navigating leadership for the future

Navigating Leadership for the Future

Dr Cheryl Doig

What are the most important capabilities you need to possess to be successful in the

future?

VolatileUncertain

Complex

Ambiguoushttp://www.flickr.com/photos/oceanflynn/276344173/

• MOOCs• 3d printing• Haptics• Nanotechnology• Arab spring• BYOD/WYOD• Neuroleadership• Crowdsourcing• Hacking your education• Online worlds• Augmented reality• Learning analytics

Which of these have you heard of?Which of these have you had direct experience of? Which one of these might influence your business?

The world of possibilities…

©Think Beyond Ltd 2011 Cartoon by David Fletcher

Leading Through Connections• Empowering employees

through values and ethics (Talent needs )

• Creating open, collaborative environments

• Engaging customers as individuals and respond with relevance and speed

• Amplifying innovation with partnerships – from competition

IBM Global CEO Study 2012

To draw out the best from your organisation you need to focus on…

Randstad World of Work Report2012/13

Increased performance and productivity and attracting talent are our biggest challenges• The changing nature of work• Engagement and collaboration• Blended workforces• Skilled knowledge workers as our fastest growing

export• Increased competition, skill shortages

Leadership for the future

An iterative model…

We live in unique times in unique places with unique people

Complexity of environments requires systems thinking, agility and a farsight/nearsight combination

Collaboration is key. Technology has changed the way this might happen.

The ability to ‘unplug’ becomes increasingly important

Self Regulation

http://scoop.intel.com/what-happens-in-an-internet-minute/

http://www.blogherald.com/2012/09/24/social-media-will-distract-you-at-work-infographic/

Interruptionsevery

10.5 minutes

And then we need to get

back into flow

Contextual

• 90% of leading executives from 68 countries named multicultural leadership as their top management challenge

-International Labor Union

Cultural Intelligence

Cultural intelligence (CQ) refers to the capability of individuals to function effectively in multicultural contexts. Earley & Ang (2003)

We tend to be more able to more readily decode the mental states of others in social groups closest to us; thus, relative to those outside the group, we would have an intra-cultural advantage.

Ringleb, Rock, Conser - “NeuroLeadership in 2010”

Han HanHow are you joining the demographic dots in your organisation?

• Are friends with their subordinates but make decisions on their own

• Compete with their own direct reports and make sure they are better than others

• Speak honestly, but take into account others' status• Use indirect language and metaphors rather than

get straight to the point• Avoid taking risks

The best leaders:

http://blogs.hbr.org/imagining-the-future-of-leadership/2010/05/bringing-the-global-mindset-

to.html by Mansour Javidan

A Chinese Perspective

The weaving of generations

• changing mindset of the new generation.

• flexible employment opportunities

www.pwc.com/managingpeople2020

Leadership without title

In what ways can a flexibly employed workforce create real benefits for our organisation and its clients maintaining:

– Employee productivity– Team culture and

communication

• Drivers/Barriers• Action plan

Blended workforces

NETWORKED

http://www.flickr.com/photos/tjt195/30916171/

Collective IntelligenceExplains a groups performance on a wide variety of tasks

Factors that were important:– average social sensitivity (the ability to read and understand the

emotion of others) of group members,– the quality in distribution of conversational turn-taking.

Ringleb, Rock, Conser - “NeuroLeadership in 2010”

Collective intelligence is not strongly correlated with the average of maximum individual intelligence of group members

Over 360,000 tonnes of liquifaction shovelledOver 75,000 volunteer hours

New ways of engaging…and of structure

Crowdsourcing business

https://www.innocentive.com/https://www.innocentive.com/ http://www.kickstarter.com/

Crowdsourcing new laws

http://gigaom.com/europe/online-crowdsourcing-can-now-help-build-new-laws-in-finland/

The first skyscraper to be built by famous common people

http://www.fastcoexist.com/1680635/a-crowdfunded-skyscraper-rises-in-colombia#1

Outperformersare 28% more likely to innovate with partners than underperformers.

IBM Global CEO study 2012

Engagement

What will successful future leaders look like in

our company? (as different from ‘positions’?

Fast tracking ‘high potentials’ - technical

skills and adaptive challenges

Development of talent as a continuous

conversation

Mentoring and coaching: a personalised approach

Ethical

Filter BubbleWe need the internet to connect us all together. We need it to introduce us to new ideas and new people and different perspectives and it is not going to do that if it leaves us all isolated in a web of one.

http://www.ted.com/talks/eli_pariser_beware_online_filter_bubbles.html

Eli Parisier

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London: the first social media Olympics

Corporate social responsibilityShared value concept

Sustainability in the workplace

Influence

http://www.dailymail.co.uk/news/article-2058319/Did-Harvard-economics-class-cause-financial-crisis-Students-walk-lecture.html#ixzz1df24nW9K

amplification

Feedback loops

The Awakening Global Brain• Real? - The internet of things – the

supercombined web will be multisensory, invisible, pervasive and augmented

• Text based? A move to visual and spoken word will change the nature of reading and writing

• Private? - individuals tagged and behaviour predicted and channelled by technology

• Workforce? – the rise of ‘steel collar’ workers

http://www.dailymail.co.uk/sciencetech/article-2175374/Russian-research-project-offers-immortality-billionaires--transplanting-brains-robot-bodies.html

Ethi

cal l

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The footprints that we leave now have a compelling impact on the next

generation of leaders.

From innocence to excellence1. Collaborating and partnering 2. ‘Diverse’ talent leadership strategy3. Flexible work options4. Use of technologies to engage5. Looking outside your areas of expertise/industry/country to

learn from others6. Corporate social responsibility and ethics7. Reputation and brand leadership attraction8. Strong workplace culture9. Ability to support innovators in your organisation10. An intentional career development matrix1= We don’t have anything in place 6 = We are a market leader in this area(Innocence)

(Excellence)

www.thinkbeyond.co.nz

c.doig@thinkbeyond.co.nz

Dr Cheryl Doig@cheryldoig

With thanks to Randstad