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Enterprise Agility Enterprise Agility requires much more than the 2001 Agile values and principles or some of the proposals we have seen in the market called Business Agility
Enterprise Agility Enterprise Agility requires much more than the 2001 Agile values and principles or some of the proposals we have seen in the market called Business Agility
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We have a lot more to talk about such as the three value companies, new behavioral models for organizations exposed to accelerated change or what we call Neuro-X Profiles
We have a lot more to talk about such as the three value companies, new behavioral models for organizations exposed to accelerated change or what we call Neuro-X Profiles
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These ways of thinking provides the foundation for the organization and includes ways of working, ways of structuring, ways of responding, ways of interacting and finally ways of thinking
These ways of thinking provides the foundation for the organization and includes ways of working, ways of structuring, ways of responding, ways of interacting and finally ways of thinking
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Today we're going to focus on one of the most important components of Enterprise Agility
Today we're going to focus on one of the most important components of Enterprise Agility
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And today I wanted to tell you more about how our ideas are changing the world of organizations
And today I wanted to tell you more about how our ideas are changing the world of organizations
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Companies today are exposed to much more uncertainty and a greater number of market disruption that they were 10 or 15 years ago
Companies today are exposed to much more uncertainty and a greater number of market disruption that they were 10 or 15 years ago
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This has led to the development of new approaches that allow companies to be more flexible and resilient when exposed to exponential or accelerated change
This has led to the development of new approaches that allow companies to be more flexible and resilient when exposed to exponential or accelerated change
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When I started writing my book in 2016, it struck me that none of the existing models took into account that successful organizations need people who are extremely mentally flexible
When I started writing my book in 2016, it struck me that none of the existing models took into account that successful organizations need people who are extremely mentally flexible
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And that is an undeniable truth, no matter how great the framework, techniques or practices a company uses, if people in the organization are not mentally flexible, they can't quickly adapt to rapid change
And that is an undeniable truth, no matter how great the framework, techniques or practices a company uses, if people in the organization are not mentally flexible, they can't quickly adapt to rapid change
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And that's going to impact the way, obviously, that they make decisions
And that's going to impact the way, obviously, that they make decisions
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Being mentally flexible also means that these people can better handle their emotions when faced with a change or a surprising new situation
Being mentally flexible also means that these people can better handle their emotions when faced with a change or a surprising new situation
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We will talk more about this in following videos, about the impact of market disruptions on cortisol levels in the brain and how that can affect the way we evaluate situations
We will talk more about this in following videos, about the impact of market disruptions on cortisol levels in the brain and how that can affect the way we evaluate situations
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We know that the less mentally flexible a person is, the more they are affected by an unexpected situation
We know that the less mentally flexible a person is, the more they are affected by an unexpected situation
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That also means that it is harder for them to manage their emotions, the less emotional management you have, the lower the quality of decisions and the fewer perspectives you will be able to evaluate
That also means that it is harder for them to manage their emotions, the less emotional management you have, the lower the quality of decisions and the fewer perspectives you will be able to evaluate
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So how can you make sure that your company has more mentally flexible employees? And if mental agility is ultimately the most important thing, why are not they our framework or practices that consider increasing mental agility or what science called neuroplasticity as a critical part of their structures? From my point of view, companies in which their employees have higher levels of neuroplasticity will have better conditions to be successful
So how can you make sure that your company has more mentally flexible employees? And if mental agility is ultimately the most important thing, why are not they our framework or practices that consider increasing mental agility or what science called neuroplasticity as a critical part of their structures? From my point of view, companies in which their employees have higher levels of neuroplasticity will have better conditions to be successful
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Not only will they be able to produce better products, but they will also make better decisions and achieve higher levels of organizational health
Not only will they be able to produce better products, but they will also make better decisions and achieve higher levels of organizational health
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At Enterprise Agility University, we call this concept mental agility and it is a fundamental part of enterprise agility
At Enterprise Agility University, we call this concept mental agility and it is a fundamental part of enterprise agility
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An organization whose employees don't have a high level of mental agility cannot achieve the three outcomes of enterprise agility
An organization whose employees don't have a high level of mental agility cannot achieve the three outcomes of enterprise agility
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So once you understand that mental agility is the foundation of any successful organization, you need to put them into a model and obviously actionable practices
So once you understand that mental agility is the foundation of any successful organization, you need to put them into a model and obviously actionable practices
