agility: develop managers for a complex world
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© Herrmann Global 2013
Developing Managers for a Complex World:
Why Thinking Agility
is Critical to the Success of Leaders
© Herrmann Global 2013
• Introductions • Today’s business
environment • Implications on
organizations & leaders • How to navigate • The missing element • Next steps
Today’s Agenda
Mark Barrett, COO Herrmann International
Orin Salas, VP Sales Herrmann International
© Herrmann Global 2013
How would you characterize today’s business environment?
© Herrmann Global 2013
• Volatile • Uncertain • Complex • Ambiguous
Coined by the US Army War College
VUCA
© Herrmann Global 2013
Complicated Complex
© Herrmann Global 2013
Why is this?
• Speed of innovation • Expanding global
markets • Digital revolution • Efficiencies • Ever increasing,
extensive knowledge • Talent shortage –
talent diversity
© Herrmann Global 2013
What are the implications for your Leaders?
Source: Center for Creative Leadership
Leadership was defined as… A Position
Functional orientation Happens at the top
Rewarded for being a star Independent decision making
Develop via individual competencies Power lies in position
Competitive Stay the course strategy
Sells their opinion
Today leadership is defined… A Process
Boundary-less orientation Throughout the organization
Success of others Interdependent decision making Develop via groups & networks
Collaborative Feeling & emotional
Emergent/flexible strategy Inquires for buy-in
© Herrmann Global 2013
What are the implications for the organization: Survive & Prosper
or Wither & Die?
© Herrmann Global 2013
In today’s world, what is the core leadership capability
that is needed?
© Herrmann Global 2013
© Herrmann Global 2013
Proficiently move, change, and evolve with the organization
Creative thinkers with a deep sense of purpose
Propensity and ability to move into action, make decisions, and implement, which results in greater learning
Actively engage stakeholders Not average employee -“seek pain
to learn” Expand knowledge; question status
quo Migrates to challenges; thrive off of
solving difficult problems Source: Forbes.com article, June 2012, Agility: The Ingredient That Will Define The Next Generation of Leadership
Enjoy getting through in deep end of problems Move quickly, remaining both, nimble and responsive Think and draw conclusions quickly Run within shifting policies, regulations, mandates, budgets, priorities with changing missions and charters Change tactics or direction quickly –to anticipate, adapt to, and react decisively to events in the business environment Modify to circumstances
EXERCISE: In today’s complex world, what do you think leaders need to be able to do? Check all that apply.
© Herrmann Global 2013
So, how do you develop leadership agility in your
managers?
© Herrmann Global 2013
Development of skills,
knowledge, and behavior
Improvement in Leadership
Agility
The Typical Leadership Agility Assumption
Source: People & Strategy, 2010,“Leadership Agility: A Business Imperative for a VUCA World”
© Herrmann Global 2013
Development of skills,
knowledge, and behavior
Missing Element
Improvement in Leadership
Agility
After all the actions you are taking, why does agility still come up
short in your leaders?
© Herrmann Global 2013
Development of skills,
knowledge, and behavior
Improvement in Leadership
Agility
The Development of Leadership Agility Reality
© Herrmann Global 2013
Thinking is the Catalyst for Leadership Agility.
© Herrmann Global 2013
And there is a lot to think about….
© Herrmann Global 2013
What the leader is thinking, and their focus, can be different from…
…what you and the organization is thinking and their focus.
© Herrmann Global 2013
Efficiency Financials Technology Past trends Performance Analysis Critical Indicators Goals – Objectives
Innovation Environment Future Trends New Concepts National – World Issues Vision – Purpose Long-term Strategy
Regulations – Legal Safety – Risk Reduction Quality – Perfection Critical Resources Control Timing Policies
People Development Teams – Relationships Community Relations Customer Relations Communications Culture – Values Recognition
Whole Brain® ROI Scoreboard Check the 8 items that receive the least
attention from your leaders.
© Herrmann Global 2013
Efficiency Financials Technology Past trends Performance Analysis Critical Indicators Goals – Objectives
Innovation Environment Future Trends New Concepts National – World Issues Vision – Purpose Long-term Strategy
Regulations – Legal Safety – Risk Reduction Quality – Perfection Critical Resources Control Timing Policies
People Development Teams – Relationships Community Relations Customer Relations Communications Culture – Values Recognition
Whole Brain® ROI Scoreboard Circle the 8 items that receive the most attention from your leaders.
© Herrmann Global 2013
Efficiency – Speed Financials – Costs – ROI Technology Past Trends Performance Analysis Critical Indicators Goals – Objectives
Innovation – Creativity Environment – Competition Future Trends New Concepts & Products National – Global Issues Vision – Purpose Long-Term Strategy
Regulations – Legal Safety – Security – Risk Mgt. Quality – Perfection Critical Resources Control Timing Execution
People Development Teams – Collaboration Community Relations Customer Relations Communications Culture – Values Recognition
Analysis of Leaders Least vs. Most Attention Critical Scorecard Elements
Whole Brain® and the four color, 4 quadrant graphic is a trademark of Herrmann Global. © Herrmann Global 2013.
