Riitta Lumme-Tuomala: Leading Others
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Riitta Lumme-Tuomala: Leading Others



Riitta Lumme-Tuomala: Leading Others

Riitta Lumme-Tuomala: Leading Others
Leadership for High Potentials Program at Aalto EE on December 11, 2012



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Riitta Lumme-Tuomala: Leading Others Riitta Lumme-Tuomala: Leading Others Presentation Transcript

  • Aalto UniversityExecutive Education Leadership for High Potentials Leading others Leadership today, tomorrow and beyond Riitta Lumme-Tuomala, Senior Advisor December 11, 2012
  • ”Agenda”1. A peek into the future…2. Social macrotrends and changes in our business environment3. The New Leader4. Generationally diverse organizations5. MBTI and Leadership6. Emotional Capitalists?
  • TechnologizationNew global economySource: Janne Tienari •Increase in productivity & Susan Meriläinen •Global redistribution of work •New forms of production and markets Financialization Multiculturalism Ecologization •Separation of capital •Inequality of •Profileration of and production opportunities environmental challenges •Capital becoming •Different forms of •Finding mutual solutions ”faceless” mobility •Corporate social •Economic power blocs •Diversifying responsibility organizations Medialization •”Media realities” •Increasing influence of global media giants challenges for •Emphasis on corporate communications and management…? reputation
  • Five Powers Lynda Gratton, ”The Shift”, 2011 • Technology • Globalization • Demography and longevity • Society • Energy resourcesDecember 20, 2012 © Aalto University Executive Education 2012 6
  • Enterprise 3.0  Knowledge Sharing  Communication via blogs, wikis, podcasts  Collective decision making  Knowledge creation  Knowledge refinement  New structures  Different ControlDecember 20, 2012 © Aalto University Executive Education 2012 8
  • Organisaatio tänään ja huomenna Mikko Vesa 2011 Traditional organization Virtual organizationCriteria for membership Membership in the organization Is built on the concept of virtual “attached” to a physical person. representatives/avatars.Resource management Clear decision making and Challenging due to a large budgeting policies. Reward number of different types of system. targets.Policies Discipline. Built on social acceptance.Organizational structure Hierarchical. Important Dispersed and collegial. structures vertical. Important structures social.Objectives Activities and tasks are Result of all activities is a managed top-down. Clear collection of individual division between planning and strategies. Leadership implementation. competence based on communication, not formal Mikko Vesa, 2011 organizational power/authority.
  • Triple Bottom Line? TBL evaluates business success by three factors: Social performance Economic Performance and Environmental PerformanceDecember 20, 2012 © Aalto University Executive Education 2012 10
  • 5 Minds for the Future (Howard Gardner, 2008) 1. The Disciplined Mind 2. The Synthesizing Mind 3. The Creating Mind 4. The Respectful Mind 5. The Ethical MindDecember 20, 2012 © Aalto University Executive Education 2012 11
  • December 20, 2012 © Aalto University Executive Education 2012 12
  • Formula for Passion PASSION= PURPOSE OF THE TASK X ONE’S OWN INFLUENCING POSSIBILITIESDecember 20, 2012 © Aalto University Executive Education 2012 13
  • Organizations committed toimproving the world achievemore than thosewith a vision to just beat thecompetition….Logan, King and Fischer-Wright, 2008
  • Kevin Roberts’ Credo (CEO worldwide Saatchi & Saatchi) 1. Ready. Fire! Aim. 2. If it ain’t broke ... Break it! 3. Hire crazies. 4. Ask dumb questions. 5. Pursue failure. 6. Lead, follow ... or get out of the way! 7. Spread confusion. 8. Ditch your office. 9. Read odd stuff. 10. Avoid moderation! http://www.saatchikevin.com/December 20, 2012 © Aalto University Executive Education 2012 17
  • Different Generations • Radio Babies/Traditionalists born 1930 – 1945 • Baby Boomers 1945 – 1965 Rock and Roll Generation 1950 - 1965 • Generation X 1965 – 1980 • Generation Y 1980 – 1996 • Generation Z 1996 -December 20, 2012 © Aalto University Executive Education 2012 18
  • Today’s Authorities ...This is the first time in human history when children are authorities on something really important A youngster’s father may have been an authority on model trains. Today young people are authorities on the digital revolution that is changing every institution in society. Don Tapscott, ”Wikinomics”December 20, 2012 © Aalto University Executive Education 2012 19
  • The New Generation Has Arrived! • Frame • No hierarchy and bossing around, but a clear framework for work; challenges and responsibilities • Freedom • Opportunities to use one’s own brain in relation to tasks and organization • Feedback • Giving and receiving feedback, real-time; two way communication is a given • Friendship • Being part of a collective; openness and transparency are a mustDecember 20, 2012 © Aalto University Executive Education 2012 20
  • The 8 Norms of the Generation Y 1. Freedom 2. Customization 3. Scrutiny 4. Integrity 5. Collaboration 6. Entertainment 7. Speed 8. InnovationDecember 20, 2012 © Aalto University Executive Education 2012 21
