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Navigating Leadership for the Future

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This keynote address explores key trends in leadership and the implications they have for the future. There is no doubt we face complex challenges, but this makes it even more important to think …

This keynote address explores key trends in leadership and the implications they have for the future. There is no doubt we face complex challenges, but this makes it even more important to think beyond our current practices and explore new possibilities. Dr. Cheryl Doig will take us through some of the signals on the horizon, provide examples of these signals in action and pose some challenges for leadership teams around New Zealand to consider as they develop their workforce plans for the future.

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  • Navigating leadership for the future. This keynote address explores key trends in leadership and the implications they have for the future. There is no doubt we face complex challenges, but this makes it even more important to think beyond our current practices and explore new possibilities. Dr. Cheryl Doig will take us through some of the signals on the horizon, provide examples of these signals in action and pose some challenges for leadership teams around New Zealand to consider as they develop their workforce plans for the future.Introducing CherylDr. Cheryl Doig is the director of Think Beyond Ltd, a company focused on growing leadership for the future. Cheryl follows leadership trends and research and translates these into action, working internationally and virtually. Her work identifies the key leadership capabilities we will need to strengthen in order to thrive in the future.Cheryl’s diverse background includes experience as a successful principal, businesswoman and board director. She is a fellow of the New Zealand Institute of Management and a member of the Institute Of Directors in New Zealand. Cheryl lives in Christchurch, a city she describes as The City of Possibilities.
  • In the 2012/13 Randstad World of Work Research, 56% of respondents identified developing leadership capabilities for the next phase of business growth as a key productivity challenge for New Zealand employers. With only half of employers rating their leadership capabilities as good, it’s clear there is some work to do to address the leadership challenge to prepare for future growth.Our world is increasingly challenging – it’s VUCA! Technology has changed the way we relate and the way we connect with others. Young children will grow up not only as digital natives, but with the thinking that connectedness, touch screens and visual/auditory learning is the norm.
  • When the world is changing rapidly it becomes even more important for leaders to be curious and to scan the environment for weak signals that might impact on their organisations in the future. In order to cope with this, world leaders need to be more curious about the world beyond their own noses. Take a look at these words. How many do you know? Test them out on your friends. These may well affect your business and influence us globally. Curious?
  • Within the last year the first synthetic meat has been developed. If those in the meat industry aren’t aware of this then they can’t think about possible scenarios for the future. With scarcity of food and water what are the implications?The workforce is changing, as shown in the rise of virtual assistants, online identity removal specialists, lawyers specialising in virtual property, big data scientists…
  • As a leadership futurist part of my work is exploring the research, the networks and the conversations regarding leadership. Here is one example. The key ideas:Connection is changing the way people engageConvergence of digital, social and mobileOpenness and collaborative cultures are vitalReduced time cycles to respond – act nimbly – be responsive
  • This important research identifies some key trends that must be considered in the future world of work. The Randstad World of Work Report is available from your local Randstad team. If you want to understand the Asia Pacific context then this will help guide your thinking and provide some useful tips for the future.http://www.randstad.co.nz/about-randstad/world-of-work-report
  • When key words on the future of leadership are drawn together (from research, social media, books and conversations) and placed into a word cloud, there are some ideas that bubble to the surface. If you look at these, you will see that many of these refer to the complexity of working with people. To cope with these changes leaders must be adaptive in their thinking. This is one of five big leadership challenges that are apparent for 2012/13.
  • The five big challenges on the horizon are shown in this diagram. The rest of this presentation will explore just some of these challenges.
  • Are you able to switch off? If we know that the technology is getting even more pervasive, then being unplugged becomes an even bigger issue. The Randstad report says that people are attracted to inspirational leaders. Can you be such a role model when you are available 24/7 and have no balance?
  • We know that interruptions can hinder the productivity of our organisations – it takes time to get back into flow. It is easy then, to ban technology from your organisations or to restrict the use of social media. What is the balance? For some Gen Y and Gen Z, you might as well invite them to cut their arm off. How can you use social media to enhance your business and your brand? The young people in our schools are increasingly being encouraged to bring their own devices (and will soon be wearing their own devices!) Can you connect with their ‘connection’?