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Today, I want to share with you one of the models I created between 2016 and 2017 that helped drive sustainable change in many organizations around the world
Today, I want to share with you one of the models I created between 2016 and 2017 that helped drive sustainable change in many organizations around the world
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This model looks at enterprise agility as five different types of dimensions that are interwoven
This model looks at enterprise agility as five different types of dimensions that are interwoven
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Most importantly, these five types or dimensions of agility somehow allow you to look at organizations from different perspectives
Most importantly, these five types or dimensions of agility somehow allow you to look at organizations from different perspectives
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For example, when you put the mental agility glasses, you will focus on anything that can increase the neuroplasticity of what we call mental agility
For example, when you put the mental agility glasses, you will focus on anything that can increase the neuroplasticity of what we call mental agility
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And obviously, that could impact employees and how they adapt to your change initiative
And obviously, that could impact employees and how they adapt to your change initiative
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However, if we talk about, for example, social agility, you will focus on anything that increases the connection between people so that the flow of information between them can be more fluid
However, if we talk about, for example, social agility, you will focus on anything that increases the connection between people so that the flow of information between them can be more fluid
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You can see that enterprise agility has different types of agility or dimensions
You can see that enterprise agility has different types of agility or dimensions
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However, I found that outcomes agility is the one that is harder for people to understand
However, I found that outcomes agility is the one that is harder for people to understand
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Outcome agility is a very specific dimension which is basically focused on the strategy and which is explicitly interconnected to leadership
Outcome agility is a very specific dimension which is basically focused on the strategy and which is explicitly interconnected to leadership
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In a world where things change every week or every day, leaders must be able to create strategies in response to those markets
In a world where things change every week or every day, leaders must be able to create strategies in response to those markets
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Outcome agility focuses on this constant adaptation of the strategy and its connection between leadership, tactics, and the strategic realignment of the organization with the new demands of markets
Outcome agility focuses on this constant adaptation of the strategy and its connection between leadership, tactics, and the strategic realignment of the organization with the new demands of markets
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This makes it possible to create companies that are always ready, always responsive, and always innovative
This makes it possible to create companies that are always ready, always responsive, and always innovative
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And remember again, these are the three outcomes of enterprise agility
And remember again, these are the three outcomes of enterprise agility
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At the bottom is mental agility which supports all the other types of agility
At the bottom is mental agility which supports all the other types of agility
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Usually, organization focus on the top which is where the chocolate is or what we call technical agility
Usually, organization focus on the top which is where the chocolate is or what we call technical agility
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Technical agility relates to software oriented frameworks and processes and this is strictly connected to classic agility
Technical agility relates to software oriented frameworks and processes and this is strictly connected to classic agility
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Many times, companies focus so much on having that chocolate very soft and appetizing that they end up burning the base of the cake, which is mental agility
Many times, companies focus so much on having that chocolate very soft and appetizing that they end up burning the base of the cake, which is mental agility
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In this video, we will talk about mental agility, what it is, how you can measure it, and the most important thing which is to understand how you can improve mental agility in your organization
In this video, we will talk about mental agility, what it is, how you can measure it, and the most important thing which is to understand how you can improve mental agility in your organization
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We will talk about the other dimensions of agility in the following videos
We will talk about the other dimensions of agility in the following videos
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And today, I wanted to introduce two of my best friends, Andrew, the Agile Coach, and Hannah, the HR
And today, I wanted to introduce two of my best friends, Andrew, the Agile Coach, and Hannah, the HR
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They will be helping me to explain the ideas behind mental agility and how to measure it
They will be helping me to explain the ideas behind mental agility and how to measure it
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When things are changing exponentially, a new approach is needed to enable people to deal with new situations comfortably and sustainably
When things are changing exponentially, a new approach is needed to enable people to deal with new situations comfortably and sustainably
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As Eric explained, enterprise agility has three universal outcomes that enable building businesses that are always ready, always responsive, and always innovative
As Eric explained, enterprise agility has three universal outcomes that enable building businesses that are always ready, always responsive, and always innovative
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Let's learn how mental agility relates to those outcomes and how it can help you
Let's learn how mental agility relates to those outcomes and how it can help you
