Agility: Develop Managers for a Complex World
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    Agility: Develop Managers for a Complex World Agility: Develop Managers for a Complex World Presentation Transcript

    • Developing Managers for a Complex World: Why Thinking Agility is Critical to the Success of Leaders© Herrmann Global 2013
    • Today’s Agenda • Introductions • Today’s business environment • Implications on Mark Barrett, COO organizations & leadersHerrmann International • How to navigate • The missing element • Next steps Orin Salas, VP SalesHerrmann International © Herrmann Global 2013
    • How would you characterize today’s business environment?© Herrmann Global 2013
    • • Volatile • Uncertain • Complex VUCA • Ambiguous Coined by the US Army War College© Herrmann Global 2013
    • Complicated Complex© Herrmann Global 2013
    • Why is this? • Speed of innovation • Expanding global markets • Digital revolution • Efficiencies • Ever increasing, extensive knowledge • Talent shortage – talent diversity© Herrmann Global 2013
    • What are the implications for your Leaders? Leadership was defined as… Today leadership is defined… A Position A Process Functional orientation Boundary-less orientation Happens at the top Throughout the organization Rewarded for being a star Success of others Independent decision making Interdependent decision makingDevelop via individual competencies Develop via groups & networks Power lies in position Collaborative Competitive Feeling & emotional Stay the course strategy Emergent/flexible strategy Sells their opinion Inquires for buy-in Source: Center for Creative Leadership © Herrmann Global 2013
    • What are the implications for the organization: Survive & Prosper or Wither & Die?© Herrmann Global 2013
    • In today’s world, what is the core leadership capability that is needed?© Herrmann Global 2013
    • © Herrmann Global 2013
    • EXERCISE: In today’s complex world, what do you think leaders need to be able to do? Check all that apply. Proficiently move, change, and  Enjoy getting through in deep evolve with the organization end of problems Creative thinkers with a deep sense  Move quickly, remaining both, of purpose nimble and responsive Propensity and ability to move into  Think and draw conclusions action, make decisions, and quickly implement, which results in greater  Run within shifting policies, learning regulations, mandates, budgets, priorities with changing missions Actively engage stakeholders and charters Not average employee -“seek pain  Change tactics or direction to learn” quickly –to anticipate, adapt to, Expand knowledge; question status and react decisively to events in quo the business environment Migrates to challenges; thrive off of  Modify to circumstances solving difficult problems Source: Forbes.com article, June 2012, Agility: The Ingredient That Will Define The Next Generation of Leadership © Herrmann Global 2013
    • So, how do you develop leadership agility in your managers?© Herrmann Global 2013
    • The Typical Leadership Agility Assumption Development Improvement of skills, in Leadership knowledge, Agility and behavior Source: People & Strategy, 2010,“Leadership Agility: A Business Imperative for a VUCA World” © Herrmann Global 2013
    • After all the actions you are taking, why does agility still come up short in your leaders?Development Improvement of skills, Missing in Leadership knowledge, Element Agilityand behavior © Herrmann Global 2013
    • The Development of Leadership Agility Reality Development Improvement of skills, in Leadership knowledge, Agility and behavior© Herrmann Global 2013
    • Thinking is the Catalyst for Leadership Agility.© Herrmann Global 2013
    • And there is a lot to think about….© Herrmann Global 2013
    • What theleader isthinking,and theirfocus, canbe differentfrom… …what you and the organization is thinking and their focus. © Herrmann Global 2013
    • Whole Brain® ROI Scoreboard Check the 8 items that receive the least attention from your leaders.  Efficiency  Innovation  Financials  Environment  Technology  Future Trends  Past trends  New Concepts  Performance Analysis  National – World Issues  Critical Indicators  Vision – Purpose  Goals – Objectives  Long-term Strategy  Regulations – Legal  People Development  Safety – Risk Reduction  Teams – Relationships  Quality – Perfection  Community Relations  Critical Resources  Customer Relations  Control  Communications  Timing  Culture – Values  Policies  Recognition© Herrmann Global 2013
    • Whole Brain® ROI Scoreboard Circle the 8 items that receive the most attention from your leaders.  Efficiency  Innovation  Financials  Environment  Technology  Future Trends  Past trends  New Concepts  Performance Analysis  National – World Issues  Critical Indicators  Vision – Purpose  Goals – Objectives  Long-term Strategy  Regulations – Legal  People Development  Safety – Risk Reduction  Teams – Relationships  Quality – Perfection  Community Relations  Critical Resources  Customer Relations  Control  Communications  Timing  Culture – Values  Policies  Recognition© Herrmann Global 2013
