabile, T., and S. Kramer. 2011. “Horrible Bosses?” Harvard Business
Review. Blog Post, July 18, 2011. https://hbr.org/2011/07/in-a-comment-on-
our.html
8
 As Amabile, T., and S. Kramer. 2011. “Horrible Bosses?” Harvard Business
Review. Blog Post, July 18, 2011. https://hbr.org/2011/07/in-a-comment-on-
our.html
9
 Lipman, V. 2019. “Why Do So Many People Think Management doesn’t
Require Training?” Forbes, March 4, 2019. https://forbes.com/sites/victorlip-
man/2019/03/04/why-do-so-many-people-think-management-doesnt-require-
training/#79cac9b06a8e
10
  “Companies are Overlooking a Primary Area for Growth and Efficiency: Their
Managers.” Report, West Monroe Partners, March 27, 2018. https://westmon-
roepartners.com/Insights/Newsletters/Productivity-Imperative
11
 Lipman, V. 2019. “Why do so Many People Think Management
doesn’t Require Training?” Forbes, March 4, 2019. https://forbes.com/sites/­
victorlipman/2019/03/04/why-do-so-many-people-think-management-doesnt-
require-training/#79cac9b06a8e
xxviii Introduction

place after someone has been in a management position for several years.
According to the Association of Talent Development, “that’s just too late!
This delayed attention to training management skills can do real damage not
only to individual careers, but also to organizational success.”12 “In addition
to lack of training, managers often report they’re too busy with administra-
tive tasks to adequately oversee their team with 36 percent report spending
up to four hours per day on administrative work. It’s no surprise then 44
percent of managers frequently feel overwhelmed at work.”13 The end result
of little or no training, a lack of understanding as to their role, and frequently
feeling overwhelmed is the fact that a paltry 30 percent of employees feel
engaged as reported by the Gallup organization.14 This low employee engage-
ment rating has existed for years and continues to serve as an illustration
of managerial ineffectiveness. It’s no wonder managers are often maligned
in popular culture as evidenced in The Devil Wears Prada, Horrible Bosses,
The Office, Dilbert, and The Proposal. Low employee engagement often has
a negative impact on change management efforts undertaken by managers.
As David Michels wrote in Forbes, “The ability to successfully change—
both as leaders and as organizations—is quickly becoming a source of
competitive advantage.”15 An agile manager in a volatile world can expect
constant change. The predicable managerial bliss of turning the lights
on at 9:00 a.m. and shutting them off at 5:00 p.m. is no ­longer viable.
According to research by the consulting firm Gartner, “The typical organi-
zation today has undertaken five major firm-wide changes in the past three
years—and nearly 75 percent of organizations expect to multiply the types

12
  Blanchard, S. 2018. “Great Managers Aren’t Born, They’re Trained.” Associa-
tion for Talent Development Insights, April 18, 2018. https://td.org/insights/great-
managers-arent-born-theyre-trained
13
  O’Donnell, R. 2018. “Managers say They Lack Training, and 44 % Feel Over-
whelmed at Work.” HR Drive, April 3, 2018. https://hrdive.com/news/manag-
ers-say-they-lack-training-and-44-feel-overwhelmed-at-work/520396/
14
  Gallup: U.S. Employee Engagement, https://news.gallup.com/poll/180404/
gallup-daily-employee-engagement.aspx
15
  Michels, D. 2019. “Change is Changing: Coping with the Death of Tradi-
tional Change Management.” Forbes, April 22, 2019. https://forbes.com/sites/
davidmichels/2019/04/22/change-is-changing-coping-with-the-death-of-tradi-
tional-change-management/#7fad4d945308
 Introduction xxix

of major change initiatives they will undertake in the next three years.”16
When it comes to change management, however, the ineffectiveness of
a manager is striking. According to one research project 70 percent of
business critical change efforts fail to achieve expected results due to poor
leadership, inadequate management, weak rewards, and poor culture.17
The first step in addressing managerial ineffectiveness is recognizing man-
agers’ lack the agility, resilience, and creativity required to keep pace with
today’s hyperconnected world. But this must change. Today’s dynamic,
ever-changing, and hypercompetitive global marketplace demands that
managers increase their self-awareness and think differently. Small and
medium-sized businesses, large corporations, nonprofits, and educational
institutions at every level all need managers committed to creating the
organizational change required to remain relevant, viable, and sustainable.
As a manager in today’s volatile world, it is imperative to realize the skills
required to affect change are more complex, according to a report issued by
The Center for Creative Leadership, and “involve a variety of competen-
cies such as adaptability, self-awareness, boundary spanning, collaboration,
and network thinking.”18 Perhaps the most important of these competen-
cies for a manager to develop in today’s volatile world is self-awareness.