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Mental agility indicates how flexible a person is when faced with new situations, even if they may cause stress
Mental agility indicates how flexible a person is when faced with new situations, even if they may cause stress
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A person with a high level of mental agility can evaluate a situation more comprehensively, even if he or she's under a lot of stress
A person with a high level of mental agility can evaluate a situation more comprehensively, even if he or she's under a lot of stress
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This means that he or she's better able to accept and evaluate the facts, perspectives, emotions, and values from the views of the other person or team and feel them as one's own
This means that he or she's better able to accept and evaluate the facts, perspectives, emotions, and values from the views of the other person or team and feel them as one's own
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Mental agility refers to reframing challenges to find new solutions even during stressful times
Mental agility refers to reframing challenges to find new solutions even during stressful times
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We know that when we're stressed, cortisol in the brain increases, which decreases mental agility
We know that when we're stressed, cortisol in the brain increases, which decreases mental agility
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This causes us to feel less empathy for others or to be unable to put ourselves in the perspective of the other person
This causes us to feel less empathy for others or to be unable to put ourselves in the perspective of the other person
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Imagine an event where two people perceive different facts about the same situation and also have different perspectives, emotions, and personal values
Imagine an event where two people perceive different facts about the same situation and also have different perspectives, emotions, and personal values
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If these two have low levels of mental agility, it'll be difficult for them to reach agreement and cooperate
If these two have low levels of mental agility, it'll be difficult for them to reach agreement and cooperate
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And that's critical, because with low levels of mental agility, companies deliver less innovation and business value to the customer, company, and workforce well-being
And that's critical, because with low levels of mental agility, companies deliver less innovation and business value to the customer, company, and workforce well-being
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It also makes it hard for organizations to be always ready, always responsive, and always innovative
It also makes it hard for organizations to be always ready, always responsive, and always innovative
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Do you remember the cake where mental agility was at the bottom? This means that mental agility impacts shared progress, and it is the foundation for all other types of agility
Do you remember the cake where mental agility was at the bottom? This means that mental agility impacts shared progress, and it is the foundation for all other types of agility
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Whatever happens in your brain will affect how you communicate and connect with others or social agility
Whatever happens in your brain will affect how you communicate and connect with others or social agility
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How flexible you're in adapting and implementing your strategy or outcomes agility, and how well it's accepted by employees
How flexible you're in adapting and implementing your strategy or outcomes agility, and how well it's accepted by employees
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Also, how you design the processes and roles to support those people or structural agility
Also, how you design the processes and roles to support those people or structural agility
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To measure mental agility, we'll show you a model called the Four Stages of Awareness of Mental Agility, developed by Eric R Bueller
To measure mental agility, we'll show you a model called the Four Stages of Awareness of Mental Agility, developed by Eric R Bueller
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It will help you think about how to create metrics to evaluate levels of mental agility in your company
It will help you think about how to create metrics to evaluate levels of mental agility in your company
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These four stages represent the path people can take when they want to increase their mental agility and also enables leaders and change consultant to plan for change adaptation, stress management, and resiliency skills
These four stages represent the path people can take when they want to increase their mental agility and also enables leaders and change consultant to plan for change adaptation, stress management, and resiliency skills
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It also makes us see that we are all similar when we embark on the conscious path to reframing situations and mental agility
It also makes us see that we are all similar when we embark on the conscious path to reframing situations and mental agility
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The higher they're in the model, the more they'll be exercising their mental agility
The higher they're in the model, the more they'll be exercising their mental agility
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For example, a group of individuals who are unable to see facts, perspectives, emotions, or values from another person's or team's point of view is considered the lowest level of mental agility
For example, a group of individuals who are unable to see facts, perspectives, emotions, or values from another person's or team's point of view is considered the lowest level of mental agility
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People who are at this stage of their journey may have higher levels of conflict and lower levels of innovation and value delivered to the client and company
People who are at this stage of their journey may have higher levels of conflict and lower levels of innovation and value delivered to the client and company
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In contrast, an individual or team that can analyze facts from the point of view of another person or group is more flexible than the former team
In contrast, an individual or team that can analyze facts from the point of view of another person or group is more flexible than the former team
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However, it's less flexible than a group that can evaluate facts and perspectives from another team's point of view
