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Choosing to lead in the age of authenticity. Through our work in helping clients we have developed a process and model framework to develop the right culture and leadership
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CultivateTalent
© Cultivate Talent 201416 April, 20141
Cultivate Talent
Leadership Deck
Choosing to Lead
in the Age of Authenticity
CultivateTalent
© Cultivate Talent 201416 April, 20142
CultivateTalent
© Cultivate Talent 201416 April, 20143
Empowered employees have given rise to a new era . . .
Age of autocracy
Move from agrarian to industrial economy.
Leadership about positional power and authority
Age of democracy
Post-war globalisationand the birth of the multinational.
Leadership about traits and hierarchical control
Age of the superhero
Consumer choice and the rise of global branding.
Leadership about identity and charisma
Age of authenticity
The flat, lean consumer economy and a workforce with choice.
Leadership about inclusion, autonomy, and releasing potential
1900 201019901960
CultivateTalent
© Cultivate Talent 201416 April, 20144
Leadership predicts culture, predicts results
Employees interact with each other – ‘nodes’
Your employees touch the customer
Your leadership interacts with employees
Information & feedback in & out
Emergent culture and behaviour = customer results
Positive & Negative orientation
Leadership: how behaviour gets driven
CultivateTalent
© Cultivate Talent 201416 April, 20145
Systems of leadership need reinvention
Top down, authoritarian Systemic, autonomising
Employees• Policies drive activity
Employees• Purpose and meaning drives activity
Management• Fixed structures become rigid
Management• Balances change, innovation & resources
Processes• Highly designed, non-discretionary
Processes• Carry discretion and become adaptive
Leadership• Control delivers compliance
Leadership• Delivers ‘freedom in a framework’
HR• Measures what, not how
HR• Drives culture by measuring what and how
CultivateTalent
© Cultivate Talent 201416 April, 20146
But we are aiming at a moving, static target
Personal Traits
& Charisma
Technical
Function
Appointed Authority
Values & Beliefs
Competence
Networks
Leadership needs have changed, but the characteristics of great leading have not.
Yet many CEOs still ask: ‘Where are all my leaders?’
It may come down to something simpler…
CultivateTalent
© Cultivate Talent 201416 April, 20147
Leading in business today
What CEOs ask for:
Transformational Ability
• Leadership of business transformation and change
• Inspiration and motivation to achieve employee engagement
• Innovation and ideas generation
• Development of new leaders
Transactional Ability• Management of performance
• High technical competence
• Course correction & control
This is a performance development agenda requiring engagement
What CEOs get 19/20 times:
Transformational Result
• No time to deal with change or development of others – the ‘doing’ mentality
• Fear of standing out
• Inability to reconcile competing agendas or break silos
Transactional Result:• High technical competence
• Deeper complexity and process
• Driving stretch goals
• Compliance & control
This is a performance management agenda only requiring authority
CultivateTalent
© Cultivate Talent 201416 April, 20148
1 in 20 individuals make the choice to lead
• Research shows leadership is a personal choice
• Occurs mostly in individuals (not just managers) who have thought deeply about their personal values and direction
• Is rarely rooted in technical competence
• Is rarely driven by desire for remuneration
1. The Choice to Lead
4. Lead Others
3. Leadership Skill
2. Lead Myself
CultivateTalent
© Cultivate Talent 201416 April, 20149
Implications
• In your business’ system, it is likely that only 1:20 appointed managers have transformational leadership capability (some studies say 1:100)
– Change requires transformational leadership
– Sheep-dip leadership learning will only work on 1 in 20 individuals
• Development could be targeted at those with appetite for leading. This might include emergent and informal leaders as much as traditional layers of managers
• This ratio does not transform at Executive level. Incidence goes from 1:20 to 1:10. Therefore, on average, only 1 person on your Board will have transformational leadership capability
Do I want to lead?