Self-Awareness
The development of one’s self-awareness is the foundation upon which
a manager can increase their own agility, and in turn, help an organi-
zation do the same. Self-awareness is commonly defined as the capac-
ity to focus attention on oneself and engage in periodic self-assessments.
Doing so is the prerequisite to effectively affect the necessary change in
an organization to achieve and sustain growth. In True North: Discover
Your Authentic Leadership, authors Bill George and Peter Sims stated:

16
 “Managing Organizational Change: How HR Can Deliver on Complex
Organizational Change Management Initiatives,” Report, Gartner, https://
gartner.com/en/human-resources/insights/organizational-change-management
17
 The Forum Corporation, 2015. “Developing Your Leaders.” https://drive.
google.com/file/d/1Y53pjgnbia4qVrueArYoKkHnRl6MCmgu/view?usp=sharing
18
  Petrie, N. 2014. “Future trends in Leadership Development.” The Center for
Creative Leadership. www.leanconstruction.org/media/learning_laboratory/Lead-
ership/Future_Trends_in_Leadership_Development.pdf
xxx Introduction

“You must understand yourself, because the hardest person you will ever
have to lead is yourself. Once you have an understanding of your authen-
tic self, you will find that leading others is much easier.”19 Researchers
­Rasmus ­Hougaard, Jacqueline Carter, and Marissa Afton “conducted a
survey of more than 1,000 leaders in more than 800 companies in over
100 countries, and found that leaders at the highest levels tend to have
better self-awareness than leaders lower in the hierarchy.”20
At first glance, it would appear self-awareness is an easy task to accom-
plish. People spend more time with themselves than they do with any-
one else. Individuals, or in this case, managers, for example, are alone
with their thoughts, feelings, and beliefs far more than they discuss such
matters with others. A common misperception is the assumption that
people possess a high level of self-awareness and know who they are. The
evidence suggests otherwise. In her research, Tasha Eurich discovered
just how glaring the lack of self-awareness is. According to Eurich, “even
though most people believe they are self-aware, self-awareness is a truly
rare quality with only 10%–15% of the people we studied actually fit
the criteria.”21 As Peg O’Connor observed, “Knowing oneself is perhaps
so difficult because we are simultaneously the inquirer and the object
studied. It is difficult to get a good, right, or accurate perspective. Despite
the difficulties in seeing oneself (literally and metaphorically), one must
be able to do so.”22
When one exerts efforts into improving their self-awareness, the research
indicates confidence and creativity increases, decision making improves,
communication enhances, and people are “more-effective leaders with

19
  George, B., and P. Sims. 2007. True North: Discover Your Authentic Leadership.
Jossey-Bass, https://tinyurl.com/qov9j2v
20
  Hougaard, R., J. Carter, and M. Afton. 2018. “Self-Awareness can Help Lead-
ers more than an MBA Can.” Harvard Business Review, January 12, 2018. https://
hbr.org/2018/01/self-awareness-can-help-leaders-more-than-an-mba-can
21
  Eurich, T. 2018. “What Self-Awareness Really is (and How to Cultivate it).”
Harvard Business Review, January 4, 2018. https://hbr.org/2018/01/what-self-
awareness-really-is-and-how-to-cultivate-it
22
  O’Connor, P. 2016. “Knowing How to Belong to Yourself.” Psychology Today,
December 14, 2016. https://psychologytoday.com/us/blog/philosophy-stirred-
not-shaken/201612/knowing-how-belong-yourself
 Introduction xxxi