However, it's less flexible than a group that can evaluate facts and perspectives from another team's point of view
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At the next stage, emotions, people develop a certain degree of empathy for others
At the next stage, emotions, people develop a certain degree of empathy for others
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This is an important step because it also means a greater maturity of the person or group in dealing with emotions
This is an important step because it also means a greater maturity of the person or group in dealing with emotions
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The highest level of mental agility is reached when people are able to evaluate facts and perspectives and feel the emotions of others as their own or empathy and temporarily embrace others' values or reframing
The highest level of mental agility is reached when people are able to evaluate facts and perspectives and feel the emotions of others as their own or empathy and temporarily embrace others' values or reframing
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Keep in mind that if the person feels fear, feels that she's losing prestige or power, this increases the cortisol level and causes the person to begin to see fewer perspectives, or in other words, to lose the ability to reframing
Keep in mind that if the person feels fear, feels that she's losing prestige or power, this increases the cortisol level and causes the person to begin to see fewer perspectives, or in other words, to lose the ability to reframing
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The four stages of awareness of mental agility also gives recommendations for those who want to improve their mental agility
The four stages of awareness of mental agility also gives recommendations for those who want to improve their mental agility
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The area on the left is called lead myself and is the foundation for improving self-awareness
The area on the left is called lead myself and is the foundation for improving self-awareness
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The area on the right is called lead others and offers the basis for greater mental agility and empathy towards others
The area on the right is called lead others and offers the basis for greater mental agility and empathy towards others
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I'm aware of the exact moment when my brain activates my facts to filter the situation and create my own subjective reality
I'm aware of the exact moment when my brain activates my facts to filter the situation and create my own subjective reality
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Imagine you're having a conversation with someone who's observing a situation with different facts than you're seeing
Imagine you're having a conversation with someone who's observing a situation with different facts than you're seeing
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In the first moments of that conversation, your facts will dominate your brain, leaving little room to clearly evaluate the other person's facts
In the first moments of that conversation, your facts will dominate your brain, leaving little room to clearly evaluate the other person's facts
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Therefore, it's important that you become aware of the exact moment when your facts begin to filter the situation and create your subjective reality
Therefore, it's important that you become aware of the exact moment when your facts begin to filter the situation and create your subjective reality
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When you become aware of this, you can explicitly change your mental processes and adjust your thinking to go beyond your facts
When you become aware of this, you can explicitly change your mental processes and adjust your thinking to go beyond your facts
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You can use strategies to accomplish this and we have developed tools and training that will show you how to achieve a new understanding of your mind
You can use strategies to accomplish this and we have developed tools and training that will show you how to achieve a new understanding of your mind
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This will help you evaluate more information, see different facts, adapt better to an exponential world and make better decisions
This will help you evaluate more information, see different facts, adapt better to an exponential world and make better decisions
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Emotions and Values The emotion stage prepares you to experience the feelings of others while we consider values the highest level of mental agility When you can temporarily take on another person's values as if they were your own we say you're reframing and This is crucial to build shared progress To sum up the left area focuses on increasing mental agility with respect to self-knowledge and self-awareness Let's talk now about the right side of the four stages of awareness of mental agility I'm aware that your brain filters the situation with your facts to create your subjective reality I
Emotions and Values The emotion stage prepares you to experience the feelings of others while we consider values the highest level of mental agility When you can temporarily take on another person's values as if they were your own we say you're reframing and This is crucial to build shared progress To sum up the left area focuses on increasing mental agility with respect to self-knowledge and self-awareness Let's talk now about the right side of the four stages of awareness of mental agility I'm aware that your brain filters the situation with your facts to create your subjective reality I
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Realize that your view is as real as mine I know how to adjust my mindset to go beyond my facts
Realize that your view is as real as mine I know how to adjust my mindset to go beyond my facts
