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December 30, 2015

Performance agility in the workplace

High performance athletes understand the significance of being agile in order to compete at their†best. Through years of training and competing, they have mastered how to read a situation and adjust their actions accordingly.

For example, hockey players need to be physically agile enough to skate towards the puck, stop suddenly, make a turn and start skating with the puck in another direction. Great hockey players also possess great mental agility; Wayne Gretzky possessed the ability to read a play, then swiftly skate towards where he thought the puck would be, anticipating his opponentsí moves.

The pace of change in business is rapid and people/teams often find themselves struggling to keep up with this rate of change. Possessing mental agility ensures people and teams can thrive while performing at their best.

3†strategies to†develop†or improve agility within your organization

Clear Definitive Goals

Creating a culture that fosters agile performers requires clear, definitive goals. Most organizations that start altering goals do so loftily. They end up creating a culture where people and teams are overwhelmed and donít know what to deliver on. Establishing clear, definitive team goals, and sticking to them, gives teams the ability to be flexible in their approach towards achieving them. This allows managers to stay out of peopleís way, freeing them to do what needs to done in order to realize these goals.

Learning on the Go

Agility requires people to constantly learn and adjust in situations that might impact the achievement of the goal. You need the capacity to develop several possible courses of action, choose an effective solution, and take action. Then observe the results, learn, adjust, and keep at it. Learning on-the-go will fuel a teamís motivation for working together and being agile towards achieving their organizationís goals.

Creative Thinking

Agility is about possessing the creative thinking skills for any given situation. Thatís how great athletes know where to position themselves to make key plays. To the onlooker, it appears intuitive when they see this type of performance, however it is developed from years of thinking about performance creatively.

In the workplace, people and teams who appear to bounce back the fastest from setbacks, or develop multiple solutions to a problem, all possess the ability to creatively respond to and use agility in their approach to goal achievement.

About the Author

Paul BostonPaul Boston is the president of†Actus Performance Inc., a high-performance development firm. Paul started his professional career working in the world of marketing and advertising with Fortune 500 companies and organizations around the globe. When†he started racing at the elite level of triathlons, he discovered similarities between the approach to performance in his athletic and professional career. Paul now works with clients to help them understand the fundamental performance values, attitudes, and skills people, teams, and organizations need in our modern-day work world.

This post originally appeared on Paul’s†LinkedIn page. Reprinted with permission.†Image courtesy of Praisaeng at FreeDigitalPhotos.net


Filed under: Uncategorized

High performance athletes understand the significance of being agile in order to compete at their†best. Through years of training and competing, they have mastered how to read a situation and adjust their actions accordingly.

For example, hockey players need to be physically agile enough to skate towards the puck, stop suddenly, make a turn and start skating with the puck in another direction. Great hockey players also possess great mental agility; Wayne Gretzky possessed the ability to read a play, then swiftly skate towards where he thought the puck would be, anticipating his opponentsí moves.

The pace of change in business is rapid and people/teams often find themselves struggling to keep up with this rate of change. Possessing mental agility ensures people and teams can thrive while performing at their best.

3†strategies to†develop†or improve agility within your organization

Clear Definitive Goals

Creating a culture that fosters agile performers requires clear, definitive goals. Most organizations that start altering goals do so loftily. They end up creating a culture where people and teams are overwhelmed and donít know what to deliver on. Establishing clear, definitive team goals, and sticking to them, gives teams the ability to be flexible in their approach towards achieving them. This allows managers to stay out of peopleís way, freeing them to do what needs to done in order to realize these goals.

Learning on the Go

Agility requires people to constantly learn and adjust in situations that might impact the achievement of the goal. You need the capacity to develop several possible courses of action, choose an effective solution, and take action. Then observe the results, learn, adjust, and keep at it. Learning on-the-go will fuel a teamís motivation for working together and being agile towards achieving their organizationís goals.

Creative Thinking

Agility is about possessing the creative thinking skills for any given situation. Thatís how great athletes know where to position themselves to make key plays. To the onlooker, it appears intuitive when they see this type of performance, however it is developed from years of thinking about performance creatively.

In the workplace, people and teams who appear to bounce back the fastest from setbacks, or develop multiple solutions to a problem, all possess the ability to creatively respond to and use agility in their approach to goal achievement.

About the Author

Paul BostonPaul Boston is the president of†Actus Performance Inc., a high-performance development firm. Paul started his professional career working in the world of marketing and advertising with Fortune 500 companies and organizations around the globe. When†he started racing at the elite level of triathlons, he discovered similarities between the approach to performance in his athletic and professional career. Paul now works with clients to help them understand the fundamental performance values, attitudes, and skills people, teams, and organizations need in our modern-day work world.

This post originally appeared on Paul’s†LinkedIn page. Reprinted with permission.†Image courtesy of Praisaeng at FreeDigitalPhotos.net


Filed under: Uncategorized
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