more-satisfied employees and more-profitable companies.”23 “Becoming

a truly effective manager,” writes Jennifer Stine of the Harvard Extension
School, “requires a great deal of self-reflection, observation, and growth.
The best managers I’ve seen have the ability to stay open to new information
and experiences while also demonstrating strengths like empathy, inquiry,
and emotional regulation.”24 Paul J. Silvia and Maureen E. O’Brian con-
cluded “without self-awareness, people could not take the perspectives of
others, exercise self-control, produce creative accomplishments, experience
pride and high self-esteem” or navigate their own career development.25
Just as the agile manager needs to take a proactive role in managing their
organization in a volatile world, so too much they take a similar approach when
navigating their career. Robert S. Kaplan, emeritus professor of leadership
development at the Harvard Business School stressed the need for self-aware-
ness as it relates to career trajectory and observed “fulfillment doesn’t come
from clearing hurdles others set for you; it comes from clearing those you set
for yourself.”26 Setting goals, creating a plan to accomplish them, and figuring
out a way to navigate the chaos encountered while pursuing them are critical
skills for the agile manager operating in a volatile world. Instead of allow-
ing others to set hurdles for themselves, Kaplan understood that those who
reached their potential set their own goals. Agile managers need to demon-
strate the same level of heightened self-reliance. Moreover, Jonathan T. Mason
acknowledged the essential role of self-awareness in career development and
noted “career success and satisfaction will most likely be achieved by individ-
uals who develop insights into themselves and their work environments.”27

23
  Eurich, T. 2018. “What Self-Awareness Really is (and how to cultivate it).”
Harvard Business Review, January 4, 2018. https://hbr.org/2018/01/what-self-
awareness-really-is-and-how-to-cultivate-it
24
  Stine, J. “How Self-Awareness Makes you a Better Manager.” Harvard Exten-
sion School, blog post, https://extension.harvard.edu/professional-development/
blog/how-self-awareness-makes-you-better-manager
25
 Silvia, P.J., and M.E. O’Brien. 2004. “Self-Awareness and Constructive
­Functioning: Revisiting ‘The Human Dilemma’”. Journal of Social and Clinical
Psychology 23, no. 4, 475–489. https://doi.org/10.1521/jscp.23.4.475.40307
26
  Kaplan, R.S. 2008. “Reaching Your Potential.” Harvard Business Review, July–
August 2008. https://hbr.org/2008/07/reaching-your-potential
27
  Mason, J.T. “Self-Awareness.” Career Research, www.career.iresearchnet.com/
career-development/self-awareness/
xxxii Introduction

Remember, “self-knowledge is not a luxury but rather a necessity. Not having

self-knowledge can lead to very hurtful, harmful, and even catastrophic con-
sequences.”28 In today’s volatile, uncertain, complex, and ambiguous global
marketplace, organizations small and large can ill afford managers lacking
self-knowledge.
Fortunately, the latest research indicates that organizations are plac-
ing more of a priority on self-awareness, skill development, and lifelong
learning. This shift is a result of businesses realizing recent “college grad-
uates often find themselves lacking both the technical and practical skills
they need in their first jobs.”29 With colleges lagging behind in preparing
students, organizations have taken it upon themselves to train employ-
ees more so than in the past. A 2020 Deloitte Insights report indicated
a positive trend in training employees and found “one a fifth of execu-
tives completely agree that their organizations are currently ready, and
just 10 percent said they are making a great deal of progress identifying,
attracting, and retaining the right talent.”30 Instead of placing the onus of
skill development and training on the employee through a college educa-
tion, “over 80 percent of executives said they either have created or are
creating a corporate culture of lifelong learning, with another 17 percent
planning to do so.”31

28
  O’Connor, P. 2016. “Knowing How to Belong to Yourself.” Psychology Today,
December 14, 2016. https://psychologytoday.com/us/blog/philosophy-stirred-
not-shaken/201612/knowing-how-belong-yourself
29
 Wilkie, D. 2019. “Employers Say College Grads Lack Hard Skills, Too.”
SHRM, October 21, 2019. https://shrm.org/resourcesandtools/hr-topics/
employee-relations/pages/employers-say-college-grads-lack-hard-skills-too.aspx
30
 “The Fourth Industrial Revolution: At the Intersection of Readiness and
Responsibility.” Deloitte Insights, 2020 https://www2.deloitte.com/content/dam/
insights/us/articles/us32959-industry-4-0/DI_Industry4.0.pdf
31
 “The Fourth Industrial Revolution: At the Intersection of Readiness and
Responsibility.” Deloitte Insights, 2020. https://www2.deloitte.com/content/dam/
insights/us/articles/us32959-industry-4-0/DI_Industry4.0.pdf
 CHAPTER 1