CultivateTalent
© Cultivate Talent 201416 April, 201410
Effective leadership now needs to be systemic and person-centred
4. Develop NetworksPeople do things with people, not structures or functions
3. Build TrustIndividuals & teams need inspirational, values driven, relational leadership
2. Give AutonomyYour workforce is socially
networked, informed, aspirational, and has choice
1. Lead PurposeChange is permanent;
meaning and engagement get results
Age of
Authenticity
CultivateTalent
© Cultivate Talent 201416 April, 201411
…with ‘freedom in a framework’
CultivateTalent
© Cultivate Talent 201416 April, 201412
Areas of work in leadership
1. Design of Learning
Frameworks
3. Bespoke Leadership
Development
2. Identification of Leadership
Talent
4. Executive Coaching &
Applied Learning
Apply learning theory & neuroscience to how your business actually works; design contextually driven learning architecture
Design ongoing interventions that measure impact in the business and effect of leadership change
Work with business need to identify critical talent and leadership readiness (including existing appointed leaders)
Tailor development need over time
to those selected
CultivateTalent
© Cultivate Talent 201416 April, 201413
The leadership journey
• Leading is difficult. Am I ready to put my head above the parapet?
• Am I committed to leading? Do I believe in myself enough to sustain it?
• Do I have something I want to do that requires leadership? What is it I serve?
• Leading is difficult. Am I ready to put my head above the parapet?
• Am I committed to leading? Do I believe in myself enough to sustain it?
• Do I have something I want to do that requires leadership? What is it I serve?
1. The Choice to Lead = the decision to stand out
• Build my self awareness; my purpose, values, beliefs, what I stand for, and impact on others
• Take care of myself; my humility, integrity, health, mindfulness, and resilience
• Build my knowledge and experience: learn
• Build my self awareness; my purpose, values, beliefs, what I stand for, and impact on others
• Take care of myself; my humility, integrity, health, mindfulness, and resilience
• Build my knowledge and experience: learn
2. Lead Myself = act on what I know to be true
• Be conscious: adapt situationally and contextually
• Work to get facts: make decisions that build discretionary effort and appreciation of individual value
• Relate: use emotional intelligence, empathy, and compassion
• Be conscious: adapt situationally and contextually
• Work to get facts: make decisions that build discretionary effort and appreciation of individual value
• Relate: use emotional intelligence, empathy, and compassion
3. Leadership Skill = role model behaviour
• Appreciate diversity and inclusion; use the strengths and potential of others
• Be forward looking: generate and share ideas and aspirations
• Relentlessly, and optimistically, pursue reality
• Appreciate diversity and inclusion; use the strengths and potential of others
• Be forward looking: generate and share ideas and aspirations
• Relentlessly, and optimistically, pursue reality
4. Lead Others = transformational impact
CultivateTalent
© Cultivate Talent 201416 April, 201414
Design Menu
Personal Purpose
Self Belief
Courage
1. The Choice to LeadThe decision to stand out
• Many leadership interventions are based around first developing self awareness
• This is to jump an important stage: are the employees you appoint willing to lead?
• Tools:
• Individual Assessment or Assessment Centres
• Full Range Leadership 360 (transformational leadership audit)
• Harthill Action Logics (leadership readiness audit)
• Interviewing and shadowing
• Purpose and courage toolset
CultivateTalent
© Cultivate Talent 201416 April, 201415
Design Menu
Self Awareness
Values & Beliefs
Self Care
2. Lead MyselfAct on what I know to be true • In studies only 30-40% of
leadership programmeattendees have heard the term ‘self leadership’
• Introspection and feedback from others generally viewed with suspicion or fear
• Perception of irrelevancy of organsiational values vs. personal values
• Tools:
• Hogan Personality Inventory (values, shadow, & job fit)
• Strengths Deployment Inventory (Motivational Value System)
• Mindfulness & resilience practice
• Values discovery
CultivateTalent
© Cultivate Talent 201416 April, 201416
Design Menu
Situational Leadership
Decision Making
Building Discretionary
Effort
3. Leadership SkillRole Model behaviour
• Focus on Transformational Leadership behaviours to foster employee engagement and discretionary effort
• Develop ability to adapt leadership style to context and/or person
• Develop decision making ability based on increase in knowledge
• Tools:
• AMP Method
• Situational Leadership Model
• Emotional Intelligence package
• Coaching package
• Decision making method
CultivateTalent
© Cultivate Talent 201416 April, 201417
Design Menu
Diversity and
Inclusion
Influence and Impact
Ideas and Innovation
4. Lead OthersTransformational impact
• Encourage leadership activity, not more things to do
• Translation of theory into applied areas where results can be measured
• Based on empowerment techniques, not control
• Tools:
• D&I awareness & practice
• Influencing styles
• Creativity and innovation package
• Applied learning projects