extraordinary times demands · extraordinary times demands extraordinary leadership rené carayol...
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EXTRAORDINARY TIMES
DEMANDSEXTRAORDINARY LEADERSHIP
René Carayol
CAREERS AND TALENT FORUM 2019
London Business School
“The pace of change has never been this fast, and yet it will
never be this slow again.”
Justin Trudeau, Prime Minister, Canada
THE WORLDHAS CHANGED
BRANDS
LEADERS▪ KARL-LUDWIG KLEY – MERCK
▪ MARTIN SENN – ZURICH
▪ LOUISE GREENLEES– TJX EUROPE
▪ JOHN VARLEY – BARCLAYS BANK
▪ JIM YONG KIM – THE WORLD BANK
▪ PHILIPPA RODRIGUEZ – ASTRAZENECA
▪ MARIA RAMOS – BARCLAYS AFRICA
▪ BRUCE HEMPHILL – LIBERTY LIFE
▪ RALPH HAMERS – ING BANK
▪ ALLAN LEIGHTON – SELFRIDGES
▪ JOHN MAHAMA – PRESIDENT, GHANA
▪ FESTUS MOGAE – PRESIDENT, BOTSWANA
▪ LASZLO BOCK – GOOGLE
▪ CHRIS PILLING – FIRST DIRECT
▪ MIKHAIL GORBACHEV – PRESIDENT, SOVIET UNION
▪ RICHARD FRANCIS – SANDOZ
▪ CARLY FIORINA - HP
▪ JIM YONG KIM – THE WORLD BANK
▪ ANTONY JENKINS – BARCLAYS BANK
▪ MARIO GRECO – GENERALI
▪ ROSS MCEWAN – ROYAL BANK OF SCOTLAND
▪ PHILIPPE MASO – AXA U.K.
▪ STEVE AUCKLAND – JOHNSTON PRESS
▪ LORD IAN MACLAURIN – TESCO
▪ NEVILLE ISDELL – COCA COLA
▪ TONY BLAIR – PRIME MINISTER, U.K.
▪ AKINWUMI ADESINA – AFRICAN DEVELOPMENT BANK
▪ CRAIG BARRETT – INTEL
▪ COLIN POWELL – SECRETARY OF STATE, U.S.
▪ IAN LIVINGSTON – BT
▪ JOE JIMENEZ – NOVARTIS
▪ DAVID CAMERON – PRIME MINISTER, U.K.
▪ RICHARD BRANSON – VIRGIN
▪ NOMKHITA NQWENI – ABSA
ROSS MCEWANROYAL BANK OF SCOTLAND
LEADERS ARE EVERYWHERE
INCLUSION
SON OF IMMIGRANTS
FROM HUMBLE ORIGINS
CHALLENGER
WHEN WAS THE LAST TIME
YOU HIRED ASCARY PERSON?
VOLATILE UNCERTAIN COMPLEX AMBIGUOUS
GLOBAL OVERCAPACITY
COMMODITISATION
EVERYTHING IS CHEAP NOW
DISTRUPTIVE INNOVATION
“UNIQUE, SPECIAL ANDDIFFERENT”
“IT’S NO LONGER POSSIBLE
FOR ONE PERSON TO CALL ALL THE SHOTS
ANYMORE!”
IT’S NOW NO LONGER THE ‘BEST PERSON’ FOR THE JOB
IT’S NOW THE ‘BEST PERSON’ FOR THE TEAM
PURPOSE
“WHY WE DO WHAT WE DO”
“SOMEONE TO
BELIEVE IN”
&“SOMETHING TO
BELONG TO”
THE BUSINESS
OF BUSINESS
IS NO LONGER
JUST BUSINESS
What are the Specific Differences between Mission and Purpose?
Mission Purpose
Operating a business Sharing a dream
Strategic Cultural
What we do Why we do it
Inspirational Aspirational (True North)
Creates “buy-in” Instills “ownership”
Provides focus Fuels passion
Building a company Building a community
Laying bricks Building cathedrals
Parking cars Creating happiness
3 DOMAINS
PERSONAL
ACCOUNTABILITY
MUTUAL
RESPONSIBILITY
SHARED
OWNERSHIP
CUSTOMER RALPH HAMERS
CEO, CHAIRMAN EXECUTIVE BOARD ING GROUP
Purpose
Vision
People
Teams
Culture
Mission
Strategy
Plans
Tasks
Process
IT IS HOW YOU
YOUR VISION
ENERGISEYOUR PEOPLE TOWARDS
LEADERSHIP IS THE ART OF
ACCOMPLISHING MORE THAN
THE SCIENCE OF MANAGEMENT
SAYS IS POSSIBLE
IT’S NO LONGER ABOUT
HIERARCHY & CONTROL
CHALLENGE UP & SUPPORT DOWN
“ONE SIZE FITS NO ONE”
ERIC SCHMIDTGOOGLE
CULTURE OF
COACHING
PERFORMANCE
Maya AngelouAmerican poet, singer, memoirist, and civil rights activist.
TIPS
LEAD BY EXAMPLETIP 01
ASSEMBLE A BAND OF BELIEVERS –
THERE IS NO ROOM FOR CYNICSTIP 02
TIP 03SHARE THE PLAN &
CHARGE THE HILL
TIP 04 WHAT DO YOUTHINK?
TIP 05 DIVERSITY WORKS
LEARN, UNLEARN
& RE-LEARNTIP 06
CIRCUMSTANCES CHANGE.
VALUES DON‘TTIP 07
LEARN TO
GET OUT OF THE WAYTIP 08
GREAT PLAYERS DON’T WIN TROPHIES
GREAT TEAMS WIN TROPHIESTIP 09
BE THE LEADER
YOU WANT TO FOLLOWTIP 10
IF YOU ARE BOLD YOU MIGHT FAIL
IF YOU ARE NOT BOLD YOU WILL FAIL
EXTRAORDINARY TIMES
DEMANDSEXTRAORDINARY LEADERSHIP
René Carayol
CAREERS AND TALENT FORUM 2019
London Business School