The Six Functions of an

Agile Manager
Today’s manager would be unrecognizable to Henri Fayol (1841–1925),
French mining engineer, executive, and author widely acknowledged as
a founder of modern management method. In his original work, ­General
and Industrial Management: Planning, Organizing, Staffing, Directing,
and Controlling. Fayol identified five primary functions of the manager:
planning, organizing, staffing, directing, and controlling. Those functions
served managers well in the past when the marketplace was defined by
risk, fear, and avoidance. In today’s volatile global marketplace marked
by constant disruption, Fayol’s functions fall far short in providing the
blueprint individuals need to succeed as managers. Today’s hypercon-
nected global economy is defined by “possibility, agility and opportunity
and requires managers to both manage and embrace change.”1 Doing so
remains difficult for most people. As the American Management Associ-
ation noted, “managers need to alter their thinking patterns and try new
things to respond to change. They may be stuck in a rut, however, which
makes it hard to meet today’s challenges.”2
Helping managers embrace agility involves updating Fayol’s primary
functions for today and identifying relevant principles for each func-
tion. Whereas Fayol’s functions involved the verbs planning, organizing,

1
 Michels, D. 2019. “Change Is Changing: Coping With the Death Of
­ raditional Change Management.” Forbes, April 22, 2019. https://forbes.com/
T
sites/davidmichels/2019/04/22/change-is-changing-coping-with-the-death-of-
traditional-change-management/#7fad4d945308
2
  “How Managers Can Shift Their Thinking and Respond to Change.” American
Management Association, August 8, 2018. https://playbook.amanet.org/training-
articles-managers-change-thinking-patterns/
2 Agility

staffing, directing, and controlling, this publication relies on the nouns:

curator, architect, conductor, humanist, advocate, and pioneer. This revi-
sion from verb to noun reflects the manager’s need to shift their thinking
from a position of status to one of perspective. This new way of thinking
allows the manager to become more agile and understand their position is
far more dynamic, empowering, and creative than previously considered.
This new way of thinking will change the actual work managers do. And
this new way of thinking is available to all managers, regardless of indus-
try, position, title, training, budget, or educational background.
The six functions of an agile manager defined in this book are the
following:

• Curator: gathers information, knowledge, and actionable

intelligence
• Architect: conceptualizes, builds, and revises the operational
blueprint
• Conductor: ensures collaboration, skill development, and
harmony
• Humanist: emphasizes the value and agency of human beings
• Advocate: communicates the mission, values, and vision
• Pioneer: explores new ideas, products, and services

The first function of an agile manager is that of a curator studying the

information, knowledge, and actionable intelligence required to com-
prehend the attributes of today’s global marketplace. Understanding
today’s dynamic, hyperconnected, and ever-changing landscape can
help a manager grasp the disruptive forces impacting the organization
(Principle #1). Surveying the landscape involves defining the Fourth
Industrial Revolution, examining the impact of hyperconnectivity, and
studying the characteristics of a volatile, uncertain, complex, and ambig-
uous (VUCA) environment. Knowledge of change attributes will allow
an individual to self-reflect on the risks associated with their ability to
develop as an agile manager (Principle #2). The risk of conventional
­thinking, the risk of lacking a decision-making process, and the risk of
remaining comfortable all pose credible threats to becoming an agile
manager. Once risks are identified, the manager needs to assess their
 The Six Functions of an Agile Manager 3