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This area focuses on increasing mental agility and empathy with respect to others It makes us see that we are all similar when we embark on the conscious path of building a more flexible and resilient mind It also helps to become aware of the critical moment when you begin to understand where the other person stands regarding their path to mental agility This helps you adjust your mindset expectations behaviors and your communication strategy to support others and see that the other person's point of view is as real as your own Each person requires their own time space and needs when it comes to improving their mental agility and start focusing on mutual benefits and shared progress If you understand this you can also become aware of your blind spots and focus on the way others evaluate situations Your superpowers are about adjusting your mindset to increase your empathy and understanding of the other individuals so that you can lead others based on the other person's needs This will improve your leadership skills and allow for the magnification of your communication beyond the empathic level Something crucial in tri-value companies and necessary to build shared progress In summary the stages on the right make it possible to create a common ground that allows others to develop and build a collective Capacity of understanding that enables everyone in the company to have higher levels of mental agility when facing accelerated change I Imagine you're wondering how to build indicators for mental agility One way is to use each of the stages and evaluate them independently For example the ease with which a team or an individual can evaluate another person's facts using a scale of zero to four Or the range you prefer then you could do the same with perspectives emotions and values Another option is to combine these four stages in a single metric The higher the score the closer you're to the value stage or reframing The lower the score the closer you're to the facts level which translates into less mental agility You can also use other approaches such as measuring people's adaptability to change the level of conflict when situations change Unexpectedly etc We call it changeability in enterprise agility
This area focuses on increasing mental agility and empathy with respect to others It makes us see that we are all similar when we embark on the conscious path of building a more flexible and resilient mind It also helps to become aware of the critical moment when you begin to understand where the other person stands regarding their path to mental agility This helps you adjust your mindset expectations behaviors and your communication strategy to support others and see that the other person's point of view is as real as your own Each person requires their own time space and needs when it comes to improving their mental agility and start focusing on mutual benefits and shared progress If you understand this you can also become aware of your blind spots and focus on the way others evaluate situations Your superpowers are about adjusting your mindset to increase your empathy and understanding of the other individuals so that you can lead others based on the other person's needs This will improve your leadership skills and allow for the magnification of your communication beyond the empathic level Something crucial in tri-value companies and necessary to build shared progress In summary the stages on the right make it possible to create a common ground that allows others to develop and build a collective Capacity of understanding that enables everyone in the company to have higher levels of mental agility when facing accelerated change I Imagine you're wondering how to build indicators for mental agility One way is to use each of the stages and evaluate them independently For example the ease with which a team or an individual can evaluate another person's facts using a scale of zero to four Or the range you prefer then you could do the same with perspectives emotions and values Another option is to combine these four stages in a single metric The higher the score the closer you're to the value stage or reframing The lower the score the closer you're to the facts level which translates into less mental agility You can also use other approaches such as measuring people's adaptability to change the level of conflict when situations change Unexpectedly etc We call it changeability in enterprise agility
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00:00:00Enterprise Agility requires much more than the 2001 Agile values and principles or some
-
00:00:12of the proposals we have seen in the market called business agility.
-
00:00:18We have a lot more to talk about such as the three value companies, new behavioral models
-
00:00:25for organizations exposed to accelerated change or what we call neuroxprofiles.
-
00:00:32This is part of the Enterprise Agility ways of thinking.
-
00:00:38These ways of thinking provides the foundation for the organization and includes ways of
-
00:00:43working, ways of structuring, ways of responding, ways of interacting and finally ways of thinking.
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00:00:53Today we're going to focus on one of the most important components of Enterprise Agility.
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00:01:00I'm Erich R. Bühler and today I wanted to tell you more about how our ideas are changing
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00:01:08the world of organizations.
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00:01:15Companies today are exposed to much more uncertainty and a greater number of market
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00:01:19disruption that they were 10 or 15 years ago.
-
00:01:23This has led to the development of new approaches that allow companies to be more flexible and
-
00:01:29resilient when exposed to exponential or accelerated change.
-
00:01:33When I started writing my book in 2016, it struck me that none of the existing models
-
00:01:40took into account that successful organizations need people who are extremely mentally flexible
-
00:01:48and that is an undeniable truth.
-
00:01:50No matter how great the framework, techniques or practices a company uses, if people in the
-
00:01:56organization are not mentally flexible, they can't quickly adapt to rapid change and that's
-
00:02:04going to impact the way obviously that they make decisions.
-
00:02:09Being mentally flexible also means that these people can better handle their emotions when
-
00:02:15faced with a change or a surprising new situation.
-
00:02:19We will talk more about this in following videos about the impact of market disruptions
-
00:02:24on cortisol levels in the brain and how that can affect the way we evaluate situations.
-
00:02:32We know that the less mentally flexible a person is, the more they are affected by an
-
00:02:38unexpected situation.
-
00:02:40That also means that it is harder for them to manage their emotions, the less emotional
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00:02:45management you have, the lower the quality of decisions and the fewer perspectives you
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00:02:51will be able to evaluate.
-
00:02:54So how can you make sure that your company has more mentally flexible employees?
-
00:03:02And if mental agility is ultimately the most important thing, why are not there are framework
-
00:03:09or practices that consider increasing mental agility or what science called neuroplasticity
-
00:03:15as a critical part of their structures?
-
00:03:19From my point of view, companies in which their employees have higher levels of neuroplasticity
-
00:03:25will have better conditions to be successful.
-
00:03:27Not only will they be able to produce better products, but they would also make better
-
00:03:33decisions and achieve higher levels of organizational health.
