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Developing the 21st Century Leader with
Critical Thinking & Business Acumen
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Today’s Agenda
• Introduction - 5 minutes
• Feature Presentation and Q&A - 50 minutes
• Wrap Up - 5 minutes
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Joy Kosta, Team Leader
Organizational Development & Leadership
Human Capital Institute
Today’s Moderator
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Today’s Guest
Judy Chartrand
Consultant Chief Scientist
Pearson TalentLens
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Developing the 21st Century Leader with Critical Thinkingand Business Acumen
June 8, 2011
HCI
Welcome and IntroductionsPresenter
Judy Chartrand is the Consultant Chief Scientist at Pearson TalentLens where she works extensively with corporate clients, helping them implement solutions that foster employee development, high potential engagement, career management, and succession planning. She received an Early Career Award from the American Psychological Association for her work in the career development field and she recently authored the book Now You’re Thinking!
• 21st Century Skills that Make the Difference
• Critical Thinking – Raw Material for Building 21st
Century Competencies
• Building a Thought-Based Organization
Today’s Agenda
Challenges of the 21st Century Workplace
Economy’s Shift to Service Jobs Requires More/Faster Decisions
21st Century Reality
Unprecedented Access to Information
Globalization and Geopolitical Events
Increasing Skepticism of Clients
Shift from Procedures to Making Decisions on the Flyff
Meet your Future Leaders
Are they…
Making sound assumptions?
Asking the right questions?
Making good decisions?
And every day employees make decisions with
imperfect & incomplete information.
Everyone thinks, but few think critically
431 Employers Say New Employees Aren’t Thinking Critically
We Have a Critical Thinking Deficit
Yet It’s the #1 Workplace Skill
Hot Topics at Senior Level
Source: 2009/2010 Executive Development Trends Report
http://thinkwatson.com/downloads/2009-Development-Trends-Report.pdf
• Strategic Thinking 64%
• Leading Change 56%
• Ability to Create Vision & Engage Others 54%
• Ability to Inspire 47%
• Understand total enterprise and 47%
how different parts work together
Source: 2009/2010 Executive Development Trends Report
http://thinkwatson.com/downloads/2009-Development-Trends-Report.pdf
Critical
Thinking
What Key Skills Do Emerging Leaders Lack?
Source: 2009/2010 Executive Development Trends Report
http://thinkwatson.com/downloads/2009-Development-Trends-Report.pdf
T&D Priorities
Critical Thinking 101
A Framework for Better Thinking
Critical Thinking Means Many Things…
Recognize Assumptions
• Discerns facts from opinions.
• Recognizes implicit assumptions
Evaluate Arguments
• Systematically evaluates information,
focuses on relevant, accurate information
Draw Conclusions
• Arrives at conclusions that logically follow from
the available evidence
RED Model of Critical Thinking
Improving Critical Thinking Improves Other Skills
Leaders with Business Acumen • Truly understand how their company makes money
• What their company really offers customers
• How it compares with the competition
They • Accurately sort through assumptions
• Figure out which factors are most important
• Make decisions that deliver clear, measurable business results
Business Acumen: An Application of Critical Thinking
Building a Thought-Based Organization
Thought-Based Competency Pyramid
Developing the Right Skills, Using the Right Resources, at the Right Level
Activities to Accelerate Development
Source: 2009/2010 Executive Development Trends Report
http://thinkwatson.com/downloads/2009-Development-Trends-Report.pdf
Examples: Building Strategic/Critical Thinking
Company 1: Challenge and Goals
• Who: Fortune 500 Company
• Challenge: Major division recently reorganized into a vertical structure; figuring out how to operate more effectively
• Goals for Development: strategy, business development, decision-making, increasing effectiveness of teams
• Need Leaders who can:
• evaluate possibilities…opportunities…future risks
• identify what decisions need to be made now to impact future
Kick-Off Training Solution
Agenda
•Define Strategic Thinking
•Discuss Importance of Strategic Thinking in Leading XXX Business
•Review Thinking Behaviors Essential to Your Role
•Practice Using a Critical Thinking Framework
Format
•4 1/2 Hours Duration
•Action Learning
•Teams strategically analyze business
•Produce a tangible outcome that business can implement
Recognize Assumptions
Potential Pitfalls:
• Attributing errors to people
vs. the situation.
• Interpreting information in a
way that benefits our self
interest.
What could cause you to blindly accept and not challenge and/or
investigate?
What are your own beliefs?
What assumptions are unstated?
What do and don’t you know?
ACTIVITY:Strategic Thinking Exercise
• Break into small groups.
• Select one of the XXX business challenges discussed earlier in the workshop that you think needs to be addressed.
• In your group, and following the RED Critical Thinking Model, develop a strategic plan that you will be asked to present back to the group in one hour.
Company 2: Challenge & Goals
• Who: Top 100 Healthcare Network
• Challenge: Implement Innovative Best Practice Talent Management Program; Leader in Healthcare Industry
• Goals • Excel in Quality and Safety (top tier in industry)• Exceptional Patient/Customer Service• Easy to Use, Cost-efficient Provider
• Need Staff Who Can• Assess Situation and Respond Appropriately• Make Sound Decisions & Proactively Offer Solutions
Strategic Training Solution
Resources
• Watson Glaser Dev.Report
• CPI Coaching Reportfor Leaders
Solution
• Assessment & Feedback• 1-2 sessions • Follow up w Manager
Individual Contributors and Managers
2009
2011
Solution
• On-line, Self-Paced• Social Learning Community
Resource
• Critical Thinking University
Watson-Glaser™ Development Report
Gives Learner
• Objective Feedback on Skill Level
• Examples of Skilled & Unskilled Behaviors
• Specific Suggestions for Skill Development
• Opportunities for Reflective Learning
• Specific Development Plan
Critical Thinking University™
• Online learning in a
social learning community
• Business relevant content
• Self paced: optimal time
is 3-6 months
• Dashboard for HR to
monitor progress
• Pre and post tests to
measure learning
Reources: Building Strategic/Critical Thinking
Learning Through Story and Self Exploration
Learning Through Story and Self Exploration
Critical Thinking Model My Thinking Styles
Analytical Clear-thinking, orderly and rational
InquisitiveCurious, alert and interested in their surrounding world
Insightful Prudent, humble,and reflective
Open Minded
Intellectually tolerant and fair-minded
SystematicConceptual, process-oriented and intuitive
Timely Efficient, reliable and responsive
Truth Seeking
Independent, tough minded and skeptical
Critical Thinking Seminar #2533
•2 Days•One of AMA’s most popular classes
Advanced Critical Thinking #2228
•2 Days• Emphasis on applying critical thinking in challenging situations
Critical Thinking Boot Camp
Phase 1: Assessment and Alignment
(2-4 weeks prior to workshop)
• take Watson Glaser assessment
• meet with your manager to identify high
priority business challenges
Phase 2: Action Learning workshop
(2 days)
• receive Watson Glaser results
• learn critical thinking techniques
• develop an action plan
Phase 3: Acceleration and Accountability
• 1 month progress monitoring report out
• communicate success out to organization
Chad Fife, Marketing Manager:
[email protected] or 210.339.5366
Judy Chartrand: 651-257-1833
www.ThinkWatson.com
Learn More at
It’s your turn! Ask our expert…
Need assistance? Call Member Services (866) 538-1909 or email [email protected]
Judy Chartrand
Consultant Chief Scientist
Pearson TalentLens
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Thank you!
Please join us for the next webcast in this series on October 5, 2011
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