A volatile, uncertain, complex, ambiguous (VUCA) workplace requires a distinct set of leadership competencies: non-hierarchical influence, the ability to rapidly align across functions, creativity for drawing insights across domains, and most of all, “empathy,” the linchpin leadership skill in the modern workplace. Empathy allows us to imagine the world from different perspectives, unite across functions, generations, regions. Join Melissa Lanier of T-Mobile to learn about “The Agility Shift,” an award-winning leader development offering designed to equip people managers to thrive in an uncertain, complex, and ambiguous environment. The program, which will utilize cutting-edge virtual simulation technology, is designed to help leaders respond quickly and increase resilience by immersively preparing them for stressful encounters. Impact is measured on an individual, function and business level. Collectively, managers report learning how to “avoid tunnel vision,” "think on their feet," “respond rather than react” and embrace a positive mindset.

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Frequently Asked Questions

6. The Agility Shift:
Developing Leaders for a VUCA
World
*Study by BTS

7. Overview

9. The Agility Shift is T-Mobile’s
powerful leader development
offering designed to equip
people managers to thrive in
an uncertain, complex, and
ambiguous environment.
Background

10. The Goal
Increase
resilience
Implement
change
1.
2.
3.
4.
Improves their ability to respond quickly and effectively to the unexpected
by leveraging connections with people who have skills, knowledge, and
resources other than their own
Increases resilience, both individual and organizational, in an environment
of constant change
Reduces costs by aligning resources on company goals, eliminating
inefficiencies, using existing resources in new and creative ways
Increases speed in implementing change and reducing rework by leading
teams in cycles of testing, feedback and adjustments
Reduce
costs$
Respond
quickly
Help leaders develop an agile mindset and behaviors that…

11. A New Partnership
Pamela Meyer, Ph.D., Author

12. No Slides Allowed: Agility Shift Learning Map
T-Mobile Internal

13. 13
Participants Comments on Twitter
T-Mobile Internal
“Fantastic 2 days in #ManagerMastery2 and can't wait to take
all of the tools learned about #AgilityShift back to my team!
#BeMagenta” -Melissa Blackburn @MagentaMelissa,
1/19/2017
"To be agile you need to get yourself out of the way" ///
Taking time to slow down and develop is essential! How are
you developing?! #agilityshift #1HR #HRNext #shifthappens” -
darrelreidboyer @TMOdaryl, 8/16/2019
“Learning how to respond effectively to the unexpected
and to turn challenges into opportunities with this rockstar
leadership team #managermastery2 #agilityshift” -Jordan
Werley @JordanWerley, 5/30/2019

14. But What Is the Impact?
The Success Case Study

15. Study Purpose
The study sought to answer these questions:
1. What personal benefit has Agility Shift participation
provided to individuals?
2. What business impact does Agility Shift participation
generate for T-Mobile?
3. When Agility Shift delivered impact, why did it work? When
it did not, why not?
4. What can be done to improve the business impact for
future Agility Shift participants?

16. Steps in the Evaluation Process
Survey of Agility Shift Participants
A survey focused on learning application and results was distributed in April 2018 to 682 participants who
completed Agility Shift in 2017. One hundred seventy-eight (178) people completed the survey (26%).
Interview Randomly Selected Agility Shift Survey Respondents
To assess business impact, twenty-one (21) participants were randomly selected for in-depth
interviews from the 178 survey respondents (18 interviews were completed). Twenty (20) of the randomly
selected participants came from the group that claimed positive impact, while one (1) person was selected
who reported little/no impact. Interviewees provided specific examples of results they achieved related
to Agility Shift goals – or, conversely, why they did not achieve impact from Agility Shift.
Report on Conclusions and Recommendations
This report presents the findings from the various data sources which showcases the value Agility
Shift is providing to both individual leaders and T-Mobile. It also recommends what is needed for
T-Mobile to achieve even greater impact for future Agility Shift participants – or participants in other
training initiatives.

17. Study Conclusions (1 of 5)
Ø Agility Shift participants valued the experience and have
begun to incorporate the concepts and mindsets in their
day-to-day activities. “This opened my
eyes to things I do
day in and day
out and use a
different
approach rather
than jumping and
reacting to an
issue.”

