• 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. .
• 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 neuroxprofiles. .
• This is part of the Enterprise Agility 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. .
• Today we're going to focus on one of the most important components of Enterprise Agility. .
• I'm Erich R. Bühler and today I wanted to tell you more about how our ideas are changing .
• the world of organizations. .
• Companies today are exposed to much more uncertainty and a greater number of market .
• disruption that they were 10 or 15 years ago. .
• 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. .
• 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 .
• 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's .
• going to impact the way obviously that they make decisions. .
• Being mentally flexible also means that these people can better handle their emotions when .
• faced with a change or a surprising new situation. .
• 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 know that the less mentally flexible a person is, the more they are affected by an .
• unexpected situation. .
• 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. .
• 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 there are 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. .
• Not only will they be able to produce better products, but they would also make better .
• decisions and achieve higher levels of organizational health. .
• And this is because the interaction between people will be healthier. .
• At Enterprise Agility University, we call this concept mental agility and it is a fundamental .
• part of enterprise agility. .
• An organization whose employees don't have a high level of mental agility cannot achieve .
• the three outcomes of enterprise agility. .
• They are to be always ready, always responsive and always innovative. .
• 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. .
• 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. .
• This model looks at enterprise agility as five different types of dimensions that are .
• interwoven. .
• Most importantly, these five types or dimensions of agility somehow allow you to look at organizations .
• from different perspectives. .
• It's like putting on different glasses to see situations. .
• 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. .
• And obviously that could impact employees and how they adapt to your change initiative. .
• 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. .
• You can see that enterprise agility has different types of agility or dimensions. .
• However, I found that outcomes agility is the one that is harder for people to understand. .
• Outcomes agility is a very specific dimension which is basically focused on the strategy .
• and which is explicitly interconnected to leadership. .
• It's clear that organizations cannot change strategy all the time. .
• Or at least that is what we believe so far. .
• In a world where things change every week or every day, leaders must be able to create .
• strategies in response to those markets and they must be able to realign everyone with .
• the new strategy. .
• And this is true even if everything is constantly changing. .
• Outcomes 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. .
• This makes it possible to create companies that are always ready, always responsive .
• and always innovative. .
• And remember again, these are the three outcomes of enterprise agility. .
• At the bottom is mental agility which supports all the other types of agility. .
• Usually, organization focus on the top which is where the chocolate is or what we call .
• technical agility. .
• Technical agility relates to software oriented frameworks and processes and this is strictly .
• connected to classic agility. .
• We saw this in the previous video. .
• 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. .
• 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. .
• We will talk about the other dimensions of agility in the following videos and today .
• I wanted to introduce two of my best friends, Andrew, the Agile coach and Hannah the HR. .
• They will be helping me to explain the ideas behind mental agility and how to measure it. .
• Thank you Erich. .
• I hope you folks enjoy the time with Andrew and me. .
• We are going to learn great things about mental agility today. .
• When things are changing exponentially, a new approach is needed to enable people to .
• deal with new situations comfortably and sustainably. .
• As Erich explained, enterprise agility has three universal outcomes that enable building .
• businesses that are always ready, always responsive and always innovative. .
• Let's learn how mental agility relates to those outcomes and how it can help you. .
• Mental agility indicates how flexible a person is when faced with new situations, even if .
• they may cause 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. .
• 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. .
• Mental agility refers to reframing challenges to find new solutions even during stressful .
• times. .
• We know that when we're stressed, cortisol in the brain increases, which decreases .
• mental agility. .
• This causes us to feel less empathy for others or to be unable to put ourselves in the perspective .
• of the other person. .
• This puts us in defense instead of cooperation mode. .
• Imagine an event where two people perceive different facts about the same situation and .
• also have different perspectives, emotions and personal values. .
• If these two have low levels of mental agility, it'll be difficult for them to reach agreement .
• and cooperate. .
• 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. .
• It also makes it hard for organizations to be always ready, always responsive and always .
• innovative. .
• 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. .
• Whatever happens in your brain will affect how you communicate and connect with others .
• or social agility. .
• How flexible you're in adapting and implementing your strategy or outcomes agility, and how .
• well it's accepted by employees. .
• Also, how you design the processes and roles to support those people or structural agility. .
• And how you develop software and products or technical agility. .
• To measure mental agility, we'll show you a model called the Four Stages of Awareness .
• of Mental Agility, developed by Erich R. Bühler. .
• We will help you think about how to create metrics to evaluate levels of mental agility .
• in your company. .
• 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. .
• It also makes us see that we are all similar when we embark on the conscious path to reframing .
• situations and mental agility. .
• Higher levels of mental agility is crucial for shared progress. .
• The higher they're in the model, the more they'll be exercising their 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. .
• 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. .
• This in turn leads to lower levels of workforce well-being. .
• 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. .
• However, it's less flexible than a group that can evaluate facts and perspectives from .
• another team's point of view. .
• At the next stage, emotions, people develop a certain degree of empathy for others. .
• This is an important step because it also means a greater maturity of the person or .
• group in dealing with emotions. .
• 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. .
• 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. .
• The four stages of awareness of mental agility also gives recommendations for those who want .
• to improve their mental agility. .
• The area on the left is called lead myself and is the foundation for improving self-awareness. .
• The area on the right is called lead others and offers the basis for greater mental agility .
• and empathy towards others. .
• I'm aware of the exact moment when my brain activates my facts to filter the situation .
• and create my own subjective reality. .
• I know how to adjust my mindset to go beyond my facts. .
• Imagine you're having a conversation with someone who's observing a situation with different .
• facts than you're seeing. .
• In the first moments of that conversation, your facts will dominate your brain, leaving .
• little room to clearly evaluate the other person's facts. .
• 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. .
• When you become aware of this, you can explicitly change your mental processes and adjust your .
• thinking to go beyond your facts. .
• 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. .
• This will help you evaluate more information, see different facts, adapt better to an exponential .
• world, and make better decisions. .
• The same is true for perspectives, 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 realize that your view is as real as mine. .
• I know how to adjust my mindset to go beyond my facts. .
• 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 individual 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 is 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 0 to 4 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. .
• We'll measure it indirectly, such as the time it takes to achieve the same innovation .
• or business value they'd before the disruption. .
• You can measure mental agility in a scientific way, and this is something you can consider .
• as well. .
• Let's look at some examples of what indicators you can use to measure mental agility. .
• Measure the four stages of mental agility independently. .
• Find one indicator for each stage. .
• Evaluate the time to adapt to the new reality. .
• Use other ways to measure mental agility. .
• We hope you found it useful. .
• Thanks Erich, and you for giving us the opportunity to explain all this. .
• Remember that mental agility isn't a score, but an approach that allows us to make better .
• decisions when helping people, teams, and companies that require greater resilience .
• and adaptability to change and help you build shared progress. .
• You have been awesome today. .
• We have a lot to learn in the next chapters, such as the NeuroX profiles to understand .
• how neurocapabilities can help people when they are exposed to exponential or accelerated .
• change, the three-value companies, which is a new conception of how organizations build .
• value when they are exposed to constant changes or high uncertainty. .
• Do you want to know more about enterprise agility? .
• See you soon. .