  • What do Yers Expect from their Organizations • Opportunities for Learning and Development • Collegial Culture and Coaching attitudes • Continuous Learning and Innovation in Organization DNA • Socially Responsible Companies - Respect for Environment - Care for Employees - Meaningful Products or Services - Give back to Local Communities • Fair payment and rapid advancement Opportunities • Cutting Edge Technology Source: Urgency to Opportunity, Second Edition,December 20, 2012 © Aalto University Executive Education 2012 by Carolyn A. Martin and Bruce Tulgan 22
  • Discussion: Y Causes Headaches?Case 1 Case 5According to his status, Y is playing Floorball in Y is discussing a company project in Twitter. Thethe middle of his working day. Your reaction? discussion gives fruitful new angles to theCase 2 project. But?An important project is starting, but the most Case 6competent guy is heading to Sodankylä film After a fixed term contract you offer Y afestival just when the kick off meeting is due. permanent job based on the fact that he hasWhat actions will you take? done an excellent job on a project which is nowCase 3 to be continued. Y prefers to go to Thailand toY is sharing internal training material in Slide dive for 6 months.Share. Your reaction? Case 7Case 4 You need a partner in a project with internationalY gives a top notch presentation and uploads it to experience. Y says he knows a couple inYouTube immediately. Your reaction? LinkedIn. Is that a good source in your opinion? Case 8 Y tells you she will change jobs since she is not satisfied with your company’s environmentalDecember 20, 2012 policies. What do you do? © Aalto University Executive Education 2012 23
  • It is all about People Boomer Gen X Gen Y Too much and Required to keep Continuous & Training I’ll leave me expected Collaborative & Learning style Facilitated Independent networked Communication Guarded Hub & spoke Collaborative style Problem-solving Horizontal Independent Collaborative Decision-making Team informed Independent Team decided Get out of the Leadership style way Coach Partner Feedback Once per year Weekly/daily On demand Unable to work Unfathomable if Technology use Unsure without it not provided Part of my daily Job changingDecember 20, 2012 Sets me back Necessary © Aalto University Executive Education 2012 routine 24Source: Lancaster, L.C. and Stillman, D. When Generations Collide: Who They Are. Why They Clash. How to Solve the Generational Puzzle at Work. Wheaton, IL.Harper Business, 2003.
  • Common Ground for Different Generations 1. Flexibility 2. Leaders as coaches 3. Development opportunities 4. RespectDecember 20, 2012 © Aalto University Executive Education 2012 25
  • The House with 16 RoomsDecember 20, 2012 © Aalto University Executive Education 2012 26
  • The Leadership MapContext Leadership Skills Competencies mindset Abilities Viewpoints Beliefs Results Leardership Behaviors Measures jlj Impact Style Who you are Overlap=Choices What you bring Habits of behaviour December 20, 2012 try new behaviors. Education 2012 © Aalto University Executive 27 Learning Loop= Increase awareness, find new ways to think,
  • The Power of Introverts • www.youtube.com/watch?v=c0KYU2j0TM4December 20, 2012 © Aalto University Executive Education 2012 28
  • Alignment  IntergityDecember 20, 2012 © Aalto University Executive Education 2012 29
  • The Intuitive Compass (Francis P. Cholle 2011) NW NEPlay Results SW SEDecember 20, 2012 Instincts © Aalto University Executive Education 2012 30
  • The Intuitive Compass and Organizations (Francis P. Cholle 2011) Reason Creative Thinking Organized Implementation SP(T/F) SJ(T) Play Results Value Driven Exceptional Sales NP(F) NJ(F/T)December 20, 2012 Instincts © Aalto University Executive Education 2012 31
  • ”No doubt emotional intelligence ismore rare than book smarts, but myexperience says it is actually moreimportant in the making of a leader.”
  • ”Research shows convincingly thateq is more important than iq in almostevery role and many times moreimportant in leadership roles.This finding is accentuated as we movefrom the control philosophy of theindustrial age to an empoweringrelease philosophy of the knowledgeworker age.”
  • Some Aspects of Emotional Intelligence and Expression • Ability to listen without judgment • Ability to create engagement and interest • Ability to empathize and view the world from another’s perspective • Ability to choose words and content of speech sensitively and appropriately • Ability to connect to another’s core values/purpose • Ability to have inspiring conversations • Ability to put another person at easeDecember 20, 2012 © Aalto University Executive Education 2012 34
  • Emotional Capital SELF MANAGEMENT Self Control Self Confidence Self Reliance SOCIAL SOCIAL SKILLS AWARENESS Relationship Empathy LEADERSHIP skills PERFORMANCE SELF ADAPTABILITY AWARENESS Adaptability Self knowing Optimism Straightforwardness Self ActualizationDecember 20, 2012 © Aalto University Executive Education 2012 35
  • • Riitta.lumme-tuomala@aaltoee.fi • +358 40 8386113 • RiittaLTDecember 20, 2012 © Aalto University Executive Education 2012 36