18. Study Conclusions (2 of 5)
Ø Participants reported these factors made Agility Shift a valuable
experience:
• Highly relevant content
• Facilitators were “excellent”
• The relational web helps leaders respond appropriately.
• “Respond rather than react” to be more strategic, purposeful, and
manage the stress of change
• Creates a common language for strategies and setting expectations
“It was a great
training that
allowed me to step
back and think
about the big
picture about my
job and my group,
and consider how I
can better lead
our group and
embrace change.”

19. Study Conclusions (3 of 5)
Ø 99% of survey respondents reported that it was a valuable
experience and have begun to apply what they learned
3. This extremely high rate (99% of respondents) of application is
significantly higher than most programs evaluated.
4. 78% reported that they have produced significant and tangible
results by applying these concepts.
This was a well
needed training for
me. It made me
change my way of
thinking and
showed me that it is
not all about me.
Sometimes you
have to go outside
your comfort zone
to find a resolution.
Being uncomfortable
gets the job done…

20. Study Conclusions (4 of 5)
Ø Participants produced business impact:
• Thinking differently and seeing situations from new perspectives
• Using the relational web to solve problems and identify new approaches
• Being less reactive and responding more purposefully
• Fostering a culture of agility and achieving higher levels of performance
• Retail Managers: connecting better with employees and helping them develop
• Account Managers: working more collaboratively and effectively with customers

21. Study Conclusions (5 of 5)
Ø Factors which limited the potential impact of that the Agility
Shift could have produced:
Ø Only 24% began with objectives or expectations for
how they could/should apply the new concepts or skills
back on the job.
Ø The amount of coaching is inconsistent (some
managers are doing better than others)
“When I feel
overwhelmed, I often
get tunnel vision on one
task, while other needs
of the business are
neglected. After this
development program, I
feel like there are tools
and practices I can
adopt that will help me
better handle multiple
responsibilities in
stressful times.”

22. Survey Results

23. Survey Results
99%
78% produced significant and
tangible results by applying
these concepts
cited a
valuable
experience

24. Which statement below best characterizes your experience
regarding Manager Mastery 2: Agility Shift?
I learned something new, have used it in my work, and fully expect
worthwhile results though none have been achieved yet 36 20.2%
While Agility Shift was mostly a reminder of what I already knew, it was a valuable
refresher and motivated me to apply it in new ways that led to tangible results 52 29.2%
I learned something new, have used it in my work to produce significant
business impact for my unit and have concrete evidence to describe that impact
88 49.4%
0 5 10 15 20 25 30 35 40 45 50
1While I may have learned something new, I have not put it to use yet 0.6%
Agility Shift did not cover anything new or useful 10.6%
These two groups of
survey respondents –
78% of all respondents
– are in the “high
impact” group.
Interviews confirmed
that most of them
applied their learning
in ways that are having
high or moderate
impact for the
business.

25. Using the scale provided below, rate the extent to which you might
have applied any learning from Manager Mastery 2: Agility Shift.
0% 20% 40% 60% 80% 100%
Built networks with other functions to anticipate and prepare for emergencies
Remained calm and focused in order to influence an unexpected situation in a positive way
Reviewed my own workload (including mental workload) to ensure capacity to respond to the unexpected
Explained the impact to the organization, team, and employees, when communicating a change
Used existing resources in new and creative ways
Carved out time to continuously learn and reflect on new products or processes
Engaged more consistently in cycles of testing, getting feedback, and making adjustments when taking a new approach
Responded more quickly to change
Assessed the team’s agility strengths and gaps and coached them accordingly
Reinforced and recognized team members when they displayed agile behaviors
Implemented, got positive results Implemented, unsure of results so far Have not implemented, but plan to Was already doing this Do not plan to implement