ability to ask the relevant questions required to help move the organiza-
tion forward. (Principle #3). Engaging in double-loop learning, encour-
aging people to ask questions, and exploring answers to questions all play
a central role in the agile ­manager’s ability to ask relevant questions.
The second function of an agile manager is that of an architect. This
function allows the manager to create or update an organization’s mis-
sion to remain relevant (Principle #4). As retired U.S. Army general Eric
Ken Shinseki said: “If you dislike change, you’re going to dislike irrele-
vance even more.”3 Managers looking to develop their agility should heed
Shinseki’s words closely. Technological disruptions continue to alter the
very fabric of life and work so a review of an organization’s mission state-
ment is only prudent for the agile manager. Upon review of the mission,
the agile manager can work toward designing the vision of an organiza-
tion (Principle #5). Designing a vision will allow the agile manager to
maintain an organization’s focus while navigating the chaos of a volatile
world. Once the mission is reviewed and updated if necessary and the
vision designed, an agile manager can cultivate the values of an organiza-
tion’s culture (Principle #6). The values drive the expectations, behaviors,
and attitudes of employees and help the organization maintain consis-
tency of work across departments and functional areas.
The third function of an agile manager is that of a conductor ensur-
ing collaboration, skill development, and harmony among internal con­
stituents and between the organization and external stakeholders and
partners. Fostering collaboration across departments, functional areas,
and offices illustrates a critical component of agility (Principle #7).
­Managers also need to demonstrate a commitment to ensuring employ-
ees receiving the skill development, training, and education required
to succeed (Principle #8). Such collaboration and skill development
prepares the organization to navigate the dynamics of a volatile global
marketplace as the agile manager nurtures relationships with external
stakeholders (Principle #9).
The fourth function of an agile manager is that of a humanist who
emphasizes the value and agency of human beings, individually and

  Eric Shinseki, Wikipedia, https://en.wikiquote.org/wiki/Eric_Shinseki

3
4 Agility

collectively. The human capital needs of today demand agile managers

establish a humanist culture based on diversity, equity, and inclusion
(Principle #10). An appreciation of the unique qualities of each person
will help the agile manager better understand how to build productive
teams (Principle #11). Demonstrating compassion, kindness, and empa-
thy are often understated in the role of management but remain a critical
tenet of the agile manager in a volatile world (Principle #12).
The fifth function of an agile manager is that of an advocate ­promoting
the work, employees, and value of the organization as it looks to break
through the inordinate amount of noise in the marketplace. Creating
content on a regular basis will help the agile manager promote the work
of the organization (Principle #13). Telling stories about the people who
work there can help the organization relate to customers, partners, and
suppliers (Principle #14). The manager then needs to diversify the distri-
bution of both the content and stories to as many social media platforms
and outlets as possible (Principle #15).
The sixth function of an agile manager is that of a pioneer exploring
new ideas for products and services that inspire employees and customers
alike. An agile manager should encourage dialogue from employees and
others about the organization’s products and services (Principle #16).
During the dialogue, an agile manager should remain opened minded
about new ideas (Principle #17). This encouragement of open dialogue
and consideration of new ideas can help the agile manager inspire oth-
ers as the organization looks to move forward in today’s volatile world
(Principle #18).
 Index
Abercrombie & Fitch, 43–44 Born to Build (Clifton and Badal),
Accommodation, 126, 127 77–78
Aceto, P., 116 Bothelho, E., 5, 6
Adams, S., 21 Bowen, H., 57
Adapt boldly, 5 Bradberry, T., 91
Adobe leverages technology and Bradley, C., 18, 19
vision, 51–52 Brooks, D., 26, 28
Advocate, 2, 4, 59, 103–104, 142 Brunswick Group, 104–106
creating content, 104–107 Business
diversify channels, 112–117 global, 56
storytelling, 107–111 history of, 42, 48, 55
Agility, 7 model, 42–44, 46–50, 52, 54, 128
definition of, xxiii–xxvi objectives, 33
manager (See Manager) owners and leaders, 106
organization, 20, 112, 123, 127,
128 Campbell, S., 104
Amabile, T., xxvi Cargan, S., 104
Amazon, 44–45 Carlson, S., 65, 66
Amazon Web Services (AWS), 45 Carter, J., 128
Ambiguity, 17 Cartwright, S., 33
Architect, 2, 3, 41–42, 141 Celgene, 97
cultivating values, 55–62 Chick-fil-A, 59–61, 115
mission statement, 42–49 Christfort, K., 121
vision statement, 49–55 Clifton, J., xxvi, 77–78
Argyris, C., 32 Cognitive dissonance, 127
Assimilation of knowledge, 127 Collaboration, 66–71
Assumptions, xxv Commitment to development, 71–76
Autonomy, 92 Compassion, 95–99
Aycan, D., 69 Complexity, 17
Conductor, 2, 3, 61, 62, 65–66,
Bach, R., 121 141–142
Badal, S., 77–78 commitment to development,
Baggini, J., 129 71–76
Bastian, R., 89 foster collaboration, 66–71
B Corporation, 58–59 nurturing relationships, 76–82
Berlin, I., 69, 70 Confidence, 36
Berners-Lee, T., 13 Content, 104–107
Bersin, J., 140 Conventional thinking, 24
Bezos, J., 44, 45, 56 Conversation, 122
Bhatia, S., 13 Cooke, R. A., 94
Big Reset, The, 140 Coronavirus (COVID-19), 9, 86, 98,
Blanche, J., 98 138–140
Blue ocean strategy, 54 Corporate Equality Index (CEI), 97
156 Index

