steve mccauley - ppma conference 2010
DESCRIPTION
Leadership, Innovation and the Art of the ImpossibleTRANSCRIPT
STEVE McCAULEY
LEADERSHIP, INNOVATION AND THE ART OF THE IMPOSSIBLE
STEVE McCAULEY
Executive leadership coachBusiness mentorStrategy advisor
Helping leaders to beat their best
Better leadership
Better decisions
LEADERSHIP, INNOVATION AND THE ART OF THE IMPOSSIBLE
WHAT IS LEADERSHIP ABOUT?
WHAT DO EXCELLENTLEADERS DO?
CONTEXT
CONTEXTUAL INTELLIGENCE
VISION
THE PRIZE?
Context
Context
Vision
Context
Vision Prize
Context
Vision PrizeMotivation
Context
Vision Prize
Com
mun
icati
ons Who?
What?
When?Media?
Tone?
Motivation
Goals
Context
Vision Prize
Com
mun
icati
ons Who?
What?
When?Media?
Tone?
Motivation
Goals
Context
Vision Prize
Com
mun
icati
ons
OptionsWho?
What?
When?Media?
Tone?
Motivation
Goals
Context
Vision Prize
Com
mun
icati
ons
OptionsRisks
Who?
What?
When?Media?
Tone?
Motivation
Goals
Context
Vision Prize
Com
mun
icati
ons
OptionsRisks
Plan
Who?
What?
When?Media?
Tone?
Motivation
Goals
Context
Vision Prize
Com
mun
icati
ons
OptionsRisks
Plan
ResourcesPeople
Who?
What?
When?Media?
Tone?
Motivation
Goals
Context
Vision Prize
Com
mun
icati
ons
OptionsRisks
Plan
ResourcesPeople
Action
Who?
What?
When?Media?
Tone?
Motivation
Goals
Context
Vision Prize
Com
mun
icati
ons
OptionsRisks
Plan
ResourcesPeople
Action
Results
Who?
What?
When?Media?
Tone?
Motivation
Goals
Context
Vision Prize
Com
mun
icati
ons
OptionsRisks
Plan
ResourcesPeople
Action
Results
Who?
What?
When?Media?
Tone?
Time
Motivation
Goals
Context
Vision Prize
Com
mun
icati
ons
OptionsRisks
Plan
ResourcesPeople
Action
Results
Who?
What?
When?Media?
Tone?
Time
Motivation
Goals
Context
Vision Prize
Com
mun
icati
ons
OptionsRisks
Plan
ResourcesPeople
Action
Results
Who?
What?
When?Media?
Tone?
Time
Motivation
Goals
Context
Vision Prize
Com
mun
icati
ons
OptionsRisks
Plan
ResourcesPeople
Action
Results
Who?
What?
When?Media?
Tone?
Time
Motivation
Goals
Context
Vision Prize
Com
mun
icati
ons
OptionsRisks
Plan
ResourcesPeople
Action
Results
Who?
What?
When?Media?
Tone?
Time
Motivation
Leaders frame the“future context”
PSYCHOLOGY
“The future affects the present”
THE POWER OF THE IMAGINATION
Preferred future
What do you see?
What will it look like?
What do you imagine?
…if it’s going really well?
What will people notice?
PEOPLE ARE INTERNALLY MOTIVATED TOWARDS REALISING A
WORTHWHILE VISION
How willing are people to change?
WHAT IS THE MOST POWERFUL WORD IN ADVERTISING?
NEW!
PEOPLE ARE HUMAN
WHO IS MY CUSTOMER?
WHAT IS HE OR SHE BUYING FROM ME?
WHY DO PEOPLE BUY?
PEOPLE BUY THE FEELINGS THEY HOPE TO EXPERIENCE
PEOPLE LOVE CHANGE
WHAT IS THE GREATEST FORCE IN THE UNIVERSE?
HOPE
CONTEXTUAL INTELLIGENCE
FAILURE OF IMAGINATION
“We didn’t envisage the sort of violence there’s been.”