26. Business Impact

27. What was learned in
Agility Shift
How it was applied Results Created
Participant #1 (P1) was a Retail Manager
who took over a store that was
underperforming (last quartile). Initially
(and prior to P1’s participation in Agility Shift
program) the store’s performance improved
(3rd quartile), because P1 was able to
address several issues using personal
knowledge and experience. But then store
performance plateaued for several months.
During the Agility Shift program P1
embraced the concept of agility when
challenges and change occur, and using the
ideas of others and the team to solve
problems.
P1 worked with the team on how to respond
to change in a positive way. P1 also has
worked with the assistant manager to
respond rather than react when coaching
or in customer escalation situations. This
has improved the assistant manager’s
coaching skills.
A specific occurrence when a positive
response to change made a difference in
performance and engagement, was when
an employee needed to take an emergency
medical leave during the holiday season. P1
empowered the team to develop a plan for
how to staff the store without this key
employee. The team stepped up to willingly
take on more hours and pull together in a
positive way during this challenge.
After adopting the agile concepts, the store’s
performance started to climb again and is
now a top 100 store (out of 2,000).
Also, the store had strong results during the
holiday season in which the employee had
to take a medical leave. Equally important,
the team’s engagement and commitment
was high despite having to work extra/long
hours.
P1 reported receiving extensive and
helpful support from P1’s manager, who
frequently uses the agile verbiage from the
program (e.g., in meetings and when
coaching) and encourages use of the
relational web.
Impact Profile #1
Building an agile team to improve retail store results

28. What was learned in
Agility Shift
How it was applied Results Created
Participant #2 (P2) is a marketing
manager whose team supports new
product launches. P2 was inspired by
Agility Shift to be less reactive and take
more meaningful action.
P2 embraced the concept of the “5 Why’s”
to get to the root cause and the true goal.
This helps P2 better understand the
context for the assignments that come
from senior management.
P2 also switched his approach from “Yes,
but…” to “Yes, and…”
P2’s team was tasked with an outbound
communication campaign to customers
regarding an upgrade. P2 asked questions of
his manager to understand the goals of the
launch – i.e., drive customers to place orders
through the digital channel rather than the
care channel which is more costly for T-Mobile.
P2’s team was concerned that the series of
outbound communications would be redundant
and would not be received well by the
customers. By asking questions to understand
the goals and not simply accepting (reacting to)
the plan, P2 was able to clearly communicate
the context/goals of the plan. P2 worked with
the team to refine the outbound communication
tactics that achieved the goal without being
redundant in the customers’ eyes.
The launch was highly successful in
driving customers to the digital channel.
Previous, similar launches had achieved
18% of the orders through the digital
channel. This launch achieved 32% (digital
channel).
Also, the marketing team was fully
engaged and felt good about the
communication strategy.
P2 also stated that having the app ready for
the upgrade was critical for achieving this
32% result.
Impact Profile #2
Achieving desired goals on a marketing launch by being more “purposeful”

29. What was learned in
Agility Shift
How it was applied Results Created
Participant #3 (P3) is a manager in
customer service. P3 was already “on the
mindfulness journey” and the Agility Shift
training helped crystalize and reinforce
how to develop a positive mindset and
view change/challenges as exciting. P3
now tackles change and day-to-day
challenges with agility and patience
which created better focus and less stress.
P3 also uses the concept of looking at
situations from others’ perspectives (and
other Agility Shift concepts) when
coaching team members.
P3 had one CSR who had been with T-Mobile
for many years, but who was perceived by
management as a weak performer who would
jump to a new department each time she was
close to losing her job. In addition the CSR had
a lot of “emotional baggage” that made coaching
this person difficult. P3 stepped up to the CSR’s
performance issues and used empathy to set
clear performance expectations and provide
productive coaching.
Although the early coaching sessions were
extremely difficult, P3 persisted in displaying
empathy, while coaching to help the CSR
change her mindset and improve performance.
This CSR has made a transformational
change as a result of P3’s mindset
coaching. One year ago the CSR was last
among her peers in performance. She is
now in the top half. She has bonused ~5
months in a row, when previously she had
not bonused ever.
The CSR told P3, “Thank you; you changed
my life.”
P3 also indicated that reading the Orange
Frog book helped and supported the Agility
Shift skills.
Impact Profile #3
Coaching on positive mindset to turn around a troubled, poor performer

