Gsm grafton career evolution seminar


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Gsm grafton career evolution seminar

  1. 1. Career Evolution seminar
  2. 2. ©Grafton 2012 Lets face it There is absolutely no point……..
  3. 3. ©Grafton 2012 Lets face it There is absolutely no point…….. Doing professional development anywhere, unless you are clear on your personal value proposition!
  4. 4. ©Grafton 2012 Focus tonight 1. Managing your professional development 2. Creating your personal value proposition 3. How business education supports your employer or your CV
  5. 5. ©Grafton 2012 Changes over time / Why bother? Given change is now the constant for businesses…. based on your own experience, 1. What are the implications for organisations such as yours? 2. What are the consequences of this for leaders at the exec or C level and GM / middle management level? 3. What do leaders and managers need to be thinking, doing and saying differently as a result? (To be effective within this context?)
  6. 6. ©Grafton 2012 What the research says FUTURE FOCUS The “what” and “how” of development Horizontal and vertical development Each person owns development Collective leadership is spread throughout the network Based on the white paper “Future Trends in Leadership Development”, created by Nick Petrie of the Centre for Creative Leadership as an output of 1 year of study at Harvard Business School. It involved: 30 leadership experts from across academic, military, business were consulted, alongside the Harvard academic faculty. This was supplemented by more significant research projects undertaken by IBM with 1,500 CEOs etc.
  7. 7. ©Grafton 2012 Current state – Perpetual ‘whitewater’ GFC: The most recent global recession, which began in December 2007, has contributed to an environment that many interviewees believe is fundamentally different from that of 10 years ago. Backed up by an IBM study of over 1,500 CEOs…. These CEOs identified their number one concern as the growing complexity of their environments, with the majority of those CEOs saying that their organizations are not equipped to cope with this complexity.
  8. 8. ©Grafton 2012 Challenges for future leaders In addition to the above, the most common factors cited by interviewees as challenges for future leaders were: • Information overload • The interconnectedness of systems and business communities • The dissolving of traditional organizational boundaries • New technologies that disrupt old work practices • The different values and expectations of new generations entering the workplace • Increased globalization leading to the need to lead across cultures
  9. 9. ©Grafton 2012 More complex thinkers are needed Reflecting the changes in the environment, the competencies that will be most valuable to the future leader appear to be changing. The most common skills, abilities and attributes cited by interviewees were: • Adaptability • Self-awareness • Boundary spanning • Collaboration • Network thinking
  10. 10. ©Grafton 2012 The literature also supports this The need for future leaders to develop complex “thinking” abilities These manifest as adaptive competencies such as • Learning agility • Self-awareness (EQ) • Comfort with ambiguity • Strategic thinking Combine these with the importance of ownership of our own careers and self driven learning and you are in the right place this evening!!
  11. 11. ©Grafton 2012 Grafton’s experience of career coaching across industries with Auckland leaders and executives
  12. 12. ©Grafton 2012 Changes over time / Why bother? Assuming Auckland Business School delivers to the needs that…. 1. You have identified from your own experience as key for leaders 2. That Gerard has also heard first hand from coaching execs and leaders 3. Have been highlighted by the research as being critical for current and future leaders ……what difference could doing some professional development such as an MBA programme or post graduate diploma make to 1. You personally in your career? 2. Your team? 3. Your BU or organisation? Consider both short term (1 to 2 years) and longer term (5 to 10 years)
  13. 13. ©Grafton 2012 The Buying Cycle - Huthwaite Huthwaite was originally a behavioural research company, before moving into sales transformation. Their original ground breaking research in the early 1970’s into high performance behaviours of B2B sales people covered 30,000 observed sales meetings, across industries, across the world. This has since grown to 60,000 observed sales calls. The top 1 to 2% of high performing sales people sell aligned to the way customers buy. A key tool developed from their research was the sales funnel, which then became The Buying Cycle. For large scale or complex purchases this is the process that buyers go through in engaging suppliers or products or services. I provided a basic outline to The Buying Cycle – see next slide, and used my own example of buying a car to demonstrate the process steps buyers go through.
  14. 14. ©Grafton 2012 The Buying Cycle – Huthwaite In red – summary of the appropriate sales approach at each stage EXAMINE DIAGNOSE DIFFERENTIATE MINIMISE RISK DELIVER
  15. 15. ©Grafton 2012 Where are you at? Pair share. Based on your understanding of The Buying Cycle….. 1. Where are you at in the buying cycle regarding the decision to invest in further career enhancing professional development? 2. What do they need to think about now or questions do you need answered to be able to move onto the next stage of the cycle? 3. What actions will you take to get the input you need?
  16. 16. ©Grafton 2012 Improving you personal value proposition requires different ‘thinking’ Doing Difference Transactional Transforming From To From To
  17. 17. ©Grafton 2012 Thinking differently… “Greatness and near-sightedness are incompatible. Meaningful achievement depends on lifting one's sights and pushing toward the horizon.” ― Daniel H. Pink, Drive: The Surprising Truth About What Motivates Us
  18. 18. ©Grafton 2012 Describe a time you had a strong strategic view of the future direction of the business and how you sold others the bigger picture and made this view a reality? From The Buying Cycle, continuing the CAR analogy…. Context, challenge, risk and opportunity Actions, what was your role, how did you undertake this? Results, outcomes, what difference did you make?
  19. 19. ©Grafton 2012 Focus tonight – how we covered it 1. Managing your professional development – Why bother? This network, your experience, the research, our experience executive and career coaching, Auckland Uni Business School & The Buying Cycle 2. Creating your personal value proposition – Buying cycle, needs, value proposition, do to transform & CAR – focus on the difference you make 3. How business education supports your employer or your CV – WIIFM & your organisation + your value proposition.