JTA Blogs

CHANGE AGILITY—one aspect of building your Learning Agility

Last month I introduced Learning Agility, a term defined by Lominger International: A Korn/Ferry company.  It is now used by most of the Fortune 500 in some form to help build strong Talent Management strategies.  One aspect of Learning Agility is CHANGE Agility.  This is the ability to deal with ambiguity, to operate effectively when the strategy is unclear, when the new initiatives look impossible, when the “tried and true” solutions of the past aren’t working and new solutions are needed. A CHANGE LEADER is someone who adapts quickly to change, often rallying others around them, knowing that to push for change means you’ve got to take a lot of “heat”.  Change is hard for those who are being told to change; it’s always easier for those who are driving the change.  So the Change Leader must be able to stand alone in their own belief and commitment while influencing and encouraging others who are needed to make the change successful.

Learning Agility

Want to be someone who learns faster and better than others with a track record of success in first time or rapid change situations?  That's the definition of Learning Agility, a term defined by Lominger International: A Korn/Ferry company almost 15 years ago to help companies define high potentials vs. high performers. High potentials can be high performers; but high performers aren't necessarily high potentials.  The good news is that, for many employees, the four aspects of Learning Agility can be developed over time.   The four aspects are: 1. Mental Agility, 2. Results Agility, 3. People Agility, and 4. Change Agility.  If you are a successful leader, you're probably good at 2 of these 4 already.

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