View
211
Download
1
Category
Preview:
Citation preview
About me
• Chief People Officer Securex
• 24 years of Experience in Business and HR
• Started as management trainer at Alcatel
• Worked for Alcatel, University Gent, Henkel, CNH, Securex
• Key Note Speaker
• Eager Blogger @ hrchitects.net
• Organizational Psychologist
Why this book?
WTHRU?
Hypo-crite? (hypo-creed)
p. 153?
Th
e f
irs
t s
po
nta
ne
ou
s r
ea
cti
on
s
Another 1!
Amazon.com
• 14987 publications on leadership.
• 219 new ones in the past 30 days.
• 149 new ones in the coming weeks.
Picture taken on June 7th 2016
And still…
The leader who does not dare to
give feedback. The Leader who wants to check
everything.
The leader who does not tolerate
contradiction.
Most Parents do not get any training.
Most leaders do.
Learning = Making Mistakes
Are We / You Worried?
Jobs disappear.
100 We become 100.
D Everything changes. Faster.
More disruptive.
Conversation with my Mom in 1976.
Son, you will have a difficult
Life.
Why, mom?
• High Youth Unemployment
• Energy Supply
• Cold War
• Middle East Conflict
Where is my Playmobil Box?
VUCA Leadership has never been so difficult.
Leidership has never been so crucial.
The world has become
Leadership defined
(Musical) Eexperience / Value
Leadership defined
• A process of motion towards value creation through people
• Who trust your leadership
• at this moment
• Because you are at the service of them and a higher purpose
Sustainable Leadership
Create Value
For the Future
• the context
• The others / team
• yourself
How can we make it
meaningful?
Questions Many Leaders Ask.
• How can I hang on?
• How can I make it more meaningful?
• How can I lead in a world that is so unpredictable?
• How can I do better?
• How can I be an example to others if I don’t know where we are heading?
• Am I worth it? Am I worthy?
• Am I good enough?
• What makes a good leader today?
Quality of Leadership About People who did (not) inspire you.
The Lists of Leaders
• Make a list of all the leaders you’ve had so far.
• Rank them in 3 groups.
• The top (the ones who have inspired you the most)
• The bottom (those who were least significant to you)
• The rest in the middle.
Top
M
idd
le
Bo
tto
m
Chronological List
Your List of Leaders
Leadership in a Narrative Perspective
It’s rarely about competencies.
Sustainable Leadership
is based on
character, humanity.
The Questions
• What do people think about you as a leader?
• Where are you on their list? Do you dare to ask?
• What have you learned from leaders who are at the top?
• What have you learned from leaders who are at the bottom?
• How do you use these insights to become a better leader (or better at leadership)?
• How do you want people to feel because of / thanks to your leadership?
Character
Empathy
Kindness
Fairness
Reciprocity
Character makes us unique
human
Character gives certainty in a VUCA-world.
Therefore it’s the best basis for Leadership.
It’s psychological capital with a great impact on context
And it is impacted by the context.
”It’s about staying human
no matter what.
Is that all?
Isn’t it about competition, winning, … ?
The Problem
• 86% sees a leadership crisis
• 28% sees abuse of power
• 50% of leaders derail
• In 62% of cases, people do not want to work for the same boss again
• …
Character Erosion
How Do You Feel There is Erosion of Character?
How?
• Expectations we have towards Leaders -
Myths
• The Context brings us to some kinds of
behaviors • A Strength becomes a Weakness
© Ofman
Talking about Charisma…
• Having an Opinion
• Being persuasive, comunicative, …
Charisma is good to get somewhere.
Not to stay there.
Extraverted?
Ambitious?
Decision-happy?
Meticulous?
A strength becomes a weakness. You become a charicature.
You lose a part of your humanity.
You perish.
It’s the context … What do we ask from Leaders?
Power – Money
Pressure
Dehumanised …
Downgrading ...
Toxic Workplaces.
Careers and Character
Fighting against Character Erosion
How? Character Hygiene
Rule 1
Base
Leadership on
Character.
(More than on function,
competencties, power,
position, … ).
Empathy
Reciprocity
Fairness
Kindness
Regel 2
Integrate the 3
stakeholders.
(do not become the
puppet of one of them)
Rulel 3
Decide what to
let go off, what
to hold on to.
(remain dynamic)
Let go off
Hold on to
Maturity C
ontr
ol
Regel 4
Focus on …
(how can you make a
difference for someone
else?)
Values Progress Exceptions
Rule 5
Make yourself as
scarce as
possible.
(leadership is not about the
leader)
5 simple rules that enable Leaders to fight
erosion.
And enable them to build a sustainable
context.
“Character Hygiene”
Meaningfulness
Trust
Growth
Engagement
Self Care
Fighting Erosion
Sustainable Leadership
So What? Wat kan ik hiermee aanvangen?
VUCA Going back to the Essence of Leadership.
Coaching? Empathy
Reciprocity
Fairness
Kindness
Meaning
fulness
Trust
Grow
th
Engage
ment
Self
Care
Let go
off
Hold
on to
Maturity
Contr
o
l
“If there is humanity in
business, there is business in humanity.
Letter to my mom
David Ducheyne
Chief People Officer
Securex
Thank you.
Recommended