  • Contextual leadership refers to the increased complexity of the workforce and the role of the leader in developing this context.
  • 1 billion people expected to join middle class in the next decade –mostly from the BRIC countries42% of employers recruit from overseas (Randstad research p33)
  • Cultural intelligence is much more than ‘knowing’ about other cultures. There are four components – drive, knowledge, strategy and action.References – David Livermore – Leading with Cultural Intelligence
  • How many of you have a changing mix to your workforce? Are expecting it will change in the next five years?HanHan is One of Times 100 most influential people 2010Han's first novel, Triple Door (三重门), on life as a third-year junior school student in Shanghai, raised his prominence in China outside Shanghai. With over twenty million copies printed, this novel is China's bestselling literary work in the last 20 years. About the same as the hunger games or 7 habits of highly effective people. He is China's most popular blogger.Will you have enough leaders coming through the pipeline.Randstad research indicates 72% are concerned about having enough talented middle managers and 70% high potential employeesWe have an aging population, lower birthrate and differing challenges throughout the country.
  • The brief profile above came from a survey of Chinese managers as part of the research program called the GLOBE project. Of course, there are also parts of the Chinese ideal leadership profile that are similar to the American profile, but it's usually the differences that get managers in trouble.In any part of the world, leadership is about influence. There are many ways to influence others: Directing them, rewarding them, inspiring them, or giving them ownership of the decision are but a few examples. The leader's task in a multicultural world is to influence direct reports, project teams, supply chain partners, client organizations, and regulatory agencies that have different cultural, political, and institutional backgrounds.
  • We already have more than 600000 people aged 65 and over in NZ. Over 80s is the fastest growing age group. Increasingly we will find these people retained in the workforce in mainly part time roles.Frances Hesselbein is one such example. As President of the Leader to Leader Institute, she is still an important leader contributing internationally – and in her 90s.I don’t think the pipeline will be made up of Gen X as seniors, Gen Y as middle managers, Gen Z as frontline workforce (p15) – it may be more of a matrix. The DIY Maker generation will not want to sit back. Start thinking differently now – and plan accordingly.Daniel is one such example. By 14 he was contracting to Think Beyond and already has his own business. He is technological and values the opportunity to contribute. Consider reciprocal mentoring, and developing feedback loops that appreciate and value leaders of all ages and backgrounds. Will your organisation be ready for these Gen Zers in 5-7 years time?Randstad - Turnover is often because of lack of advancement or growth opportunities. 24% currently receive leadership or career development as an employee benefit – more will leave their jobs over the next 12 months due to lack of opportunity for growth and advancement than for any other reason. Develop and value your diversity.
  • CORE Education provides an example of a blended workforce – a mix of part-time, full time, contractors, various ages, experiences and ethnicities. Of the 120 staff approximately 25% are Maori and they have a growing Pasifika base. People work remotely, face to face, digitally and in person. Their staffroom is online, they have a virtual PD program and facebook is where they have their watercooler conversations. They work in cross functional ways and to value relationships, personal goals and celebrations.In 2012 Core Education was a fiinalist in JR Kenexa Best Workplace Awards 2012. http://www.core-ed.org/Leadership in the future will be less about status and structure, command and control and more about collaboration. This leadership without title is more about influence and about heterarchy. Heterarchy - heterarchies divide and unite groups variously, according to multiple concerns that emerge or recede from view according to perspective. Leadership without title – Randstad p38Workers will be increasingly part time, fulltime, flexible hours, f2f and online, contracted, freelancers, portfolioed, 92% believe this will be the case in the next ten years – a blended workforce – but that work must be done to overcome the immediate barriers. Only 35% say they are doing a good job at creating opportunities for variable work hours, job sharing, working from home, only 12% said they were excellent. It is time to move beyond the talk to take action.
  • P20 Randstad Report 2012 - Unfilled vacancies will have an increasing impact on productivity.Engage those in your company who are in blended roles to contribute their ideas – don’t assume all their needs will be the same.It requires a personalised approach and accepting people as part of the team, including contractors. An increasing number consider themselves as networkers (48%) and collaborators (40%). There are also soloists (12%) whose needs must be considered. Step back and create a plan.
