mastering the art of management and leadership
DESCRIPTION
Slides from Onetest's webinar presentation on 20 February 2013, with guest presenter Josh Mackenzie from Development Beyond Learning (DBL).TRANSCRIPT
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Webinar: Mastering the Art of Management and Leadership
Josh Mackenzie, Managing Director
Welcome
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Presented by Josh MackenzieManaging Director, DBL
Mastering the Art of Management and Leadership
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What does it take to succeedas a manager or leader today?
The BIG question ...
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A bit about myself...
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A bit about myself...
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A bit about myself...
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A bit about myself...
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A bit about myself...
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A bit about myself...
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A bit about DBL...
DBL specialises in professional and leadership development for young professionals, supervisors and senior executive mentors
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Clients we work with
Government Professional ServicesInsuranceFinancial ServicesFMCG & Retail Energy, Mining & Resources
Australia’s #1 resource for new graduates
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Which led us to release ...
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Led us to this...
Released 2011 Released 2012 Coming in 2013/2014 Coming in 2014
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Led us to this...
Released 2011 Released 2012 Coming in 2013/2014 Coming in 2014
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Is it possible to master managementand leadership?
YES,NO,
NOT SURE
Quick Poll...
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How would you describe your natural self?
MANAGER,LEADER,NEITHER,
BOTH
Quick Poll...
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The OLD debate
Today’s discussion isn’t what you might think...
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The OLD debate
Today’s discussion isn’t what you might think...
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Not Management OR Leadership
Instead, Management AND Leadership
The NEW world
demands...
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Management AND
Leadership
Systems and resources without direction lead nowhere.
Direction without systems and resources lead nowhere.
Amid unprecedented change and opportunity, high performers manage AND lead,
in their own authentic way.
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The difference?
Management skills control systems and resources, in order to achieve objectives.
Leadership skills influence people to movein a particular direction.
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It’s a bit like...
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It’s a bit like...
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It’s a bit like...
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It’s a bit like...
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It’s a bit like...
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It’s a bit like...
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It’s a bit like...
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It’s a bit like...
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It’s a bit like...
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It’s a bit like...
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The Art of Mastering Management and Leadership is about authentically
embracing BOTH... and helping our organisations do the
same from the top down, and the bottom up.
Why?
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Existing managers and leaders often don’t have the management and leadership skills demanded byhigh performance in their roles
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A recent report found that less than 40% of workers have the analytical skills and business judgment needed to use (the) tools
effectively in decision making
Source: 2012 CEB
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And, of the young people entering the workforce, who will step in to those
roles in the next 10-20 years...
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...these people are 3 times more likely to find themselves without a job, compared to their
parents; let alone have adequate management or leadership skills
Source: 2012 McKinsey and Company
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And the annual volume of these young people is HUGE ...
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1.2 million graduates every year
Entering the global workforce EVERY year ...
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1.2 million graduates every year
3.5 million graduates every year
Entering the global workforce EVERY year ...
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6.3 million graduates every year
3.5 million graduates every year
Entering the global workforce EVERY year ...
1.2 million graduates every year
90 MILLION
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Culture The number of students graduating in OECD and G20 countries every year...
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Which would be the 13th most populous country in the world behind Philippines, and ahead of Vietnam
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CEO
Executives
Business Leaders
Managers
Graduates / Entry Level
Individual Contributors
Should you develop managers and leaders ...
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CEO
Executives
Business Leaders
Managers
Graduates / Entry Level
Individual Contributors
Top Down
Top Down?
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CEO
Executives
Business Leaders
Managers
Graduates / Entry Level
Individual Contributors
Bottom Up
Or Bottom Up ?
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CEO
Executives
Business Leaders
Managers
Graduates / Entry Level
General Staff
Top Down
Bottom Up
The answer is BOTH
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The solution is not just to develop managers and leaders top down ...
We must develop managers and leaders bottom up as well.
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The Art of Mastering Management and Leadership is about authentically
embracing BOTH... and helping our organisations do the
same from the top down, and the bottom up.