Jonathan Powell, Chief of Staff toTony Blair, 1997-2007
BBC Newsnight, 14 March 2008
“The biggest mistake was a conceptual mistake. We should have seen what a
big problem this was going to be”
Jonathan Powell, Chief of Staff to Tony Blair, 1997-2007
BBC Newsnight, 14 March 2008
FAILURE OF IMAGINATION
9/11 Commission
The most important failure was one of imagination. We do not believe leaders understood the gravity of the threat.
Across the government, there were failures of imagination, policy, capabilities, and management.
9/11 Commission
As late as September 4, 2001, Richard Clarke, the White House staffer long responsible for counterterrorism policy coordination, asserted that the government had not yet made up its mind how to answer the question:"Is al Qaeda a big deal?”
The future affects the present
LEADERSHIP, INNOVATION AND THE ART OF THE IMPOSSIBLE
NEW PERSPECTIVES
GET SOME NEW INPUTS
WE LIVE IN TIMES OF EXTRAORDINARY CHANGE
AMAZING NEW TECHNOLOGY
WORLD IS CHANGINGVERY RAPIDLY
CHANGES ARE DRIVEN BY LONG TERM TRENDS
DISRUPTIVE DIGITAL TECHNOLOGY
DISRUPTIVE EVENTS
GLOBAL MARKETS
EXTREME SUPPLY CHAINS
So, how do we create the future?
BIG, NEW IDEAS!
ORGANISE ALL THE WORLD’S INFORMATION AND MAKE IT
UNIVERSALLY ACCESSIBLE
PROTOTYPING
PERPETUAL BETA
INSPIRATION
LEADERSHIP, INNOVATION AND THE ART OF THE IMPOSSIBLE
BIG, NEW IDEAS!
ALL YOUR MUSIC,IN YOUR POCKET,
ALL THE TIME
ALL YOUR MUSIC,IN YOUR POCKET,
ALL THE TIME
IMPOSSIBLE IN 2000
ALL YOUR MUSIC,IN YOUR POCKET,
ALL THE TIME
ALL YOUR MUSIC,IN YOUR POCKET,
ALL THE TIME
LEADERSHIP, INNOVATION AND THE ART OF THE IMPOSSIBLE
BIG, NEW IDEAS
HARNESS THE POWEROF IMAGINATION
AIM HIGH
Goals
Context
Vision Prize
Com
mun
icati
ons
OptionsRisks
Plan
ResourcesPeople
Action
Results
Who?
What?
When?Media?
Tone?
Time
Motivation
Better leadership
Better decisions
What kind of futurecan you imagine?
STEVE McCAULEY
SteveMcCauley.com
Text © 2010 Steve McCauley
Goals
Context
Vision Prize
Com
mun
icati
ons
OptionsRisks
Plan
ResourcesPeople
Action
Results
Who?
What?
When?Media?
Tone?
Time
Motivation
Goals
Context
Vision Prize
Com
mun
icati
ons
OptionsRisks
Plan
ResourcesPeople
Action
Results
Who?
What?
When?Media?
Tone?
Time
Motivation
Goals
Context
Vision Prize
Com
mun
icati
ons
OptionsRisks
Plan
ResourcesPeople
Action
Results
Who?
What?
When?Media?
Tone?
Time
Motivation
THE ART OF THE IMPOSSIBLEIS TO IGNORE THAT IT IS
“IMPOSSIBLE”
MAKE IDEAS VISIBLE
Avoid fossilized thinking
Section one
What leadership is about
Section two
What innovation is aboutVision + imaginationDaring to aim high
Think big
Forces, trends, tech, factors
Disruption
Get out more
Coda
Art of the impossible
ValuesEthos
Re-write the rulesTransform your ability to compete
Define the futureRaise the bar, aim high
Don’t compromise your values
LEADERSHIP, INNOVATION AND THE ART OF THE MIRACULOUS
We are immeasurably wealthy
“Unless life is lived for others, it is not worthwhile”
Do something for others