  • http://www.flickr.com/photos/tjt195/30916171/
  • In other words, the way the group behaves mattersAs leaders of the future it is even more important to develop collective intelligence on purpose.
  • One of the greatest challenges we faced after both Christchurch earthquakes was to locate the areas where volunteers were most needed. The Student Army designed a mobile management system whereby residents could register their need for assistance via a free call number, text message service or website. Each job was examined and prioritised.In delegating team leaders to guide small crews to these sites the SVA cleared over 360,000 tonnes of liquefaction in over 75,000 volunteer working hours. The Facebook page now has over 25,000 followers and it continues to act as a platform to organise and coordinate volunteers and non-skilled labourers. Key points – social media connects people, self organised groups will develop and their energy should be valued, social responsibility is an expectation for future leaders. Volunteerism is on the rise.
  • Your challenges can be solved from around the globe. Freelancers are on the rise. In the US they even have a freelancers union so that self employed contractors have the benefit of such things as group health insurance.Crowdsourcing allows others to help you, and for you to reach beyond your own spheres of influence.InnoCentive uses prize competitions to solve major enterprise problems from the outside.According to Simon Schneider, general manager grand challenges and head of EMEA, this creates“a win-win for both the problem solvers and the enterprises with problems.” He cites the followingstatistics:■ Solver network: 250,000 registered solvers from 200 countries (with potential reach of millionsthrough strategic partners such as the Environmental Defense Fund, nature.com, PopularScience and The Economist).■ Challenges posted: more than 1,420 public challenges and thousands of internal employee focused challenges■ Award dollars posted: more than $35 million https://www.innocentive.com/Another crowdsourcing site, with a social responsibility theme is https://carrotmob.org/Carrotmob gives you the power to make businesses more sustainable. Instead of organizing boycotts, they offer to spend money as a group to support a business if the business agrees to make an improvement that we care about. NZ crowdsourcing sites include https://www.pledgeme.co.nz/
  • Crowdsourcing is also beginning to change the work of governmentsEarlier this year, the Finnish government enabled something called a “citizens’ initiative”, through which registered voters can come up with new laws – if they can get 50,000 of their fellow citizens to back them up within six months, then the Eduskunta (the Finnish parliament) is forced to vote on the proposal.Key themes: Feedback loops, faster turnaround, the rising force of community. Accountability, openness and transparency rule.
  • The power of networks is also shown in crowdfunding. This emerging trend will challenge the banking industry in the near future.Colombia is home to what is perhaps one of the largest crowdfunded buildings ever a 66-story skyscraper called BD Bacatá Downtown. As what its developers call "the first skyscraper built by famous common people," Bogota’s tallest building is rising with $145 million supplied by 3,000 investors. The project was conceived as an investment pitch to the entire city: "How could we turn a 853-foot building with an investment cost of $240 million into a product that is affordable to all?" ask the developers in a promotional video. "It is a simple but not easy idea: by dividing the skyscraper into thousands of identical parts called FiDis.”Another example in DC focuses on selling shares in commercial real estate for $100 each. Two brothers in real estate, tired of the control Wall Street exerted on investment capital, decided to ask the citizens of their own city to invest in commercial development projects. "Build the city you want to live in."
  • Outperformers are defined as organisations that surpass industry peers in revenue growth and productivity. These outperformers are more likely to partner and collaborate.
  • Technology has made it easier to pursue learning anywhere, anytime, any tool. There is an increase in online courses that are free (including MOOCs). Big organisations such as Harvard and MIT are combining to deliver some of these. The future will be made up of people with much more diverse learning experiences. When you employ people you will need to think about new and sophisticated ways of deciding who to employ because their qualifications and experience will be diverse.Employees in the future will be more likely to have hacked their own education. This means there will be alternative pathways to learning, decided on by students to meet their needs. Are you ready for DIY learners? How will you develop their talent in new ways, where their learning needs are personalised?
