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Me. My Selfie. I - The rise, and impact of Individualism on leadership

BY

JHB TEAM

16 April 2015

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INTRODUCTION

This presentation unpacks the following insights:● The general context and evolution of this mega trend:

a. How individualism has shaped and altered a tech savvy society,

b. What that impact has been on businesses.● Introduction to individualism.● Millennials are the ultimate champions of individualism,

a. Millennial mindset - trend really manifests in its most extreme form.

● The presentation provides a unique perspective of the attitudes and value systems of an individualised workforce, a. Leaders are going to have to deal with and provide the tools

and solutions of managing this mindset as it becomes more entrenched in the workplace.

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INTRODUCTION TO INDIVIDUALISM

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How has individualism shaped businesses

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Individualism is a growing trend - identified by authors Georg Vielmetter & Yvonne Sell in their book Leadership 2030 - that is poised to challenge, and inevitably change, leadership styles of the future: and the impact is already starting to be felt.

• Effect of individualism has already been seen in mobile communication:• Twitter - Complete access to individual stars – absolute

reach• Uber - Reverse the system where the cab comes to us –

not walking to a street to hail one• Wearable tech (fashion & tech)• Revolutionising healthcare - You take ownership of your

health (mydoctor.org) → key in your symptoms and generate a diagnosis

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How do companies manage a group of individuals, rather than a dedicated team?

• This is the question leaders and managers are going to be asking themselves more and more as the cult of individualism grows and becomes the default mindset of a workforce.

• As industries succumb to game changing technologies, the full impact of individualisation on companies (as well as brands) becomes evident.

• BYOD• Telecommuting

• One size no longer fits all, and neither do the management skills of a baby boomer generation - ironically the current leadership who has to manage this new mindset.

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MILLENNIALS THE ULTIMATE CHAMPIONS OF INDIVIDUALISM

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The term millennial is used to describe the generation of people born between the years 1980 and 2000 roughly. This generation is also known as Generation Y, Generation Next,

and Net Generation. Characteristics of this generation are generally marked by an increased use and familiarity with communications, media, and digital technologies.

WHO ARE THE MILLENNIALS?

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The term millennial is used to describe the generation of people born between the years 1980 and 2000 roughly. This generation is also known as Generation Y, Generation Next, and Net Generation. Characteristics of this generation are generally marked by an increased use and familiarity with communications, media, and digital technologies.

WHO ARE THE MILLENNIALS?

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CHARACTERISTICS OF MILLENNIALS

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HOW ARE THEY SHAPED AND INFLUENCED

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● Education - Complete access from the internet○ i.e. TEDTalks○ online journals - self teaching

● Personal branding○ Complete understanding of their individual brand○ Protective of their individual brand (can be in conflict

with company’s brand)● Value system

○ Deal-breaking value systems, fight for their beliefs, i.e. Hong Kong’s umbrella revolution

○ Only want to work in places that represent their values● Techno hippie

○ Wealth in freedom of location and time○ Multiple career paths

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● Work swarms○ Project based – leave, come back, leave etc…○ Workforce “on demand”, fluid, freelancers - 70% by

2025○ A demographic that doesn’t want to retire

● Fill gaps machines can’t do● “Uber”

● Slashies○ Designer/writer/…○ One career doesn’t define them. Simultaneous jobs to

define their individualism● Entrepreneur/SMME

○ Own businesses on the side – working for themselves, working from a young age to achieve life goals (flexible etc.)

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HOW DOES A BUSINESS MANAGE THIS?

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● From their boss○ Mentorship and coaching

■ Receive and dispense advice (engage regarding opinions)

○ Comfortable with flexible schedules○ Help to navigate career path○ No hierarchy○ No benchmarks to achieve

● “A lifestyle not a job”○ Passionate about work○ Flexibility

What millennials want:

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• From their company○ Have strong values, mirror their value system

■ CSI embedded in the company not just for PR purposes○ Develop my skills for the future○ Allow me to blend work with the rest of my life○ Work boundaries

● They want to learn○ Technical skills○ Self-management and personal productivity○ Leadership○ Industry or functional knowledge○ Creativity and innovation strategies

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WHY SHOULD WE CARE ABOUT THE MILLENNIALS

Biggest change in workforce since the industrial revolution

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POTENTIAL SOLUTIONS

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Reverse Mentoring

• This approach shifts the responsibility for organising mentoring to line employees, who learn from senior executives mentoring them. • A Millennial is matched to an executive and assigned to teach

him or her how to, say, use social media to connect with customers.

• Effective because: • Gives junior employees a window into the higher levels of the

organisation• When the mentees retire, the younger generation has a better

understanding of the business.• Loyalty is developed (something millennials value highly)

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Holacracy

• Definition: A new management system that changes how an organisation is structured, how decisions are made and how power is distributed.

• Self-governing teams or units within an organisation. • Employees’ roles are fluid and interconnected.

• Decisions are made at the point of origin. • Meetings only when needed. • Everyone in the company is powerful - there’s an opportunity

for all to make a contribution and to plug in. • With freedom comes responsibility. Everybody grows up and

takes responsibility for their thoughts and actions. • Example:

• Whole Foods Market in the USA. • Apple (the success of this was seen when Apple’s iPhone was

leading the way over Samsung for smartphones)

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Work boundaries to prevent burnout

• Separating the work and the personal• Advanced labour law coming about • Switching cellphones off after hours. • Email bankruptcy - when you go on leave you’re allowed to

delete your inbox, receive no emails. • Urgent emails handled by colleagues. Return to a clean mailbox. • Example: BMW

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Case: Marissa Mayer -Yahoo

• Initiate a platform for issues: • Launched an online programme collecting employee complaints

and votes on problems in the office. • Fast turnaround:

• If a problem generates at least 50 votes, management automatically investigates the matter

• Results: • In 2013, a major personnel policy change required all remote-

working employees to convert to in-office roles.• Changed maternity leave policy, lengthening its time allowance

and providing a cash bonus to parents.

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CONCLUSION

End resentment cycle

“On weekends I surf, your company needs to work around that if you want me to work with you”

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QUESTIONS?

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