Corporate social responsibility (CSR), Forbes, xxvii, xxviii, 13, 17, 25, 91,
56, 57 109, 110, 122, 129
Costa, C. D., 110 Ford and vision, 54
Coulombe, J. H., 49–50 Ford, H., 24–25
Crocker, A., 77 Foster collaboration, 66–71
Cultivating values, 55–63 Foster, N., 41
CultureIQ, 87 4D approach, 27
Curator, 2, 8, 11–12, 141 Fourth Industrial Revolution, 2,
asking questions, 30–37 11–14, 21
identifying risks, 21–29 Franklin, B., 127–128
landscape, 12–21 Friedman, A., 106
Curiosity, 90, 91, 130 Friedman, T., 109
Fung, S., 19
Dabscheck, D., 70
David, S., xxiv Galbraith, J. K., xxvi
Debate, 122 Gallup, xxiii, 5, 96
Decide, 5 Game Boy, 47
Decision-making, 2, 11, 22, 23, Garmston, R., 122
25–27, 29, 30, 32, 45, 79 Garton, E., 130
Deere, J., 106 George, B., xxix–xxx
Deloitte, 57, 87, 93, 94, 116 Geschke, C., 51
Denning, S., 91 Giles, S., 17
DePree, M., 95 Global business, 56
Dialogue, 121–126 Goman, C. K., 110
Diderot, D., 11–12 Graduate Management Admission
Discussion, 122 Council (GMAC), 74
Disengagement, 86 Graham, P., 42
Disequilibrium, 28 Gregersen, H., 24, 35–36
Diversify channels, 112–117 Groysberg, B., 94–95
Diversity, inclusion, and equity
(DEI), 88–90 Hackman, J. R., 78
Double-loop learning, 32, 33 Hamburger, J., 60
Douglas, M., 57 Hanafuda playing cards, 46
Drucker, P., xxvii, 65, 66 Handson, W., 126
Duncan, R. D., 122 Hard Truth about Soft Skills, The
Dyer, J., 24 (Klaus), 73, 74
Harter, J., xxvi
Edelman Trust Barometer, 105 Hedgehog and the Fox, The (Berlin),
Eisenhower, D. D., 26–27 69–70
Emotional quotient (EQ), 91 Hemingway, E., 43
Engage for impact, 5 Henderson, R., 139, 140
Equity, 88 Hesburg, T., 49
HP, 97
Facebook, 114 Humanist, 2–4, 82, 85–87, 142
Falk, N. J., 109 appreciation of uniqueness, 90–95
Fayol, H., 1, 137 compassion, 95–99
Fisher, W., 108 organizational cultures, 87–90
Fitzgerald, F. S., 127–128 Hyperconnectedness, 15–16, 21
 Index 157

IBM, 131–132 Manager, xxvi–xxix

Inclusion, 89 and employee relationships, 78–81
Industrial revolutions, 13–14 functions of, 1–4, 141–142
Information exchange rate (IER), open-minded, 126–130
108–110 principles of, 141–142
Inspiration, 130–134 self-assessment, 5–10, 143
Institute for Corporate Productivity Mauborgne, R., 54
(ICP), 78 Meyer, P., xxiv
Irving, L., 15 Michels, D., xxviii
Mission statement, 42–49, 62
Jacoby, C., xxiv Mitzberg, H., 32
Johnson Vickberg, S.M., 121 Morgan, N., 110
Joiner, B., xxiv Mulally, A., 126, 132–133
Josephs, S., xxiv Mullaney, C., 104

