Introducing AgilityShip® Methodology:

Based on scientific research, our Unique Development Cycle and Globally Applicable Learning Methodology produces Mastery of Leadership Agility.

This Global Learning Methodology allows you to track your change leadership development progress and its real impact on personal, team and business activity and performance.

A People Continuous Improvement System Using 12 Practices to Build & Sustain Adaptability.
"Our Humanity is our best competitive advantage. In a world becoming dominated by AI, augmented reality and automated jobs, humans aren’t a resource (HR), they’re our community - our Fellowship. So, in re-humanising leadership and re-inventing leadership development, we want our learners to see an organisation, or a family, or a community, as living breathing precious belonging, made up of living breathing different people, in a world full of inspirational natural beauty. We’re all customers of the leadership we’re presented with, so followership is always a choice, gained through respecting and rallying uniqueness, ingenuity and passion." - Dr Paul Aitken, Founder of Mastering Leadership Agility (UK) Ltd and MLA (Singapore) Pte Ltd (2018)

Historical perspective argues that the problems central to effective leadership – motivation, inspiration, sensitivity and communication – have changed little in 3000 years. Focus on the human side is important. (Clemens and Mayer, 1999)
The Human Touch has been required for leadership from the dawn of civilisation!

The 12 AgilityShip® Practices in 4 Phases:

At the REFLECT Phase


AgilityShip Practice #1 Personal Values Sensitivity
Personal values influence our willingness to be agile, receptiveness to change, and the decisions we make, based on our motivational intent. They colour the demonstration of all 12 agile leadership practices in some way. We need to share our different values and discuss their potential impact on our identity and purpose as leaders; and for guiding the everyday application of our personal, team and organisational agility and adaptability. 


AgilityShip Practice #2 Emotional Intelligence
The change leadership ability to connect with our own and others fears, hopes, anxieties, dreams and potentiality, whilst also setting clear boundaries and expectations, will determine the level of emotional resilience to change, personal commitment to the organization, and continuous self-management of career and well-being. 


AgilityShip Practice #3 Sense Make-Give
Agile leaders are required to keep up to date with their operating environment; to look out for the emerging trends in their products, services, sector leadership or other required ‘professions’, and the changing workforce / customer / stakeholder demographics/ expectations. This enables the setting of purpose and mission, strategic and business goal priorities and appropriate workplace practices/operations, to execute the strategy, which they can easily communicate, using the different audience’s language and values. 


AgilityShip Practice #4 Mindful of Impact
When leaders are faced with complex, ambiguous, intractable, or business defining issues or circumstances, they are advised to concentrate on the moment, reflect, seek counsel from those with conflicting views and wait for critical events to unfold, before making decisions which will have a significant impact on them, the organization or the community at large. 

At the REPLENISH Phase


AgilityShip Practice #5 Access Capability
Continuing to draw on the knowledge, experience, insights and ideas from across the organisation’s leadership, for example, by closely connecting the senior management team to client facing delivery teams and external ‘thought’ leaders, is the key to increasing the range of possible agile responses. 


AgilityShip Practice #6 Create Learning
Advises change leaders to foster knowledge generation -sharing –dissemination conditions and processes to create an agile learning culture which continuously re-visits three key intersecting business questions through dialogue with each other, their workforce and investors; what an organization (or a community or country) can be best at?, how its economics work best and most rewardingly for all?, and what best ignites the passion of its people? 


AgilityShip Practice #7 Cultural Competence
Ensuring that leaders understand where they and others are coming from with their views, insights, ideas, innovations, and demonstrably valuing this diversity. Making a proactive effort to communicate with, relate to and build relationships with people from all parts of business, community and the world. 

At the REFOCUS Phase


AgilityShip Practice #8 Total Leadership
Leaders are always in the spotlight and represent the reputation of the organisation at all times. Being aware of how your leadership is played out individually and collectively in both your business and private life will lead to consistent and authentic leadership. Role modelling the changes in behaviour you wish others to make, combined with aligned informal and formal communication channels, is necessary for sustaining the changes required. 


AgilityShip Practice #9 One To Many Dialogue
Including leading action learning groups, facilitation of reviews, mediation and process consulting, this is the ability to use everyone to collectively resolve real business issues, draw out ideas for improving workplace practices, run effective group communication sessions, resolve conflict and ask critical questions which challenge and provide continuous improvement solutions for enhancing the organisation’s intra-preneurship. 


AgilityShip Practice #10 One To One Dialogue
Through coaching and mentoring change occurs one conversation at a time. Being coached/mentored and coaching/mentoring others promotes and facilitates adaptation to changing circumstances and provides reinforcement of the changes made. It also produces emotional resilience to the personal impacts of change for the giver. 

At the REWARD Phase


AgilityShip Practice #11 Performance Challenge
Developing a culture where everyday performance conversation feels normal, and where specificity and frankness about what is and is not working well is welcomed, will lead to many small improvement gains that do not necessitate or rely on ‘big bang’ change. A no surprises culture also allows people to prepare for changes which will suit them better. 


AgilityShip Practice #12 Agility Resilience
Constantly appraising the resilience and impact of the organisational transitioning interventions as learning for use in future change events. In reality, it is unlikely the four required Clarity’s for continuous people improvement will operate in a sequential way. Sustainable leadership agility built through consciously practicing the 12 Practices will enable flexible responses using appropriate phases and mixes of Practices, as demanded by the continuous appraisal of unfolding and evolving external and internal changes and circumstances. 

Discover your Strongest AgilityShip® Practice with this Free ALPD Diagnostic: