discovering 10 leadership opportunities in crisis: a menu...
TRANSCRIPT
Discovering 10 Leadership Opportunities in Crisis:
A menu for successfully moving forward
Dave Ulrich Rensis Likert Professor, Ross School of Business, University of Michigan; Partner at The RBL Group [email protected] www.rbl.net October 28, 2020
2 Current Context of the World
Context: Content is king
Context is kingdom
What word/phrase would you use to describe the following contextual events?
4 Current Context of Our World
Uncertainty
5
THREAT Focus on weakness and what’s wrong
Leadership actions of disorientation, agitation, desperation, frustration
OPPORTUNITY Focus on strengths and what’s possible
Leadership actions of empowering others, offering guidance, getting things done, instilling confidence, stabilizing
Discover
How do leaders respond to the uncertainty of these crises?
6 Discovering Opportunity Comes from Theory, Research, and Experience
ORGANIZATION Capability Workplace Process
HUMAN RESOURCES
EFFECTIVENESS
TALENT Competence
Workforce People
LEADERSHIP BRAND
Individual leaders Leadership
pipeline
Talent Accelerator Research 13 dimensions of talent and impact on outcomes in 450+ global companies Best selling books on talent 100’s of interventions on talent upgrade and impact
Defining and Assessing Organization Capabilities and impact on stakeholders 1,200 global organizations; deep interventions in 100+ companies 10 books on redefining organization logic
30 year/7 rounds of HR Competency Study Over 120,000 respondents; HR’s impact on stakeholder value; 100’s of HR transformations A dozen books defining HR role, effectiveness and impact
Top companies for leadership (Fortune ; 3 rounds 500 companies each) Leadership Code (30,000 r’s) Leadership Brand (100 org’s) Leadership Capital Index 10 books defining leadership impact
Leadership Opportunity What’s next?
7 Unique Challenges in Italy
8 Overall Goals and Agenda
Discover Opportunity in Uncertainty
Recognizing 10 Leadership Opportunties
IDEAS IMPACT
Four Assumptions: How we think
Six Actions: What we do
9 Discovering Opportunity in Uncertainty
10 Menu of Insights
Assumptions (How we think) Learn always;
Create learning agility
Look back for resilience; Move forward towards success
Navigate paradox; Handle tension and duality
Redefine work boundaries; Move from place to values
Actions (What we do) Start with talent:;
Customize/personalize work
Distance socially, but don’t isolate; Build relationships
Live the right values/culture; Model the right behaviors
Seek guidance on talent, leadership, organization, and HR
Harness uncertainty; Focus on what can be done
Take care of yourself so you can take care of others
11 Opportunity 1: Learn always; Create learning agility
“We’re not failing. We’re learning.” Carole Dweck
12 Opportunity 1: Learn always; Create learning agility
• What has been your biggest failure or trial? • What did you learn from it?
• How have those learnings shaped your life
since then?
13 Opportunity 2: Look back for resilience: Move forward towards success
Look Back: Resilience • What did I try? • What worked? What did
not work? Why?
Move forward: Success
• What do I want?
• Who do I serve?
• How do I build?
• Where am I?
Looking ahead and recovering
16 Opportunity 3: Redefine work boundaries; Move from place to values
Can I connect my work to a vision and values I care about?
Laying bricks Putting up a wall Building a cathedral
17 Defining Boundaries by Values Not Place
18 Opportunity 4: Paradoxes in The Uncertain World
Care for the Individual Attend to the Organization and
Bold, short term actions Enduring long term values and
Convergence for Focus Divergence for Variety and
Resilience: Learn from the Past
Aspiration: Celebrate the Future
and
19 Personal Skills of Paradox Navigator Definition/behavior
What are specific behaviors associated with skill… Rate
(1 to 10)
1 Deal with cognitive
complexity
• See different sides of an issue • Respect someone else’s point of view • Learn new ideas (20 to 25% every 2 years) • See patterns in events
2 Be socially endearing
• Disagree without being disagreeable • Allow for tension without having contention • Listen to understand • Help others feel better about themselves after meeting with me
3 Be socially connected
• Spend time with people who are not like me (e.g., visit shop floor) • Observe and learn from those not in your zone of influence (competitors,
customers, leading players)
4 Be personally aware
• Know my predispositions (e.g., introvert vs. extrovert; judging vs. perceiving) or style
• Not be bound by my predispositions and see beyond my biases • Judge myself less by intent and more by my behavior
5 Be grounded in a strong
set of values
• Know my core values and act consistently with them even if behaviors vary • Avoid pandering to different groups, while respecting their requirements
20 Menu of Insights
Assumptions (How we think) Learn always;
Create learning agility
Look back for resilience; Move forward towards success
Navigate paradox; Handle tension and duality
Redefine work boundaries; Move from place to values
Actions (What we do) Start with talent:;
Customize/personalize work
Distance socially, but don’t isolate; Build relationships
Live the right values/culture; Model the right behaviors
Seek guidance on talent, leadership, organization, and HR
Harness uncertainty; Focus on what can be done
Take care of yourself so you can take care of others
21 Opportunity 5: Start with Talent: Key ingredients
22
COMPETENCE (ability to do the work)
COMMITMENT (willing to do the work)
Talent =
Bring the right people INTO the organization, move them THROUGH, and move them OUT
Create greater employee emotional response to work as seen in engagement and commitment
• Believe: increase meaning and purpose
• Become: have a growth mindset
• Belong: be part of a community
Opportunity 5: A Talent Formula
CONTRIBUTION (finding meaning from the work experience)
23 Opportunity 5: Upgrade Talent Competence
Bringing people into, moving them through, removing them from organization
D Commitment 8. Improving and tracking employee engagement: We have good
ways to improve and track employee emotional response to work.
E Contribution 9. Creating a positive employee experience: We ensure that
employees have a positive personal experience at work.
A Bringing people IN 1. Acquiring Talent: we
bring the right people into the organization
B Moving people THROUGH 2. Managing employee performance 3. Developing employees 4. Managing employee careers and promotions 5. Communicating with employee
C FLOW of people from organization 6. Retaining the best
employees 7. Managing departing
employees
24 Opportunity 6: Distance socially, but don’t isolate: Build relationships
Polling Question Which of the following is the leading cause of mortality?
1. High blood pressure (stress) 2. High cholesterol (fatty food) 3. Social isolation (loneliness) 4. Obesity (eating too much) 5. Drinking and smoking
Reference: Tim Smith and Devin Peterson, Social Isolation, Physical health, and Well-being, BYU
25 Opportunity 6: Build Relationships
Skills to model, support, and teach relationships
• Make / respond to “bids” • Be curious about others • Share yourself • Celebrate good news • Express gratitude • Serve someone every day
26 Opportunity 7: Live the “right” culture: Model the right behaviors
27 Opportunity 7: Key concepts related to right culture
Culture What we are
known for by our key stakeholders
made real to employees
Purpose (mission, vision)
Our reason for being
Values or Beliefs Who we are, and what
we believe
Brand or Identity Promises to the market, what resonates with our
customers or other stakeholders,
roots
leaves
28 Opportunity 8: Harness uncertainty: Focus on what can be done
False hope
Give up hope
Realistic optimism
“Harness” Uncertainty • Have realistic optimism about
what can happen looking forward
• Use the uncertainty as an inflection point for reinvention, transformation or reimagination
29 Opportunity 8: Principles to Harness Uncertainty
Tame Apprehensions
Envision the future
Regulate expectations
Experiment nimbly
Collaborate frequently Harness
Uncertainty
Turn mindset from threat into opportunity
Anticipate future success and what can be
Avoid disappointment through realistic expectations
Discover innovative ideas and solutions
Affiliate with a community to share process, insights, and accountability
30 Opportunity 9: Seek Guidance
ORGANIZATION GUIDANCE Career Guidance
Investment Portfolio
31 Value of the guidance system
What is happening now? How do we manage today?
Describe How we are doing with data on scorecards, dashboards, and insights
What should be happening tomorrow? How should we manage to succeed in the future?
Prescribe What we should do with solutions, right choices, and impact
32 Where organization guidance occurs? Four pathways
ORGANIZATION EFFECTIVENESS Talent, Leadership, Capability, HR
HUMAN RESOURCES EFFECTIVENESS
TALENT Competence
Workforce People
LEADERSHIP BRAND Individual Leaders
Leadership Pipeline
CAPABILITY Culture
Workplace Process
www. rbl.ai
33 Organization Guidance Questions
TALENT What should we do to ensure the right individual competence, workforce, or people in order to create value for stakeholders?
LEADERSHIP BRAND
What should we do to ensure the quality of leadership that makes a difference to all stakeholders?
ORGANIZATION CAPABILITY
What should we do to have the right organization capability, workplace, or process to create value for all stakeholders?
HUMAN RESOURCES
What should we do to make human resources more effective for all stakeholders?
www. rbl.ai
Organization Guidance System Portfolio Employee Strategy Customer Financial Social
Responsibility
Tale
nt
Acquiring talent Managing employee performance Developing employees Managing employee careers and promotions Communicate with Employees Retaining the best employees Managing departing employees Track employee engagement Creating a positive employee experience
Lead
ersh
ip Business Case
Know and Do Assess Leaders Invest in Leaders Measure Impact Ensure Reputation
Org
aniz
atio
n
Talent Agility Strategic Clarity Customer Centricity Right Culture Collaboration Social Responsibility Innovation Efficiency Accountability Information Leverage Technology
HR
Reputation Customers Purpose Design Capability Analytics Practices Professionals Relationships
1.How much do we spend on our organization portfolio annually? (1% of revenue)
2.In which specific cells of our portfolio will we invest next year?
3.What solutions should we invest in?
4.How will we measure the impact of our choices?
Company report, priority
35 STAKEHOLDER RESULTS
Employee Strategy Customer Financial Social Citizenship
Tale
nt
Acquiring talent Managing employee performance Developing employees Managing employee careers and promotions Communicate with Employees Retaining the best employees Managing departing employees Improve and track employee engagement Creating a positive employee experience
Lead
ersh
ip Business Case
Know and Do Assess Leaders Invest in Leaders Measure Impact Ensure Reputation
Org
aniz
atio
n
Talent Agility Strategic Clarity Customer Centricity Right Culture Collaboration Social Responsibility Innovation Efficiency Accountability Information Leverage Technology
HR
Reputation Customers Purpose Design Capability Analytics Practices Professionals Relationships
36 Opportunity 10: Take care of yourself so that you can take care of
others
•Do you find meaning in life? •Do you bring meaning to others?
37 Take Care of Yourself
38 Menu of Insights
Assumptions (How we think) Learn always;
Create learning agility
Look back for resilience; Move forward towards success
Navigate paradox; Handle tension and duality
Redefine work boundaries; Move from place to values
Actions (What we do) Start with talent:;
Customize/personalize work
Distance socially, but don’t isolate; Build relationships
Live the right values/culture; Model the right behaviors
Seek guidance on talent, leadership, organization, and HR
Harness uncertainty; Focus on what can be done
Take care of yourself so you can take care of others
39 Question
Which of these 10 Insights will have the most impact going forward? (pick 2)
1. Learn always; Create learning agility 2. Look back for resilience; Move forward towards success 3. Redefine work boundaries; Move from place to values 4. Navigate paradox; Handle tension and duality 5. Start with talent: Customize/personalize work 6. Distance socially, but don’t isolate; Build relationships 7. Live the right values/culture; Model the right behaviors 8. Tolerate (harness) uncertainty; Focus on what can be done 9. Seek guidance on talent, leadership, organization, and HR www.rbl.ai 10. Take care of yourself so you can take care of others
40 Final Message
41 Let’s stay connected!!!
@dave_ulrich Please follow me on LinkedIn to view my regular posts with insights and tips.
To get a copy of these slides, visit our website:
https://www.rbl.net/webinars/discovering-10-leadership-opportunities-in-crisis-wobi