The Self-Disruptive Leader | Client Presentation with …...Disruptive forces driving the future of work “Control, Consistency and Closure” leadership model increasingly outdated

MARKETING

LEADERSHIP

The Self-Disruptive CMO

Malte Weyhe

2

a

Korn Ferry is a global

organizational consulting firm,

bringing together strategy and

talent to drive superior

performance for our clients.

Our purpose is to help people and organizations exceed their potential.

Disruptive forces driving the future

of work

“Control, Consistency and Closure”

leadership model increasingly outdated

New kind of future-ready leader

required

DISRUPTIVE TIMES

MAKE TRADITIONAL

REDUNDANT

LEADERSHIP MODELS

© 2019 Korn Ferry. All rights reserved 3

MARKETING DISRUPTION


Which of the following areas will be the most important to progressing the marketing function in the future?

Source: Korn Ferry Global CMO survey 2018

MARKETING DISRUPTION


Which of the following marketing functions is in the greatest need of advancement?

Source: Korn Ferry Global CMO survey 2018

of investors think the

traditional legacy

leadership stock is not fit

for the future

67%

THE INVESTOR VIEW



To build this capability,

organizations need

leaders who can

continuously disrupt

themselves and

proactively drive change

to navigate the uncertain

business environment.

To beat the competition

in the future, companies must

change the way

they innovate

They must participate in

the flow of knowledge

And create a new innovation

ecosystem

HOW COMPANIES CAN

WIN IN DISRUPTIVE TIMES


THE NEW MODEL OF

FUTURE-READY LEADERSHIP

AN INTEGRATED

LEADERSHIP

FRAMEWORK HOW?5 QUALITIES

EMERGED

In our research

Leading in the

innovation

ecosystem

Mapped to

Korn Ferry

Competencies

and Traits

?Thematic literature

review

Identification of

five key qualities

INTRODUCING:

THE SELF-DISRUPTIVE LEADER

ACCELERATE

Implement ideas

Use quick

prototyping


ANTICIPATE

Providing clarity when

the business

environment is volatile

and ambiguous, when

you don’t know who

your competitors are

and what could disrupt

your business tomorrow.

DRIVE

Energizing people

when they are

constantly asked to give

up their routines and

reskill themselves to

navigate uncharted

territory.

Nurturing a positive

environment to keep

people hopeful and

optimistic in the world of

constant disruption.

ACCELERATE

Managing flow of

knowledge for desired

business outcomes via

nimble processes.

Driving prototyping and

iterative approaches to

accelerate idea

implementation and

commercialization.

PARTNER

Pooling resources

when you don’t have the

sole ownership.

Forming and leading a

distributed,

nonhierarchical

organization when the

boundary and structure

fade, and where

interdependence

between partners is

voluntary and transitory.

TRUST

Securing people’s

commitment to shared

objectives when the

organization is

increasingly

heterogenous regarding

people’s values and

preferences.

Building employment

relationships of mutual

growth that facilitates

individual’s living their

purpose.

Hong Kong

Poland

Singapore

India

Germany

Japan

Netherlands

US

UK

Australia

Mexico

France

Saudi Arabia

China

Brazil

South Africa

Malaysia

0% 5% 10% 15% 20%

DO SELF-DISRUPTIVE

LEADERS EXIST?


Korea

ASIA CMO COMPARED TO OTHER C-SUITE


TRUST

Securing people’s


objectives when the

organisation is increasingly



preferences.

Building employment

relationships of mutual growth

that facilitates individual’s

living their purpose.

Anticipate

Drive

AcceleratePartner

Trust

Asia CMOs Asia Other C-Suite

0% 6%-6%

ANTICIPATE

Providing clarity when the

business environment is

volatile and ambiguous, when

you don’t know who your

competitors are and what could

disrupt your business

tomorrow.

Based on Korn Ferry’s proprietary Leadership Assessment Database: 1,000+ CMOs and 5,000+ other C-Suite

ASIA CMO COMPARED TO OTHER C-SUITE


ACCELERATE

Managing flow of



nimble processes.



accelerate idea

implementation and

commercialization.

DRIVE

Energizing people

when they are




navigate uncharted

territory.


environment to keep

people hopeful and



PARTNER

Pooling resources


sole ownership.


distributed,

nonhierarchical

organisation when the


fade, and where

interdependence

between partners is


Anticipate

Drive

AcceleratePartner

Trust

Asia CMOs Asia Other C-Suite

0% 6%-6%

Based on Korn Ferry’s proprietary Leadership Assessment Database: 1,000+ CMOs and 5,000+ other C-Suite


Cultivating ADAPT

leaders will accelerate

your transformation

ASSESS

Assess for the ADAPT Competencies and Traits and re-evaluate

what is important in leaders based on the ADAPT criteria.

When identifying Potential, assess for learning agility, Traits,

Drivers, and Derailers earlier in career.

Assess and assemble teams of leaders with complementary

leadership styles (including the selection of external candidates).

DEVELOP

Leadership development needs to have meaningful conversations

around Traits, Drivers, and Experiences. Self-awareness is key.

Cross functional learning journeys, experiential learnings and

immersions (DIVA), formal coaching, etc. help shape mindset.

Create differentiated development plans.

POTENTIAL

Learning agility remains foundational.

Pay attention to young leaders who energize their teams and

display the differentiating social behaviors outlined in ADAPT.

High potential development should include diverse learning

assignments that address mindset development.