© Herrmann Global 2013
Agility is the ability to think about it all…..
A. Focused on numbers and results, using
analysis, using logic, data and
technology
D. Focused on innovative,
creative solutions, considers long term needs, anticipates unrealized needs
B. Focused on following the steps including effective
planning, execution, and follow through
C. Focused on effective
collaboration and communication with customers,
leaders and colleagues
Whole Brain® and the four color, 4 quadrant graphic is a trademark of Herrmann Global. © Herrmann Global 2013.
© Herrmann Global 2013
© Herrmann Global 2013
Development of skills,
knowledge, and behavior
Improvement in Leadership
Agility
Leadership Agility: It’s all in the THINKING.
Whole Brain® and the four color, 4 quadrant graphic is a trademark of Herrmann Global. © Herrmann Global 2013.
© Herrmann Global 2013
Case Study: Cirque du Soleil Business Issues: • Drive leadership development and
effectiveness • Improve decision making • Assemble high-performing teams Results: • A better understanding of
interdependencies • A greater openness about different
thinking styles in the organization • Increased team effectiveness • Leaders benefit from a unique
understanding of the thinking style each team member brings to the fore.
© Herrmann Global 2013
“The approach was very appreciated from senior managers, it’s very useful for this organization to understand where our thinking
preferences are in order to realign or understand our differences.”
- France Dufresne, Director for Organizational Development and Training at Cirque
“We will have different thinking preferences in production vs. creative
vs. corporate. The Whole Brain® Thinking concept is very powerful, and the trends are very important to acknowledge and
accept.”
© Herrmann Global 2013
Case Study: IBM Business Issues: • Drive leadership development and
effectiveness • Accelerate global new leader
development • Decrease costs while maintaining
learning quality and outcomes Results: • Reduced training delivery costs • Improved entry- and exit-level
participant knowledge • Increased time available for business-
focused application activities
© Herrmann Global 2013
“To be truly global requires that all IBMers be culturally
adaptable in all its forms, this extends beyond just
understanding our cultural diversity to using this diversity
to extend that competitive advantage. Whole brain®
Thinking allows us to understand, appreciate, and most importantly, leverage the diversity of thought that
naturally exists in our company.“
- Rich DeSerio, Manager of the IBM
Leadership Development Programs' Global Design Team
© Herrmann Global 2013
Why is it so difficult to find and develop agile leaders?
Organizational Level • Lack of management practices
that foster collaboration due to traditional focus on individuals to the exclusion of groups
• Lack of time for coaching, training and development, even when it is planned and budgeted for
• Business imperatives that require more risk taking and innovation when a fear of failure still pervades in the culture
• Managing and leading up to four generations in the workplace, each of which requires a differentiated leadership style
© Herrmann Global 2013
Are you experiencing any of these?
Individual Level • Workplace stress and information
overload • Ever increasing workload with no
end in sight • Role complexity and “bundling”
with no time to adjust definition or expectations
• Challenges leading cognitively diverse teams effectively in virtual environments
• Change fatigue creating an attitude of “why bother—it’ll just change again anyway”
• __________________ • __________________ • __________________
© Herrmann Global 2013
Is it impossible to find or grow agile leaders?
Forbes estimates that only about 10 % of today’s employees having the
appropriate levels of “leadership agility” that is needed.
© Herrmann Global 2013
What are you most focused on?
A. Focused on numbers and results, using
analysis, using logic, data and
technology
D. Focused on innovative,
creative solutions, considers long term needs, anticipates unrealized needs
B. Focused on steps including
effective planning, execution, and follow through
C. Focused on effective
collaboration and communication with customers,
leaders and colleagues
Whole Brain® and the four color, 4 quadrant graphic is a trademark of Herrmann Global. © Herrmann Global 2013.
© Herrmann Global 2013
• A clear common purpose, goals and performance objectives
• An understanding of finance and budget
• All the data and research that is needed • Technology that can support goals • Clear measurements and analysis
• Uses intuition to build relationships and
manage emotional issues • Demonstrates empathy and good
communication skills with customers and colleagues
• Possesses refined listening and observation skills that build stronger relationships with customers
• Genuine interest in all types of people • Collaboration and ability to manage
complex interpersonal situations • Team oriented with customers and peers
• Vision of a successful future • An idea of how the work fits into the
larger organizational strategy • A willingness to take risks • New ideas and solutions that challenge
the status quo • An idea on how the organization fits into
the big picture and global perspective
• Guidelines, agendas and ground rules to help use time together effectively
• Resources needed • Agreed upon processes • Clear priorities, a plan and a timeline • Clear responsibilities and
accountabilities
• An understanding of each interpersonal dynamics
• Making facilitation skills available • An understanding and appreciation of
customers, associates and stakeholders • Clear design of roles and effective
interaction • Agreements on how to communicate
internally and externally
What are your leaders most focused on?
