PeeringintoTeam-Agility&Talent-Agility:ANewToolforHRBy Mike Richardson, Team Agility Prac9ce Leader

I love chairingpeer groups as they are extremelypowerful inpar@ng the curtains and givingus aglimpseintodeeperlevelsofteam-agilityandtalent-agility. There is nothing quite like the moment of

truth in which the peer group team has created such a safe, transparent and trus9ng place in which an individual par9cipant can experience the beginnings of a shiC in their talent and taking their game to

the next level. Best of all, the whole team learns from the experience, taking away value individually and collec9vely, even though they were processing another par9cipant’s issue, challenge or opportunity. It becomes a reliable, predictable and repe99ve cycle of win/win/win which spirals

upwards, making new levels of talent-agility and team-agility possible.

Thisbrandnewbookdescribesthispowerfulphenomenonandthe journeyfrompeer-influencetopeeradvantage–from ordinary levels of peer influence which the majority of teams might achieve to

extraordinary depths of peer-advantage which only a minority of teams achieve.

I am quoted in several places in the book.

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AspartofmyagilitycenteredporHolioofwork,IhavebeenChairingpeer-groupswithVistageInterna@onalfor12years.

As well, I am a Vistage Speaker for our groups globally (20,000 members in 1000 groups in 17 countries represen9ng $300

Billion in annual revenue and 1.8 Million employees) recognized as our community’s thought-leading expert on agility. Whether Chairing or Speaking, I help our members

understand the link between peer-advantage and agility-advantage through team-agility and talent-agility.

Asourteam-agilityprac@celeaderinAgilityConsul@ng&Training,whenfacilita@ngclientCEOsandtheirteamstodeveloptheiragility-advantage,Ialsoloveintroducingthemtothepowerofapeer-processtoleveragepeer-advantage. It gives them a glimpse into deeper levels of trust, transparency

and teamwork for higher levels of talent-agility and team-agility at the core of their enterprise agility.

As a result, I have seen par9cipants transform their leadership presence, how their leadership is perceived by their peers helping transform teamwork to the next level and transforming their careers

with promo9ons and other opportuni9es.

Not surprisingly, one of the bestprac@@oners of th is i s V istageInterna@onal itself as a corpora@on.

Vistage just got ranked #7 in the world

by TrainingMagazineintheirannuallist

of Top 125 organiza@ons for trainingand development , by comparing

sta9s9cs such as the number of training

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hours per employee annually, workplace surveys, financial investments in employee development, and

how closely such development efforts are linked to business goals and objec9ves. This is the 5th 9me that Vistage has made the list.

The other day I was Chairing a peer group of new Vistage employees as part of an all-employeetraininganddevelopmentday. I had never met the par9cipants before and they had never been in a

peer group before, collec9vely or individually.

Only 3 hours later (of our issue-processing/execu9ve-session format) they had moved from peer-

influence to peer-advantage, evidenced by the way they described the impact of our 9me together at the end of the day, how their rela9onship as a cohort team had changed and how they individually had

more courage and confidence to navigate issues, challenges and opportuni9es they face. Talent-agility and team-agility at the heart of enterprise-agility, with peer-advantage becoming agility-advantage.

Vistage’sChiefHumanResourcesOfficer,MichaelMolinasays, Beyondother facilitated team-buildingop@ons, PeerGroups are a new tool forHR fromwhich to

leveragetalent-agility,team-agilityandenterpriseagility,to go on the journey from ordinary levels of

peer influence which the majority of teams might achieve to extraordinary depths of peer-advantage

which only a minority of teams achieve. Indeed, we leverage Agile Peer Groups as part of our agile

transforma9on process.

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“Leveraging the power of peer groups inside our own organiza4on, foraccelerated learning and growth of our talent and our teams has been huge,helpingusachieveourrankinginTrainingMagazine’sTop125. Weareblessedto be able to prac4ce what we preach, con4nuously inves4ng in moving ourorganiza4on,ourteamsandourleadersfrompeer-influencetopeer-advantage.We engage all employees in peer group experiences from the topwith the C-Level execu4ve teamand throughout theorganiza4onatall levels. Ourpeer-advantagehasbecomeanagility-advantage,helpingusaccelerateourgrowthna4onallyandinterna4onally,justsurpassing20,000members.”

Joinmyself andmyAgility Consul@ng& Training colleagues at Human Capital Ins@tute Summit inNew Orleans March 29-30 to find outmore.The theme of this event is:

Agile Talent Strategies forManaging Change and Shi]ingPriori@es: Is your talent

management strategy adaptable enough to quickly switch gears

as business condi9ons change? In just two days you will learn

how key agile prac9ces can help develop your workforce to fill

t a l e n t g a p s , p r o v i d e a collabora9ve placorm for driving innova9on, and bePer align your

ini9a9ves to business goals.

MikeRichardsonTeam Agility Prac9ce Leader mike@agilityconsul9ng.com

3.5.16 Originally Posted at

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