-
00:03:38And this is because the interaction between people will be healthier.
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00:03:42At Enterprise Agility University, we call this concept mental agility and it is a fundamental
-
00:03:49part of enterprise agility.
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00:03:51An organization whose employees don't have a high level of mental agility cannot achieve
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00:03:57the three outcomes of enterprise agility.
-
00:04:00They are to be always ready, always responsive and always innovative.
-
00:04:06So once you understand that mental agility is the foundation of any successful organization,
-
00:04:12you need to put them into a model and obviously actionable practices.
-
00:04:17Today I want to share with you one of the models I created between 2016 and 2017 that
-
00:04:23helped drive sustainable change in many organizations around the world.
-
00:04:28This model looks at enterprise agility as five different types of dimensions that are
-
00:04:34interwoven.
-
00:04:35Most importantly, these five types or dimensions of agility somehow allow you to look at organizations
-
00:04:43from different perspectives.
-
00:04:45It's like putting on different glasses to see situations.
-
00:04:49For example, when you put the mental agility glasses, you will focus on anything that can
-
00:04:54increase the neuroplasticity of what we call mental agility.
-
00:04:59And obviously that could impact employees and how they adapt to your change initiative.
-
00:05:06However, if we talk about, for example, social agility, you will focus on anything that increases
-
00:05:13the connection between people so that the flow of information between them can be more
-
00:05:18fluid.
-
00:05:19You can see that enterprise agility has different types of agility or dimensions.
-
00:05:23However, I found that outcomes agility is the one that is harder for people to understand.
-
00:05:31Outcomes agility is a very specific dimension which is basically focused on the strategy
-
00:05:36and which is explicitly interconnected to leadership.
-
00:05:41It's clear that organizations cannot change strategy all the time.
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00:05:45Or at least that is what we believe so far.
-
00:05:48In a world where things change every week or every day, leaders must be able to create
-
00:05:54strategies in response to those markets and they must be able to realign everyone with
-
00:06:01the new strategy.
-
00:06:03And this is true even if everything is constantly changing.
-
00:06:08Outcomes agility focuses on this constant adaptation of the strategy and its connection
-
00:06:13between leadership, tactics and the strategic realignment of the organization with the new
-
00:06:20demands of markets.
-
00:06:23This makes it possible to create companies that are always ready, always responsive
-
00:06:28and always innovative.
-
00:06:30And remember again, these are the three outcomes of enterprise agility.
-
00:06:37At the bottom is mental agility which supports all the other types of agility.
-
00:06:44Usually, organization focus on the top which is where the chocolate is or what we call
-
00:06:51technical agility.
-
00:06:53Technical agility relates to software oriented frameworks and processes and this is strictly
-
00:06:59connected to classic agility.
-
00:07:01We saw this in the previous video.
-
00:07:04Many times companies focus so much on having that chocolate very soft and appetizing that
-
00:07:11they end up burning the base of the cake which is mental agility.
-
00:07:17In this video, we will talk about mental agility, what it is, how you can measure it and the
-
00:07:25most important thing which is to understand how you can improve mental agility in your
-
00:07:31organization.
-
00:07:33We will talk about the other dimensions of agility in the following videos and today
-
00:07:39I wanted to introduce two of my best friends, Andrew, the Agile coach and Hannah the HR.
-
00:07:47They will be helping me to explain the ideas behind mental agility and how to measure it.
-
00:07:55Thank you Erich.
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00:07:57I hope you folks enjoy the time with Andrew and me.
-
00:08:01We are going to learn great things about mental agility today.
-
00:08:06When things are changing exponentially, a new approach is needed to enable people to
-
00:08:10deal with new situations comfortably and sustainably.
-
00:08:15As Erich explained, enterprise agility has three universal outcomes that enable building
-
00:08:19businesses that are always ready, always responsive and always innovative.
-
00:08:26Let's learn how mental agility relates to those outcomes and how it can help you.
-
00:08:41Mental agility indicates how flexible a person is when faced with new situations, even if
-
00:08:45they may cause stress.
-
00:08:48A person with a high level of mental agility can evaluate a situation more comprehensively,
-
00:08:53even if he or she's under a lot of stress.
-
00:08:56This means that he or she's better able to accept and evaluate the facts, perspectives,
-
00:09:00emotions and values from the views of the other person or team and feel them as one's
-
00:09:06own.