  • In today’s world teenagers don’t have the luxury of anonymity. They are connected. And so are you…
  • Corporate responsibility is critical – 88% of millennials said they will choose employers who have corporate social responsibility (CSR) values that reflect their own and 86% would consider leaving an employer if CSR values no longer matched their expectations
  • Privacy will become an increasing issue as we become more connected. So will the the increase in analytics and ‘big data’ that tracks your online behaviour. Leaders should be aware that the internet can narrow thinking by giving you more of the same information you have sought in the past, rather than generate diverse ideas.
  • High profile athletes are endorsing products using social media (and fallen foul of International Olympic Committee guidelines) and many are simply using it to talk directly to their home support. But for games organisers and team managers, it has become a new scenario for a potential public relations nightmare.
  • Walk out: Around 70 students left an economics class at Harvard University, claiming its curriculum has a one-sided conservative slant.Read more: http://www.dailymail.co.uk/news/article-2058319/Did-Harvard-economics-class-cause-financial-crisis-Students-walk-lecture.html#ixzz1df24nW9KContinued feedback loops mean organisations will need nimbleness to respond and a greater awareness of the ethics of being online. Your organisational and personal behaviour is amplified as never before. Transparency and openness matter.
  • Where we are heading and how it may affect your world of work.
  • This project is one of many challenges that we will face in the future, with technology being a key catalyst. Do you have an opinion? What do you believe in? What values and beliefs do you hold dear and how will these be reflected in your organisation?http://www.dailymail.co.uk/sciencetech/article-2175374/Russian-research-project-offers-immortality-billionaires--transplanting-brains-robot-bodies.html
  • Ethical leadership will continue to grow in importance as we are challenged as never before. It is up to us to develop leaders of the future who can cope with ethical dilemmas and create new possibilities that will help us thrive in the future.
  • So based on the future possibilities, and some of the trends highlighted in the Randstad World of Work Report, where would you place your organisation? What is your greatest strength and your greatest need?
  • Please join the conversation and email us with examples of trends in practice.
  • Transcript

    • 1. Navigating Leadership for the Future What are the most important capabilities you need to possess to be successful in the future? Dr Cheryl Doig
    • 2. http://www.flickr.com/photos/oceanflynn/2
    • 3. The world of possibilities…• MOOCs• 3d printing Which of these have• Haptics you heard of?• Nanotechnology Which of these have• Arab spring you had direct• BYOD/WYOD• Neuroleadership experience of?• Crowdsourcing Which one of these• Hacking your education might influence• Online worlds your business?• Augmented reality• Learning analytics
    • 4. ©Think Beyond Ltd 2011 Cartoon by David Fletcher
    • 5. Leading Through Connections• Empowering employees through values and ethics (Talent needs )• Creating open, collaborative environments• Engaging customers as individuals and respond To draw out the best from your with relevance and speed organisation you need to focus on…• Amplifying innovation with partnerships – from competition IBM Global CEO Study 2012
    • 6. Randstad World of Work Report 2012/13Increased performance and productivity andattracting talent are our biggest challenges• The changing nature of work• Engagement and collaboration• Blended workforces• Skilled knowledge workers as our fastest growing export• Increased competition, skill shortages
    • 7. Complexity of environments requires systems thinking, agility and aLeadership for An iterative farsight/nearsight combinationthe future model…We live inunique timesin unique Collaboration isplaces with key. Technologyunique people has changed the way this might happen. The ability to ‘unplug’ becomes increasingly important
    • 8. Self Regulation
    • 9. http://scoop.intel.com/what-happens-in-an-internet-minute/
    • 10. Interruptions every 10.5 minutesAnd then we need to get back into flowhttp://www.blogherald.com/2012/09/24/social-media- will-distract-you-at-work-infographic/
    • 11. Contextual
    • 12. • 90% of leading executives from 68 countries named multicultural leadership as their top management challenge -International Labor Union
    • 13. Cultural IntelligenceCultural intelligence (CQ) refers to the capabilityof individuals to function effectively inmulticultural contexts. Earley & Ang (2003) We tend to be more able to more readily decode the mental states of others in social groups closest to us; thus, relative to those outside the group, we would have an intra-cultural advantage. Ringleb, Rock, Conser - “NeuroLeadership in 2010”
    • 14. Han HanHow are youjoining thedemographicdots in yourorganisation?
