Your growing business has moved past the startup phase, but you’re not quite big enough to hire full-time staff dedicated to growth projects.

So, how do you keep daily operations running while also pushing your business forward?

That’s where the Executagility Model® comes in!

You’ve built something great. Your business is established, your team is experienced, and things are running. But here’s the paradox—the same people responsible for keeping operations going are also the ones expected to drive growth.

How can teams stay focused on growth work when it competes with business-as-usual? That’s why we created the Executagility Model®, a structured, repeatable way to execute growth work without disrupting daily operations.

If you’re thinking, ‘This will never work in my company’—you’re not alone. It’s natural to have concerns about time, resources, and making it all work. Let’s break down the most common objections, and how the Executagility Model® is designed to address them."

The Executagility Model® creates a system where execution happens consistently, without chaos. Growth work becomes part of the way the your business runs instead of competing for attention.

While execution is a team effort, success starts with the right roles being trained.

Every organization starts from a different place. That’s why we begin with a Baseline Assessment.

By understanding where your organization stands in the four growth execution pillars, you can begin improving each pillar to enhance your Executagility.

How to gather insights from the completed Executagility assessment.

In the Executagility Model®, we’ve defined key roles that bring structure and clarity to the process—without unnecessary complexity.

The Prioritization Facilitator—or Program Owner—is the person who owns the Executagility process.

The Sponsor is the person who champions the project from a leadership perspective.

Core Team Members are the people who actually do the work during each sprint.

The EPM is the person who owns the day-to-day execution of the project.

Now that you’ve seen the core roles in the Executagility Model, you might be thinking—‘Okay, we’ve got our team… now what?’

With your team in place and your focus area identified, it’s time to look at how the Executagility Model actually works—start to finish.

If your assessment showed a gap in Alignment, here’s what that means: people on your team aren’t on the same page about what matters most—or why.

If Available Time was your lowest score, it means your team is stretched thin, and growth work feels impossible to fit in.

If your lowest score was Competence, that doesn’t mean your team isn’t smart or skilled. It usually means they’re either unfamiliar with structured execution—or they’re hesitant about taking on work they don’t feel fully prepared for.

If your lowest score was Structure, that tells us your team might have great ideas, smart people, and even time set aside—but the execution is inconsistent.

Now that you know where your execution gaps are, let’s talk about Prioritization—because no matter how much time, talent, or structure you have, none of it matters if you're working on the wrong things.

The reality? No one has unlimited resources. And because of that, prioritization isn’t optional—it’s mandatory.

If your team isn’t 100% clear on what they’re working toward, execution slows down—or worse, stops completely.

Once it’s time to prioritize, the first step is getting the right people in the room.

If you already have a solid prioritization tool—great. Use what works. But if you don’t have a clear, shared way to evaluate and agree on priorities, we’ve got you covered.

We’ve facilitated a lot of prioritization sessions—and there are a few common ‘aha’ moments that come up almost every time.

The Executagility Model is built around a quarterly cadence—a rhythm that keeps teams focused on what matters most, while allowing room for change.

Once priorities are clear and agreed on, it’s time to assemble the team that will actually get the work done.

Before diving into the work, make sure your team understands the framework.

Being a Core Team Member doesn’t mean attending a few meetings and hoping for the best.

It means you’ve been intentionally selected to help deliver a specific result.

In future projects, you may have a team where most members are already familiar with the Executagility Model—but one or two are brand new.

With your team aligned and scope defined, it’s time to schedule your first Sprint Planning meeting.

While the Sponsor isn’t involved in the daily sprint work, their presence during key team moments can make or break the project.

Now that your team is formed, scoped, and scheduled—it’s time to execute.

Sprint Work is a muscle, and like any muscle, it gets stronger with use.

Before your team starts assigning tasks, make sure you’re aligned on scope—and especially on the Definition of Done.

Once scope is clear, it’s time to build your Sprint Task List.

Now that the tasks are listed, it’s time to make commitments.

Before you lock in the sprint plan, pause and check: Does this match your team’s actual capacity?

Once the sprint is planned, you’ll want to set a meeting cadence to support execution.

During the sprint, short check-ins—or standups—help keep momentum.

During the sprint, things will come up—questions, blockers, scope changes.

That’s why the Executagility Project Manager (EPM) and Sponsor need to stay available for escalations.

At the end of the sprint, it’s time for a Sprint Review—this is where the team shows what they completed and reflects on progress.

After the Sprint Review, hold a short Retrospective with the team.

You’ve completed your first sprint—great work.

Now? It’s time to go right back into planning the next one.

Ever feel like you’re always sprinting, but not sure if you're still running in the right direction?

That’s where the quarterly cadence comes in.

Every 90 days, it's time to lift your head up and look around: What did we actually accomplish?

That’s what the Quarterly Review is for.

In the Executagility Model®, the Prioritization Facilitator owns the Quarterly Review process.

The Sponsor’s role in the Quarterly Review is to zoom out and provide perspective.

The Quarterly Review meeting brings together the Facilitator, the Sponsor, and key project leaders.

Once the review is complete, the next question is simple: What’s next?

This is the handoff point between the Quarterly Review and the Next Quarter’s Prioritization.

Once a year, you’ll step back for a bigger reflection: the Annual Executagility Review.

Over time, your Baseline Assessment scores create a data trail. And that trail tells a story.

Long-term success with the Executagility Model doesn’t come from nailing every sprint. It comes from gradually shifting how your organization thinks and works.

Executagility gives you structure—but that structure unlocks something bigger: a mindset shift.

A truly great Executagility Project Manager—or EPM—shows up with the right mindset. That mindset is captured in a single acronym: DONE.

Even with a strong EPM, project success depends on the team’s mindset. High-performing teams don’t just get things done—they make execution a habit.

Executagility works best when leadership and the team are thinking in sync.

You’ve completed the training—but the Executagility Model only works if you use it.

Locate all downloadable tools and templates in one pace from the Executagility® Web-Based-Training.