30. What was learned in
Agility Shift
How it was applied Results Created
Participant #4 (P4) is a National Accounts
Manager. P4 used the Agility Shift training
to help develop the ability to view
situations from the customer’s
perspective.
P4 has to interact with many people with
very different personalities in his national
accounts. P4 stated that the “schematic on
the wall with pictures” showing different
perspectives and the discussions from
Agility Shift provided new insights into
understanding what customers are
thinking and feeling and how to build
relationships with them.
P4 reported that after Agility Shift he operates
with the mindset that there are multiple
perspectives and the role of the NAM is not to
convince but to work with people to solve
problems.
In one large account P4 deals with a
successful entrepreneur who is very
opinionated. Using the approaches from Agility
Shift, P4 now listens more fully to understand
the other point of view, then responds, “I
appreciate what you’re saying and let me share
another perspective.”
P4 reports having built a better and more
strategic relationship with this account
since attending Agility Shift and adopting
this approach. It is easier now to work
collaboratively with the account on various
issues.
One example of a better working
relationship is that P4 was able to get this
account to agree to accelerated (shorter)
payment terms from 29 days to 24 days.
This increases cash flow for T-Mobile.
Impact Profile #4
Seeing the other perspective to improve National Account relationships

31. What was learned in
Agility Shift
How it was applied Results Created
Participant #5 (P5) is a Marketing
Manager for Retail and Direct Channels
for a market. P5 used the Agility Shift
concepts to foster a culture of agility in
this team, getting people to be more
comfortable and effective in handling
change and the ambiguity of waiting to
have a project completely submitted and
finished.
P5’s team develops and executes
marketing plans which frequently change
at the last minute. This caused a lot of
rework (e.g., reprinting ads or mailers),
frustration and extra costs.
P5 used the concepts of having a positive
mindset about change, planning for change
and leveraging the relational web to get his
team more comfortable and effective with
changes.
P5 shared what was learned in the program
and used the Take it to the Team toolkit. P5
worked with the team to develop a process for
creating more effective project plans that
could accommodate last minute changes while
still meeting deadlines. This planning process
identified those elements that are most
vulnerable to change and getting team
members to be comfortable with leaving those
items open longer.
P5 identified several projects that avoided
reprinting costs due to last minute changes,
because the team waited appropriately to
send the artwork for a mailer or ad to the
printer until the last minute. One alone
project saved T-Mobile ~$20-25k in
replacement printing.
However, P5 believes the biggest benefit is
the personal growth P5 saw in the team.
They have embraced the concept of agility
and preparing for change. They see change
as a positive and look outward to other
resources to get answers when things
change.
P5 reported that using the book The Art of
Agile Marketing also helped him work with
the team to make the mindset shift.
Impact Profile #5
Creating an agile mindset in the team to reduce costs

32. Recommendations

33. Recommendations
1. Continue the Agility Shift program across T-Mobile.
2. Set expectations in advance.
3. Ensure concepts are being supported and reinforced.
ü Post-Agility Shift meetings to help with applying the skills
and eliminating barriers
ü Peer coaching conference calls so participants can share
successes and “trouble shoot” challenges.
4. Expand the Agility Shift program available to more levels
5. Set a firm expectation and provide the tools and support to
make spreading Agility Shift concepts easy and effective.

34. What’s Next for Experiential
Learning?

36. Appendix: Additional Agility
Shift Survey Data

37. What were your expectations as you began
Manager Mastery 2: Agility Shift?
0
5
10
15
20
25
30
35
40
45
50
I was very clear
about what I could
learn from my
participation
29
16.2%
I really had no specific
expectations other than
to participate
40
22.3%
I had some idea of what I
might learn from it, but
not much beyond that
90
50.3%
20
11.2%
I had specific objectives
not only for what I would
learn, but also how I
would apply it in my work
55

38. To what extent have you received follow-up support and coaching from
your manager after attending Manager Mastery 2: Agility Shift?
0
5
10
15
20
25
30
35
40
45
50
I have received virtually
no follow-up support
and /or coaching
30
16.9%
I have received very
little follow-up support
and/or coaching
32
18.1%
I have received some
follow-up support
and/or coaching
87
49.2%
28
15.8%
I have received extensive
and helpful follow-up
support and coaching
55

39. How have you used the “Take It to the Team” Toolkit?
(Select all that apply)
Incorporated the activities
(e.g., the sound ball) with
my team
44
27.5%
Did a “teach back” on
Agility Shift to my team
46
28.8%
34
21.3%
Used the “Take It to the
Team” Toolkit
0
5
10
15
20
25
30
35
40
45
50
55
60
65
70
75
Shared what I learned
in the Agility Shift with
my team
115
71.9%

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