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00:09:07Mental agility refers to reframing challenges to find new solutions even during stressful
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00:09:12times.
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00:09:13We know that when we're stressed, cortisol in the brain increases, which decreases
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00:09:17mental agility.
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00:09:19This causes us to feel less empathy for others or to be unable to put ourselves in the perspective
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00:09:23of the other person.
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00:09:25This puts us in defense instead of cooperation mode.
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00:09:29Imagine an event where two people perceive different facts about the same situation and
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00:09:33also have different perspectives, emotions and personal values.
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00:09:41If these two have low levels of mental agility, it'll be difficult for them to reach agreement
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00:09:46and cooperate.
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00:09:47And that's critical, because with low levels of mental agility, companies deliver less
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00:09:52innovation and business value to the customer, company and workforce well-being.
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00:09:57It also makes it hard for organizations to be always ready, always responsive and always
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00:10:02innovative.
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00:10:04Do you remember the cake where mental agility was at the bottom?
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00:10:09This means that mental agility impacts shared progress and it is the foundation for all
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00:10:13other types of agility.
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00:10:15Whatever happens in your brain will affect how you communicate and connect with others
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00:10:19or social agility.
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00:10:22How flexible you're in adapting and implementing your strategy or outcomes agility, and how
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00:10:26well it's accepted by employees.
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00:10:29Also, how you design the processes and roles to support those people or structural agility.
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00:10:35And how you develop software and products or technical agility.
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00:10:40To measure mental agility, we'll show you a model called the Four Stages of Awareness
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00:10:44of Mental Agility, developed by Erich R. Bühler.
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00:10:48We will help you think about how to create metrics to evaluate levels of mental agility
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00:10:52in your company.
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00:10:54These four stages represent the path people can take when they want to increase their
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00:10:58mental agility and also enables leaders and change consultant to plan for change adaptation,
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00:11:03stress management and resiliency skills.
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00:11:06It also makes us see that we are all similar when we embark on the conscious path to reframing
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00:11:10situations and mental agility.
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00:11:13Higher levels of mental agility is crucial for shared progress.
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00:11:20The higher they're in the model, the more they'll be exercising their mental agility.
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00:11:40For example, a group of individuals who are unable to see facts, perspectives, emotions
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00:11:45or values from another person's or team's point of view is considered the lowest level
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00:11:49of mental agility.
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00:11:52People who are at this stage of their journey may have higher levels of conflict and lower
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00:11:56levels of innovation and value delivered to the client and company.
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00:12:00This in turn leads to lower levels of workforce well-being.
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00:12:05In contrast, an individual or team that can analyze facts from the point of view of another
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00:12:09person or group is more flexible than the former team.
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00:12:14However, it's less flexible than a group that can evaluate facts and perspectives from
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00:12:20another team's point of view.
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00:12:22At the next stage, emotions, people develop a certain degree of empathy for others.
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00:12:28This is an important step because it also means a greater maturity of the person or
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00:12:32group in dealing with emotions.
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00:12:37The highest level of mental agility is reached when people are able to evaluate facts and
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00:12:42perspectives and feel the emotions of others as their own or empathy and temporarily embrace
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00:12:47others' values or reframing.
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00:12:51Keep in mind that if the person feels fear, feels that she's losing prestige or power,
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00:12:55this increases the cortisol level and causes the person to begin to see fewer perspectives,
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00:12:59or in other words, to lose the ability to reframing.
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00:13:07The four stages of awareness of mental agility also gives recommendations for those who want
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00:13:12to improve their mental agility.
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00:13:20The area on the left is called lead myself and is the foundation for improving self-awareness.
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00:13:29The area on the right is called lead others and offers the basis for greater mental agility
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00:13:35and empathy towards others.
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00:13:47I'm aware of the exact moment when my brain activates my facts to filter the situation
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00:13:51and create my own subjective reality.
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00:13:54I know how to adjust my mindset to go beyond my facts.
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00:13:59Imagine you're having a conversation with someone who's observing a situation with different
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00:14:02facts than you're seeing.
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00:14:05In the first moments of that conversation, your facts will dominate your brain, leaving
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00:14:13little room to clearly evaluate the other person's facts.
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00:14:20Therefore, it's important that you become aware of the exact moment when your facts begin
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00:14:27to filter the situation and create your subjective reality.
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00:14:33When you become aware of this, you can explicitly change your mental processes and adjust your
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00:14:37thinking to go beyond your facts.
