Presentation is loading. Please wait.

Presentation is loading. Please wait.

Doug Williamson Chief Executive Officer

Similar presentations


Presentation on theme: "Doug Williamson Chief Executive Officer"— Presentation transcript:

1 Doug Williamson Chief Executive Officer

2 Set the Scene

3 Shock Waves

4 Seismic Shifts

5 New Thinking Time

6 First – Terms of Leadership

7 Holding our Nose

8 Second – Terms of Followership

9 Forgotten Masses

10 Today - Shift in Emphasis

11 What Attracts Followers ? Competence Capability Credibility

12 Credibility & Followership

13 The Leader(s) The Leader(s) TheFollower(s)TheFollower(s) Grant Legitimacy Provide Commitment Provide Clear Direction Demonstrate Sound Character

14 Credibility & Followership Make Decisions Drive Change Grant Legitimacy Provide Commitment The Leader(s) The Leader(s) TheFollower(s)TheFollower(s)

15 Three Messages

16 Message # 1

17 The Superhero is Dead

18 Networks & Relationships Matter

19 Message # 2

20 Middle Managers Matter

21 The “Core Group” Matters Most

22 Message # 3

23 Followers Matter

24 Credibility Bank Matters

25 The Good News ?

26 Evolution in Thinking

27 Today

28 From Workers as … Costs

29 To Workers as … Assets

30 To Workers as … Investors

31 Bad News ? Engaging the Generations Driving Change Custodian of the Culture Talent Management Building Leadership Performance Management Leveraging People Resource & Allocation

32 Performance Management Resource & Allocation Has HR Evolved ?

33 Talent Management Performance Management Leveraging People Investment Resource & Allocation Has HR Evolved ?

34 Optimizing Business Talent Management Building Leadership Performance Management Leveraging People Investment Resource & Allocation Has HR Evolved ?

35 Leading Transformation Optimizing Business Custodian of the Culture Talent Management Building Leadership Performance Management Leveraging People Investment Resource & Allocation Has HR Evolved ?

36 Have you Shifted ? Management of culture, transformation, the change process Management of the infrastructure Strategic / Future Focus Day to Day / Operational Focus People Process

37 From Here to Here ? Strategic Partner Change Agent Administrative Expert Employee Champion Strategic / Future Focus Day to Day / Operational Focus People Process

38 Time to Rethink !

39 Rethink # 1

40 Transformational Leadership

41 Creative Destruction

42 Learn from Failure

43 Rethink # 2

44 Sense Making & Sense Shaping

45 Clarity of Intent

46 Understanding & Perspective

47 Rethink # 3

48 Shift in Mental Models

49 Exploit or Explore

50 Right is a Prison

51 Rethink # 4

52 Understanding Followership

53 Barbara Kellerman divides followers into five categories, based on their level of discretionary investment. Followership How Followers are Creating Change & Changing Leaders It is used here with her permission

54 Understanding Followership Level of Discretionary Investment Bias for Action Low High

55 Bad Followers Bias for Action Low High Isolates Participants Bystanders Level of Discretionary Investment

56 Good Followers Low High Diehards Isolates Activists Participants Bystanders Bias for Action Level of Discretionary Investment

57 The Isolates

58 Isolates are completely detached. They don't care about their leaders, or respond to them in any way. By default – by knowing nothing and doing nothing – the isolates strengthen those leaders who already have a strong following.

59 The Bystanders

60 Bystanders observe - but do not participate. They make a deliberate decision to stand aside, disengaging from their leader and the group. This withdrawal is, in effect, a declaration of neutrality that amounts to tacit support for the status quo.

61 The Participants

62 Participants are, in some minor way, engaged. They either favour or oppose their leader and the organizations of which they are a part. In either case, they care just enough to invest some of what they have (time, for example) to have an impact.

63 The Activists

64 Activists feel strongly about their leaders, and they act accordingly. They are eager, energetic and engaged. Because they are heavily invested, they work hard on behalf of their leader.

65 The Diehards

66 Diehards are fully prepared to die for their cause, whether that is an individual, an idea or both. Diehards are deeply devoted to their leaders. Diehards are defined by their dedication. They are willing to risk life and limb.

67 The Key to Followership ? Learning Orientation Performance Alignment Psychological Alignment Embracing Innovation & Change External Customer Focus High Commitment High Performance High Capability High Commitment High Performance High Capability

68 The Key to Followership ? Learning / Teaching Orientation High Performance Psychological Alignment Embracing Innovation & Change External Focus High levels of discretionary investment

69 Overarching External Reality

70 Shift from … Geezers - Analog Linear approach Liked Maps Valued experience Conventional warfare Believed in specialists Geeks - Digital Nonlinear thinkers Comfort with compass Beginner’s mind Cyber-terrorist Deep generalists

71 Shift from … Geezers - Analog Linear approach Like detailed maps Value deep experience Prefer conventional warfare Believe in the tenured specialist Geeks - Digital Nonlinear thinkers Comfort with compass Beginner’s mind Cyber-terrorists Passionate generalists

72 Changing Realities Means … Talent Shortage Generational Change Globalization Governance Challenges Organizational Structures Employment “Experience” Loyalty & Commitment Free Agent Nation Performance Diversity

73 You are Managing Talent Shortage Generational Change Governance Organizational Structure Portfolio “Mix” Employment “Experience” Loyalty & Commitment Free Agent Pool Potential 70 - Performance 30 Diversity

74 The Me Generation

75 Street Smart Mature beyond years Resilient Fast learners Practical Enterprising Manipulative

76 Lifestyle Centred In search of meaningful experiences Motivated by deeper things than just money Willing to treat work as a means to an end Materialistic Success driven Image conscious

77 Independently Dependent Independent in thought Confident enough to express themselves Willing Able

78 Informal Disregard for tradition Casual - Speech, Writing, Etiquette, Dress Unwilling to follow rules for the sake of it

79 Tech Savvy Early adopters Fast learners Resourceful

80 Stimulus Junkies Get bored easily Intense Multi-takers

81 What Generation Y Wants Job Workplace Boss

82 From a “Job” … Purpose & meaning Responsibility Opportunity to grow & fast track New challenges & experiences Increased employability Individuality & creativity

83 From a “Workplace” … Flexibility Fun To belong & be engaged Modern & edgy Passion & optimism

84 From a “Boss” … Empowerment Mentored - not directed Fairness Recognition Personal connection Involved & valued

85 Transformational Competencies

86 Leadership is Jazz

87 Managing the Shift

88 The Ending The Transition The New Beginning

89 Manage the Ending

90 Inadequately Emphasized Overly Focused Disenchantment Disengagement Disidentification Disorientation

91 The Final Word !

92 Treat people as investors Create the “winning” conditions Get the best “ROP” (Return on Potential) Manage the talent “pipeline” – front to back Identify the right Attitudes, Values & Competencies Maximize the “metabolism” of the entire organization

93 Doug Williamson Chief Executive Officer


Download ppt "Doug Williamson Chief Executive Officer"

Similar presentations


Ads by Google