THE IMPLICATIONS FOR YOU AND YOUR TEAMS

HIGH-PERFORMING

TEAMS



SHARED

INTEREST

HIGH

PERFORMING

TEAMS


PERSONALITIES DON’T MATTER

- OR DO THEY?

Psychological safety

Dependability

Structure and clarity

Meaning

Impact


Develop a strategic

mindsetDevelop learning agility

Find joy in ambiguity

LEFT VS RIGHT BRAIN

Put your social

leadership skills to the test

Be known for something

Practice tackling

complex problems

THANK YOU

APPENDIX



THE ADAPT DIMENSIONS

A fair exchange

SELF-DISRUPTION

Anticipate

Trust Drive

Partner Accelerate

GLOBAL LEADERS

Measuring for the ADAPT Competencies and Traits, Korn Ferry

assigned an ADAPT score to all 150,000+ participants in our

assessment database.

GLOBAL INNOVATION INDEX

We aggregated the assessment data at country level and related it to

the Global Innovation Index 2018. There is a strong correlation

between leaders in the most innovative nations and high performance

on the five ADAPT dimensions.

MEDIA CLAIM LISTS

We further compared the ADAPT assessment scores of leaders on

several “claim lists” including Fortune’s World’s Most Admired

Companies, Fortune's Fastest Growing Companies, Forbes' Most

Innovative Company, etc. Leaders from these companies scored

higher across all five ADAPT dimensions.

Differentiating behaviors in ADAPT leaders

HANDOUT

ANTICIPATE▪ Providing clarity when the business environment is volatile and ambiguous, when you don’t know who

your competitors are and what could disrupt your business tomorrow.

DRIVE

▪ Energizing people when they are constantly asked to give up their routines and reskill themselves to

navigate uncharted territory.

▪ Nurturing a positive environment to keep people hopeful and optimistic in the world of constant

disruption.

ACCELERATE▪ Managing flow of knowledge for desired business outcomes via nimble processes.

▪ Driving prototyping and iterative approaches to accelerate idea implementation and commercialization.

PARTNER

▪ Pooling resources when you don’t have the sole ownership.

▪ Forming and leading a distributed, nonhierarchical organization when the boundary and structure fade,

and where interdependence between partners is voluntary and transitory.

TRUST

▪ Securing people’s commitment to shared objectives when the organization is increasingly

heterogenous regarding people’s values and preferences, and individuals in the post-materialism age

look for opportunities for self-expression.

▪ Building employment relationships of mutual growth that facilitates individual’s living their purpose.


ADAPT leaders

ANTICIPATE

Providing clarity when

the business

environment is volatile

and ambiguous, when

you don’t know who

your competitors are

and what could disrupt

your business tomorrow.

This is about bringing clarity in volatility and ambiguity, AND these are leaders who are not going

to wait for luck to find them. They are motivated by challenge and obstacles – it’s all opportunity!

FROM TO

It’s beyond my control.If you wait too long, you will have a different problem and have

to start all over – so move now!

Things will improve on their own. Disappointment is inevitable; being discouraged is a choice.

High expectations also lead to great disappointment.


ADAPT leaders

DRIVE

Energizing people

when they are




navigate uncharted

territory.


environment to keep

people hopeful and



They energize people who are change-weary and yet must reskill themselves for an uncertain

future – but ALSO nurture positivity and hope, through optimism, to foster a sense of renewal.

FROM TO

The business of business is business. Leadership is about making the lives of your team better.

Being busy and working hard is the key to success. A sense of caring creates a sense of community.

Don’t engage feelings – you respect people by

leaving them alone.

Empathy reduces defensiveness and replaces it with

positive energy.

Positive attitude causes a chain reaction of positive

thoughts and outcomes.


ADAPT leaders

ACCELERATE

Managing flow of



nimble processes.



accelerate idea

implementation and

commercialization.

Leading by managing the flow of knowledge using principles of design thinking and Lean, but

letting go – doing it without the need for control.

FROM TO

We have one chance to get it right. You never reach perfection.

Success is based on good preparation. Failure is practice to get better.

I need to get everything right. The best preparation for success tomorrow is to start today.


ADAPT leaders

PARTNER

Pooling resources


sole ownership.


distributed,

nonhierarchical

organization when the


fade, and where

interdependence

between partners is


Collaborating without sole ownership of the issue, leading a distributed, nonhierarchical

organization – interdependencies are voluntary and transitory.

FROM TO

The more control I have, the easier life is. No one is smart enough to be right 100% of the time.

I strive for role clarity and boundaries.No matter how good you are, people around you will have all

kinds of ideas to be better.

I feel confident when I outperform others. Hang out with people who are better than you.

Between two ideas, there is a better idea.Friction and tension between ideas produces new and

better ideas.


ADAPT leaders

TRUST

Securing people’s


objectives when the

organization is

increasingly



preferences, and

individuals in the post-

materialism age look for

opportunities for self-

expression.

Building employment

relationships of mutual

growth that facilitates

individual’s living their

purpose.

Bring people together with a tremendous amount of diversity, secure their commitment, AND

recognize they have their own purpose, ambitions, and self-expression.

FROM TO

Harmony is achieved when differences are reduced. Strength lies in differences, not similarities.

People are people, we treat everyone the same, and

people are always rational.

Differences do not divide people; the inability to recognize

them does.

I don’t show weakness. You can have fairness and diversity.

* Note: Differences lead to better decisions only when one is skilled at managing conflict and tension.


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The Self-Disruptive Leader | Client Presentation with …...Disruptive forces driving the future of work “Control, Consistency and Closure” leadership model increasingly outdated