Kalt, D., 35 Ness, J., 125

Kandade, K., 96 Netflix, 97
Kaplan, R. S., xxxi Nintendo, 46–49
Kean, J., 18 Nurturing relationships, 76–82
Kim, W. C., 54
Kirsner, S., 70 O’Brian, Maureen E., xxxi
Kittaneh, F., 103 O’Connor, P., xxx
Klaus, P., 73–75 O’Neill, P., 132, 133
Knowledge production rate (KPR), Open-minded, 126–130
108–110 Organizational culture, 56, 86–90,
Kodak, 120 92, 93
Kouzes, J. M., 120 Oshman, J., 43–44
Kramer, S., xxvi
Page, L., 29
Leadership, xxxi, 20, 29, 56, 59, Patel, C., 96
71, 89, 94, 96, 104, 122, Perlow, L. A., 34
131 Peter Economy, 124
Leadership Is an Art (DePree), 95 Peters, T., 34–35
Lesbian, gay, bisexual, transgender Pioneer, 2, 4, 78, 119–121, 142
and queer employees encouraging dialogue, 121–126
(LGBTQ), 97 inspiring others, 130–134
Levin, M., 131 remaining open-minded, 126–130
LinkedIn, 75, 77, 86, 106, 109, 122, Pittampalli, A., 126
130 Posner, B. Z., 120
Lipman, V., xxvii Post Script Language (PSL), 52
Lobosco, M., 75–76 Powell, K., 5, 6
PricewaterCoopers (PwC), 66, 71
McKinsey, xxiii, 67, 72, 129, 133 Prime Video, 45
McMillon, D., 106
Management, 27, 81, 82, 96, 97, 124, Ready, D. A., 29
138 Reflection time, xxv
Management by walking around Relentless reliability, 5
(MBWA), 34 Relevant questions, xxv
158 Index

Rigby, D., 137 Taylor, K., 74

Riggs, J., 137–138 Tilman, Leo M., xxiv
Robinson, D., 119 TOMS and vision, 50–51
Rohn, J., 23 Trader Joe’s and vision, 49–50
Roosevelt, T., 43 Training Industry (Taylor), 74
Rosenzweig, P., 19 Truett Cathy, 59–61
Rossetto, L., 15 Tsunami warning system (TWS), 19
Tugend, A., 28
Sanford, N., 28 2020 State of Workplace Empathy
Sayles, L., 65, 66 Study, 95–96
Schultz, H., 52–53, 132, 133
Schwab, K., 12 Uncertainty, 17
Self-assessment, 5–10, 143 Uniqueness, appreciation of, 90–95
Self-awareness, xxv, xxix–xxxii, 5, 23, United Nations Global Compact
24, 27, 30, 33, 36, 66, 69, 70, (UNGC), 57
73, 74, 91, 121, 128, 129 Utley, T., 129
Shimer, P., 93
Shinseki, E. K., 3, 41–42 Vision statement, 49–55, 62–63
Shoaff, E., 23 Volatile, 17
Siemens, 20 Volatile, uncertain, complex, and
Silverman, S., 56 ambiguous (VUCA), 2, 11,
Silvia, P. J., xxxi 12, 17, 20, 21, 25, 41, 66, 76,
Sims, P., xxix–xxx 82, 88, 112, 124, 141, 144
Single-loop learning, 32, 33
Situation, Task, Action, Result Warnock, J., 51
(STAR) format, 8 Waterman, R. H., 35
Small, A., 77 Weiss, L., 99
Social media, 55, 56, 105–107, Wellman, B., 122
109–117 Wheatley, D., 92
Software as a Service (SaaS) model, Williams, P. W., 125
52 Williams, R., 98
Stahl, G., 20–21
Willis, D. S., 89
Starbucks, 98–99, 132
Wolstencroft, T., 17
and vision, 52–53
Wood, A., 130
Statement on the Purpose of a
World Economic Forum, 139
Corporation, 48
Stefano, Giada Di, 6
Storytelling, 107–111 Xerox, 120
Stubbs, D., 14
Sun, M., 55 Yamauchi, F., 46
Sustainability, 26, 116, 126 Yokoi, G., 46
level of, 104 YouTube, 114
organization, 30
short-term and long-term, 88, 92 Zak, P. J., 96
strategies, 49–54, 138 Zell, S., 25