    • 15. The best leaders:A Chinese Perspective• Are friends with their subordinates but make decisions on their own• Compete with their own direct reports and make sure they are better than others• Speak honestly, but take into account others status• Use indirect language and metaphors rather than get straight to the point• Avoid taking riskshttp://blogs.hbr.org/imagining-the-future-of-leadership/2010/05/bringing-the-global- mindset-to.html by Mansour Javidan
    • 16. The weaving of generations• changing mindset of the new generation.• flexible employment opportunities www.pwc.com/managingpeople2020
    • 17. Leadership without title
    • 18. Blended workforcesIn what ways can a flexiblyemployed workforcecreate real benefits forour organisation and itsclients maintaining: – Employee productivity – Team culture and communication• Drivers/Barriers• Action plan
    • 19. Collective IntelligenceExplains a groups performance on a wide variety of tasks Collective intelligence is not strongly correlated with the average of maximum individual intelligence of group membersFactors that were important: – average social sensitivity (the ability to read and understand the emotion of others) of group members, – the quality in distribution of conversational turn-taking. Ringleb, Rock, Conser - “NeuroLeadership in 2010”
    • 20. Over 360,000 tonnes of liquifaction shovelled Over 75,000 volunteer hours New ways of engaging…and of structure
    • 21. Crowdsourcing businesshttps://www.innocentive.com/ http://www.kickstarter.com/
    • 22. Crowdsourcing new lawshttp://gigaom.com/europe/online-crowdsourcing-can-now-help-build-new-laws-in-finland/
    • 23. The first skyscraper to be built by famous common peoplehttp://www.fastcoexist.com/1680635/a-crowdfunded-skyscraper-rises-in-colombia#1
    • 24. Outperformersare 28% more likelyto innovate withpartners thanunderperformers.IBM Global CEO study 2012
    • 25. Mentoring and coaching: Development ofa personalised approach talent as a continuous conversation Engagement What will successfulfuture leaders look like in Fast tracking ‘high our company? (as potentials’ - technicaldifferent from ‘positions’? skills and adaptive challenges
    • 26. Filter Bubble We need the internet to connect us all together. We need it to introduce us to new ideas and new people and differentCartoon by David Fletcher perspectives and it is©Think Beyond Ltd 2011 not going to do that if it leaves us all isolated in a web of one. Eli Parisier http://www.ted.com/talks/eli_pariser_beware_online_filter_bubbles.html
    • 27. London: the first social media Olympics Corporate social responsibility Shared value concept Sustainability in the workplace
    • 28. Influence Feedback loops amplificationhttp://www.dailymail.co.uk/news/article-2058319/Did-Harvard-economics-class-cause-financial-crisis-Students-walk-lecture.html#ixzz1df24nW9K
    • 29. The Awakening Global Brain• Real? - The internet of things – the supercombined web will be multisensory, invisible, pervasive and augmented• Text based? A move to visual and spoken word will change the nature of reading and writing• Private? - individuals tagged and behaviour predicted and channelled by technology• Workforce? – the rise of ‘steel collar’ workers
    • 30. http://www.dailymail.co.uk/sciencetech/article-2175374/Russian-research-project-offers-immortality-billionaires--transplanting-brains-robot-bodies.html
    • 31. The footprints that we leave now have a compelling impact on the next generation of leaders.
    • 32. From innocence to excellence1. Collaborating and partnering2. ‘Diverse’ talent leadership strategy3. Flexible work options4. Use of technologies to engage5. Looking outside your areas of expertise/industry/country to learn from others6. Corporate social responsibility and ethics7. Reputation and brand leadership attraction8. Strong workplace culture9. Ability to support innovators in your organisation10. An intentional career development matrix1= We don’t have anything in place 6 = We are a market leader in this area(Innocence) (Excellence)
    • 33. www.thinkbeyond.co.nzc.doig@thinkbeyond.co.nz Dr Cheryl Doig @cheryldoig With thanks to Randstad