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Lessons from Management AND Leadership
Cultural Leverage
Generational Diversity
Economic Challenge
Technological Access
Right to Left
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Right to Left
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Engineers promoted to managers
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Cultural Diversity
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The flat world of global talentand capability
Generations
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Generations A perspective on generational change
Generational Diversity
Generations
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Generations A perspective on generational change
Currently, 41% of Australia’s population is classed as Gen Y or Gen ZGen Y’s are now playing a key role in society
Emerging leadersEmployees moving up through ranksInfluencersFamily formers
According to a recent report by the CEO Institute, 4% of Australian MD’s or CEO’s are 25-35 i.e. Gen YBy 2020, Gen Z’s will be in workforce or graduate programs
Gen Y = b1980-1994, Gen Z = b1995-2009
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So how can we effectively manage and lead the emerging generations?
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The Multigenerational Mindset
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Economic Challenge
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Economic The impact of a high Aussie Dollar...
Aussie Dollar expected to remain above parity against USD for balance of this decadeIncreased competition from China and IndiaThe US economy will recover, housing is already improvingIncreased pressure on Australian organisation’sHow does management and leadership maintain effective motivation??
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Economic What does this mean?
The economy is changing how businesses do businessGlobally, CEO’s intend to spend more time developing themselves and their leadersTalent remains the #1 priority for CEO’s, 78% indicating there will be at least some change in strategies for managing talent
Source: PwC 15th Annual Global CEO Survey 2012
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Motivating in tough times
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Technological Access
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Technology The impact technology is having...
20001900 1950 2010
Industrial Capital
Financial Capital
Technology Capital
Human Capital
Hypothetical model on sources of competitive advantage
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Technology
20001900 1950 2010
Industrial Capital
Financial Capital
Technology Capital
Human Capital
Hypothetical model on sources of competitive advantage
The impact technology is having...
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Managing the virtual team
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Not Management OR Leadership
Instead, Management AND Leadership
The NEW world
demands...
697
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Our Vision of Management
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People &
Systems
Communicate
Lead
Culture - Teams
Customer Focus
Innovation & change
Coaching
Plan Measure ReportSafe work systems
Project manage
Our Vision of Management
Feedback
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Pre-register now to receive 20% off orders of 20 books or more
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Case StudyWhat is the purpose of a management, or leadership, development program?
To resource and up-skill people as high quality managers across the organisation?
Or to develop a talent pool of technical and/orfunctional leaders across the organisation?
or
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Case Study#1
Global Mining and Resources Organisation
ChallengeGlobally diverse, geographically spread workforceDe-centralised businesses by commodityLack of consistency in previous management programsExisting population of frontline leaders were technical experts
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Global Mining and Resources Organisation
SolutionManagement Edge programDesigned upon 70/20/10 principle to maximise ROIMultiple content delivery modes, tailored to workforceSenior leader level engagementTechnology-aided content deliveryParticipants achieve Certificate IV Frontline ManagementParticipants assessed on 10 units of Competency with on the job evidence of application
Case Study#1
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Global Mining and Resources Organisation
SuccessInjection of frontline management capability across the organisation International expansion of the programHigh engagement of senior executive leadersImproving employer brand externally, and internallyIncreased internal demand and support for management development Participants into key professional roles increased from 76% in 2009, to 89.91% in 2011
Case Study#1
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Case Study#2
Australian Media and Entertainment Organisation
ChallengeLong tenure and low trust across management teams Fast paced environment Ongoing threat of takeover Lots of people managing, not many people leadingNo concrete leadership development program in place
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SolutionSpecific leadership competencies mapped across a 15 month journeyHigh focus on breaking barriers and building trust across the groupMemorable experiences used to anchor learning early in the program High degree of trust and respect built between group and facilitators Mastermind groups established to continue development on the job
Case Study#2
Australian Media and Entertainment Organisation
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SuccessShift in behaviours across the group meant more people leading, not just managingLeadership culture across the organisation changed New cross functional relationships formed and strengthenedHigher value and prioritisation across the organisation on leadership development Multiple participants acknowledged leadership mindset and skills developed in program helped throughout the eventual takeover
Case Study#2
Australian Media and Entertainment Organisation
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