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00:14:40You can use strategies to accomplish this, and we have developed tools and training that
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00:14:44will show you how to achieve a new understanding of your mind.
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00:14:49This will help you evaluate more information, see different facts, adapt better to an exponential
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00:14:53world, and make better decisions.
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00:14:59The same is true for perspectives, emotions, and values.
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00:15:03The emotion stage prepares you to experience the feelings of others while we consider values
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00:15:08the highest level of mental agility.
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00:15:11When you can temporarily take on another person's values as if they were your own, we say you're
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00:15:16reframing.
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00:15:17And this is crucial to build shared progress.
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00:15:20To sum up, the left area focuses on increasing mental agility with respect to self-knowledge
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00:15:26and self-awareness.
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00:15:30Let's talk now about the right side of the four stages of awareness of mental agility.
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00:15:37I'm aware that your brain filters the situation with your facts to create your subjective
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00:15:41reality.
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00:15:42I realize that your view is as real as mine.
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00:15:46I know how to adjust my mindset to go beyond my facts.
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00:15:50This area focuses on increasing mental agility and empathy with respect to others.
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00:15:56It makes us see that we are all similar when we embark on the conscious path of building
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00:16:00a more flexible and resilient mind.
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00:16:02It also helps to become aware of the critical moment when you begin to understand where
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00:16:06the other person stands regarding their path to mental agility.
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00:16:12This helps you adjust your mindset, expectations, behaviors, and your communication strategy
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00:16:18to support others and see that the other person's point of view is as real as your own.
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00:16:23Each person requires their own time, space, and needs when it comes to improving their
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00:16:27mental agility and start focusing on mutual benefits and shared progress.
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00:16:33If you understand this, you can also become aware of your blind spots and focus on the
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00:16:37way others evaluate situations.
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00:16:40Your superpowers are about adjusting your mindset to increase your empathy and understanding
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00:16:44of the other individual so that you can lead others based on the other person's needs.
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00:16:50This will improve your leadership skills and allow for the magnification of your communication
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00:16:54beyond the empathic level.
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00:16:57Something crucial in tri-value companies is necessary to build shared progress.
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00:17:03In summary, the stages on the right make it possible to create a common ground that allows
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00:17:07others to develop and build a collective capacity of understanding that enables everyone in the
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00:17:12company to have higher levels of mental agility when facing accelerated change.
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00:17:19I imagine you're wondering how to build indicators for mental agility.
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00:17:24One way is to use each of the stages and evaluate them independently.
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00:17:30For example, the ease with which a team or an individual can evaluate another person's
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00:17:34facts using a scale of 0 to 4 or the range you prefer, then you could do the same with
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00:17:40perspectives, emotions, and values.
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00:17:44Another option is to combine these four stages in a single metric.
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00:17:48The higher the score, the closer you're to the value stage or reframing.
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00:17:53The lower the score, the closer you're to the facts level, which translates into less
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00:17:57mental agility.
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00:17:59You can also use other approaches, such as measuring people's adaptability to change,
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00:18:04the level of conflict when situations change unexpectedly, etc.
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00:18:09We call it changeability in enterprise agility.
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00:18:13We'll measure it indirectly, such as the time it takes to achieve the same innovation
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00:18:17or business value they'd before the disruption.
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00:18:20You can measure mental agility in a scientific way, and this is something you can consider
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00:18:25as well.
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00:18:26Let's look at some examples of what indicators you can use to measure mental agility.
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00:18:33Measure the four stages of mental agility independently.
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00:18:37Find one indicator for each stage.
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00:18:41Evaluate the time to adapt to the new reality.
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00:18:44Use other ways to measure mental agility.
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00:18:48We hope you found it useful.
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00:18:50Thanks Erich, and you for giving us the opportunity to explain all this.
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00:18:55Remember that mental agility isn't a score, but an approach that allows us to make better
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00:18:59decisions when helping people, teams, and companies that require greater resilience
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00:19:04and adaptability to change and help you build shared progress.
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00:19:09You have been awesome today.
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00:19:12We have a lot to learn in the next chapters, such as the NeuroX profiles to understand
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00:19:18how neurocapabilities can help people when they are exposed to exponential or accelerated
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00:19:24change, the three-value companies, which is a new conception of how organizations build
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00:19:30value when they are exposed to constant changes or high uncertainty.
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00:19:35Do you want to know more about enterprise agility?
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00:19:39See you soon.