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Professor Jean-François Manzoni Danish Management Society, June 1, 2017
Danish Management Society
Copenhagen, June 1, 2017 Dr. Jean-François Manzoni
President and Nestlé Chaired Professor IMD (Lausanne and Singapore)
Agility & Learning in the C-Suite: So necessary, and yet so hard!
Professor Jean-François Manzoni Danish Management Society, June 1, 2017
Four things we know about learning in the C-suite
1.
2.
Professor Jean-François Manzoni Danish Management Society, June 1, 2017
KMB: What do you think made Jack select you for the role of the chairman?
JI: You know...I always think people get a chance like this not because of what they know but more because of how fast people think they can learn.
I’d have to think that may be Jack and the board thought that I was a good learner and that I could adjust to the world and drive the right changes at GE.
Kumar Mangalam Birla talks to GE's Jeffrey Immelt April 6, 2008
Jeff Immelt, Chairman and CEO of GE
Professor Jean-François Manzoni Danish Management Society, June 1, 2017
Four things we know about learning in the C-suite
1.
2.
3. Knowing-doing gap…
4.
Professor Jean-François Manzoni Danish Management Society, June 1, 2017
Why is it so hard for senior leaders to continue to develop new behavioural
responses? 1. Awareness gap…
§ How do I function?
§ What impact does this functioning have on others?
§ Why am I functioning this way?...
Professor Jean-François Manzoni Danish Management Society, June 1, 2017
Why is it so hard for senior leaders to continue to develop new behavioural
responses? 2. Producing non-habitual behaviour
is hard a. Realise there’s a choice…
Professor Jean-François Manzoni Danish Management Society, June 1, 2017
In Science, November 12, 2010 (Vol. 330)
Professor Jean-François Manzoni Danish Management Society, June 1, 2017
Develop your Mindfulness
§ Very few executives spend much time here-and-now!
§ If you’re not here-and-now, the habit wins!
§ Learn to bring yourself back here-and-now o Conscious breathing exercise… (Thich Nhat Hanh)
o Plan breaks into your schedule
o Meditation practice
§ http://en.wikipedia.org/wiki/Thich_Nhat_Hanh § http://www.goodreads.com/author/quotes/9074.Thich_Nhat_Hanh
Professor Jean-François Manzoni Danish Management Society, June 1, 2017
Why is it so hard for senior leaders to continue to develop new behavioural
responses? 2. Producing non-habitual behaviour
is hard a. Realise there’s a choice…
b. Set aside/suppress habitual response
Professor Jean-François Manzoni Danish Management Society, June 1, 2017
Brain plasticity
http://www.youtube.com/watch?v=Chr3rQ6Vpcw
§ Neurons that fire together wire together
§ The more repeatedly they fire together, the stronger the “wiring” together
Professor Jean-François Manzoni Danish Management Society, June 1, 2017
Professor Jean-François Manzoni Danish Management Society, June 1, 2017
Why is it so hard for senior leaders to continue to develop new behavioural
responses? 2. Producing non-habitual behaviour is hard
a. Realise there’s a choice…
b. Set aside/suppress habitual response ü Habits are powerful!! ü Self-control is costly…
c. Inventing a new response here-and-now…
Professor Jean-François Manzoni Danish Management Society, June 1, 2017
On Practice
Practice for musicians…..
Practice for soldiers… “As an educator, I fear world-class business schools and high-performance businesses overinvest in “education” and dramatically underinvest in “training.” …
That business bias is both dangerous and counterproductive. (Navy) SEALS can’t afford it.
“Under pressure, … you don’t rise to the occasion, you sink to the level of your training. That’s why we train so hard.” (1)
Please write the word: Anticonstitutional
(1) How the Navy SEALs Train for Leadership Excellence, Michael Schrage, May 28, 2015 https://hbr.org/2015/05/how-the-navy-seals-train-for-leadership-excellence
