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DARE TO LEAD - THE FUTURE
Phillip Ralph & Ashleigh Smith
The Leadership Sphere
The new world and why it's important
4th Industrial Revolution
Why the work of Brene Brown is even
more important
Daring Leadership
What is the collective story we need to
write?
Writing a New Story
AGENDA
A Journey in to what will be required to
thrive in the 4th Industrial Revolution.
What leaders and organisations need to do differently – for real this time…
Presented by: Sarah Lowes
C O V I D - 1 9 h a s w o k e n o r g a n i s a t i o n s u p t o t h e 4 t h I n d u s t r i a l R e v o l u t i o n w a y o f w o r k
“We are in a technological revolut ion
that is fundamental ly a lter ing the
way we l ive, work, and relate to one
another. In its scale, scope, and
complexity , this transformation wi l l
be unl ike anything humankind has
exper ienced before.” - World
Economic Forum
INDUSTRY 4Revolution not evolution.
Less than 14% of C Suite leaders say they are ready for this new way of work and the 4th IR
1st IR was the use of steam to mechanise life and industry.
2nd IR was electricity to create mass production
3rd IR used electronics and information technology to automate production.
Now the 4th Industrial Revolution - characterised by a fusion of technologies that is blurring the lines between the physical, digital, and biological spheres.
industry 4Impact on society
Data drivenSecurity challengesGlobal connectivity
industry 4Impact on society
Data drivenSecurity challengesGlobal connectivity
Impact on organisations Speed to change Agile in approach
Disruption the new norm
industry 4Impact on society
Data drivenSecurity challengesGlobal connectivity
Impact on individualDifferent skills required
Ways of working Power is more even
Impact on organisations Speed to change Agile in approach
Disruption the new norm
WHAT IS DIFFERENT IN THE POST COVID19/ INDUSTRY 4 WORLD?
Remote working has now been proven to work
Outcomes based work v’s KRA’s and days and hours contracted - Trust
Based Leadership
Employed to do a specific job v’s ongoing employment contract
Development will need to be done differently
Care based leadership – Jacinda Ardern
Leaders to be the Facilitators of outcomes and not the all knowledgeable
Dad’s may want to stay home more now
INTRODUCTION
So what has got us here, may no longer help us get to there…
How do we create the new story?
Q & A
INTRODUCTION
“Right now, your company has 21st-century, Internet-enabled business processes, mid-20th-century management processes, all built atop
19th-century management principles.”The Future of Management: Gary Hamel & Bill Breen
All Blacks Head Coach Steve Hansen Talks Mental HealthBrené Brown ·Follow Share
BR
EN
É B
RO
WN
Research professor at the University of Houston.
Two decades studying courage, vulnerability, shame,
and empathy.
Author of five #1 New York Times bestsellers
including her latest Dare to Lead - released in
October 2018 and is the culmination of a seven-year
study on the future of leadership.
The bottom line: We have to walk through
vulnerability to get to courage.
ONE RESEARCH QUESTION
“What, if anything, about the way people are leading today needs to change in order for leaders to be successful in a complex, rapidly changing environment where we’re faced with seemingly intractable challenges and an insatiable demand for innovation?”
There was one answer across the interviews.
.
ONE RESEARCH QUESTION
We need braver leaders and more courageous
cultures.
Why is that important?
Research took a critical and challenging turn -
50+ answers – research participants
struggled to describe specific skills, however
they could talk about problematic behaviours
and cultural norms
.
RUMBLING WITH VULNERABILITY
Having the courage to show up when you can’t
control the outcome.
LIVING INTO OUR VALUES
Intentions, words, thoughts and behaviours align
with our beliefs.
BRAVING TRUST
Boundaries, Reliability, Accountability, Vault, Integrity,
Nonjudgement and Generosity.
FOUR CRITICAL
SKILLS EMERGED
LEARNING TO RISE
Learning to get back up after a setback or failure.
“Our ability to be daring leaders will
never be greater than our capacity for
vulnerability”.
VULNERABILITYBr
ené
Brow
n
01 02 03DARING LEADERSHIP IS BORN THROUGH VULNERABILITY
VULNERABILITY MEANS EMPATHY AND CONNECTION WITH OTHER PEOPLE
04 05 06
WITHOUT VULNERABILITY THERE IS NO CREATIVITY OR INNOVATION
YOU HAVE TO FACE VULNERABILITY TO LEARN TRUST AND VULNERABILITY
TRUST AND VULNERABILITY GROW CO-DEPENDENTLY, NOT SEPARATLY
VULNERABILITY MINUS BOUNDARIES IS CONFESSION & MANIPULATION
V U L N E R A B I L I T Y
T H E A R M O U R Y
Leaders believe that, by protecting our heart &
emotions and not bringing them to work,
employees become more productive and
efficient. The reality is: our armour kills courage,
curiosity, and innovation.
“ T H E C A V E Y O U F E A R T O E N T E R H O L D S T H E T R E A S U R E Y O U S E E K . ”
J o s e p h C a m p b e l l o f f e r s t h e p u r e s t c a l l s t o c o u r a g e f o r l e a d e r s :
Q & A
WRITING A NEW STORY
This is our opportunity to grow and
develop leaders who know how to build
organisations that are FIT FOR THE
FUTURE. To build organisations that are
safe, where people can show up as
themselves, where the culture and tone
allows – and in fact - amplifies human
initiative, creativity and passion.
I N T E G R A T E D L E A D E R S H I P
D E V E L O P M E N T M O D E L
You have to attend to all three
equally well:
CLARITY
CAPABILITY
CONTRIBUTION
Otherwise you will have either:
BENIGN impact
BLIND impact or
BLUNDERING impact
F O C U S E D D E V E L O P M E N T
S O W H A T D O E S B E I N G ' F U T U R E F I T ' L O O K L I K E A N D H O W C A N W E H E L P Y O U C R E A T E ‘ Y O U R N E W S T O R Y ’ ?
Truly caring – putting the leadership into management
Always seeking feedback(formal and informal) without
qualification – must create a safe learning environment
Show being Humble and Vulnerable
INDIVIDUAL LEADERS
- Display their learning agendas
- Letting others lead and run things
Absolute role model of the Values and Behaviours to both the
staff and to the customers
CX must be uncompromised and values driven
Purpose/ strategy/ vision even more critical now than every
The Values are real and not words of aspiration up on the wall
Your best EVP will be your ongoing Wellness Program
High Employee Engagement will be more than 50% of a leader's
success and remuneration
It is no longer a ‘flexible work environment’ – it simply is the
work environment
Set up a formal program of works to lead out of crisis mode into
future state prosperity mode – it will not just happen
ORGANISATIONS
Maybe completely new teams – so the Forming/ Storming/ Norming/ Performing has to happen all over
again – make it deliberate and not by osmosis
Leading virtual teams for those who didn’t and now do
TEAMS
Q & A
C O N T A C T U S
Melbourne, Sydney, Brisbane,
Adelaide, Perth
1300 100 857
ashs@theleadershipsphere.com.au
phillipr@theleadershipsphere.com.au
THANKS
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