Whole Brain® and the four color, 4 quadrant graphic is a trademark of Herrmann Global. © Herrmann Global 2013.
© Herrmann Global 2013
• A clear common purpose, goals and performance objectives
• An understanding of finance and budget
• All the data and research that is needed • Technology that can support goals • Clear measurements and analysis
• Uses intuition to build relationships and
manage emotional issues • Demonstrates empathy and good
communication skills with customers and colleagues
• Possesses refined listening and observation skills that build stronger relationships with customers
• Genuine interest in all types of people • Collaboration and ability to manage
complex interpersonal situations • Team oriented with customers and peers
• Vision of a successful future • An idea of how the work fits into the
larger organizational strategy • A willingness to take risks • New ideas and solutions that challenge
the status quo • An idea on how the organization fits into
the big picture and global perspective
• Guidelines, agendas and ground rules to help use time together effectively
• Resources needed • Agreed upon processes • Clear priorities, a plan and a timeline • Clear responsibilities and
accountabilities
• An understanding of each interpersonal dynamics
• Making facilitation skills available • An understanding and appreciation of
customers, associates and stakeholders • Clear design of roles and effective
interaction • Agreements on how to communicate
internally and externally
What do you want your leaders to be most focused on?
Whole Brain® and the four color, 4 quadrant graphic is a trademark of Herrmann Global. © Herrmann Global 2013.
© Herrmann Global 2013
What is your organization most focused on?
A. Focused on numbers and results, using
analysis, using logic, data and
technology
D. Focused on innovative,
creative solutions, considers long term needs, anticipates unrealized needs
B. Focused on following the steps including effective
planning, execution, and follow through
C. Focused on effective
collaboration and communication with customers,
leaders and colleagues
Whole Brain® and the four color, 4 quadrant graphic is a trademark of Herrmann Global. © Herrmann Global 2013.
© Herrmann Global 2013
• A clear common purpose, goals and performance objectives
• An understanding of finance and budget
• All the data and research that is needed • Technology that can support goals • Clear measurements and analysis
• Uses intuition to build relationships and
manage emotional issues • Demonstrates empathy and good
communication skills with customers and colleagues
• Possesses refined listening and observation skills that build stronger relationships with customers
• Genuine interest in all types of people • Collaboration and ability to manage
complex interpersonal situations • Team oriented with customers and peers
• Vision of a successful future • An idea of how the work fits into the
larger organizational strategy • A willingness to take risks • New ideas and solutions that challenge
the status quo • An idea on how the organization fits into
the big picture and global perspective
• Guidelines, agendas and ground rules to help use time together effectively
• Resources needed • Agreed upon processes • Clear priorities, a plan and a timeline • Clear responsibilities and
accountabilities
• An understanding of each interpersonal dynamics
• Making facilitation skills available • An understanding and appreciation of
customers, associates and stakeholders • Clear design of roles and effective
interaction • Agreements on how to communicate
internally and externally
What do you want your organization to be most focused on?
Whole Brain® and the four color, 4 quadrant graphic is a trademark of Herrmann Global. © Herrmann Global 2013.
© Herrmann Global 2013
How do you and your leaders get in alignment?
© Herrmann Global 2013
Whole Brain® Thinking Model
Whole Brain® and the four color, 4 quadrant graphic is a trademark of Herrmann Global. © Herrmann Global 2013.
© Herrmann Global 2013
So, you may be asking, what are the next steps?
© Herrmann Global 2013
Develop Whole Brain® Managers as part of your Leadership Development Strategy
Learn how to: • Apply Whole Brain® Thinking to a
business challenge • Leverage your thinking preferences at
work • Use Whole Brain® Thinking in coaching • Communicate in a Whole Brain®
approach • Use Whole Brain Decision Making
Model ™ • Become a Whole Brain Problem
Solver™ • Develop a Whole Brain® Team • Think like your client • Handle difficult interactions with Whole
Brain® Thinking
Whole Brain® and the four color, 4 quadrant graphic is a trademark of Herrmann Global.
© Herrmann Global 2013.
© Herrmann Global 2013
Whole Brain Decision Making Model ™
Whole Brain® and the four color, 4 quadrant graphic is a trademark of Herrmann Global. © Herrmann Global 2013.
© Herrmann Global 2013
The ROI of a Whole Brain® Manager
B
Return on Implementation
Return on Ideas
D
Leadership Agility
C
Return on Interaction
Return on Investment
A
Whole Brain® and the four color, 4 quadrant graphic is a trademark of Herrmann Global. © Herrmann Global 2013.
© Herrmann Global 2013
better results through better thinking Originators of Whole Brain® Technology and
Creators of the Herrmann Brain Dominance Instrument® (HBDI®) www.HerrmannSolutions.com
Any Leader, in any type of organization and industry, can improve their agility and become a
Whole Brain® Manager.
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