    • Analysis of Leaders Least vs. Most Attention Critical Scorecard Elements  Efficiency – Speed  Innovation – Creativity  Financials – Costs – ROI  Environment – Competition  Technology  Future Trends  Past Trends  New Concepts & Products  Performance Analysis  National – Global Issues  Critical Indicators  Vision – Purpose  Goals – Objectives  Long-Term Strategy  Regulations – Legal  People Development  Safety – Security – Risk Mgt.  Teams – Collaboration  Quality – Perfection  Community Relations  Critical Resources  Customer Relations  Control  Communications  Timing  Culture – Values  Execution  Recognition Whole Brain® and the four color, 4 quadrant graphic is a trademark of Herrmann Global. © Herrmann Global 2013. © Herrmann Global 2013
    • Agility is the ability to think about it all….. D. Focused on A. Focused on innovative, numbers and creative solutions, results, using considers long term analysis, using needs, anticipates logic, data and unrealized needs technology B. Focused on C. Focused on following the steps effective including effective collaboration and planning, communication execution, and with customers, follow through leaders and colleagues Whole Brain® and the four color, 4 quadrant graphic is a trademark of Herrmann Global. © Herrmann Global 2013. © Herrmann Global 2013
    • © Herrmann Global 2013
    • Leadership Agility: It’s all in the THINKING.Development Improvement of skills, in Leadership knowledge, Agilityand behavior Whole Brain® and the four color, 4 quadrant graphic is a trademark of Herrmann Global. © Herrmann Global 2013. © Herrmann Global 2013
    • Case Study: Cirque du Soleil Business Issues: • Drive leadership development and effectiveness • Improve decision making • Assemble high-performing teams Results: • A better understanding of interdependencies • A greater openness about different thinking styles in the organization • Increased team effectiveness • Leaders benefit from a unique understanding of the thinking style each team member brings to the fore.© Herrmann Global 2013
    • “The approach was very appreciated from senior managers, it’s very useful for this organization to understand where our thinkingpreferences are in order to realign or understand our differences.” “We will have different thinking preferences in production vs. creative vs. corporate. The Whole Brain® Thinking concept is very powerful, and the trends are very important to acknowledge and accept.” - France Dufresne, Director for Organizational Development and Training at Cirque © Herrmann Global 2013
    • Case Study: IBM Business Issues: • Drive leadership development and effectiveness • Accelerate global new leader development • Decrease costs while maintaining learning quality and outcomes Results: • Reduced training delivery costs • Improved entry- and exit-level participant knowledge • Increased time available for business- focused application activities© Herrmann Global 2013
    • “To be truly global requires that all IBMers be culturally adaptable in all its forms, this extends beyond just understanding our cultural diversity to using this diversity to extend that competitive advantage. Whole brain® Thinking allows us to understand, appreciate, and most importantly, leverage the diversity of thought that naturally exists in our company.“ - Rich DeSerio, Manager of the IBM Leadership Development Programs Global Design Team© Herrmann Global 2013
    • Why is it so difficult to find and develop agile leaders? Organizational Level • Lack of management practices that foster collaboration due to traditional focus on individuals to the exclusion of groups • Lack of time for coaching, training and development, even when it is planned and budgeted for • Business imperatives that require more risk taking and innovation when a fear of failure still pervades in the culture • Managing and leading up to four generations in the workplace, each of which requires a differentiated leadership style© Herrmann Global 2013
    • Are you experiencing any of these? Individual Level • Workplace stress and information overload • Ever increasing workload with no end in sight • Role complexity and “bundling” with no time to adjust definition or expectations • Challenges leading cognitively diverse teams effectively in virtual environments • Change fatigue creating an attitude of “why bother—it’ll just change again anyway” • __________________ • __________________ • __________________© Herrmann Global 2013
    • Is it impossible to find or grow agile leaders? Forbes estimates that only about 10 % of today’s employees having the appropriate levels of “leadership agility” that is needed.© Herrmann Global 2013
    • What are you most focused on? D. Focused on A. Focused on innovative, numbers and creative solutions, results, using considers long term analysis, using needs, anticipates logic, data and unrealized needs technology B. Focused on C. Focused on steps including effective effective planning, collaboration and execution, and communication follow through with customers, leaders and colleagues Whole Brain® and the four color, 4 quadrant graphic is a trademark of Herrmann Global. © Herrmann Global 2013.© Herrmann Global 2013
    • What are your leaders most focused on?• A clear common purpose, goals and • Vision of a successful future performance objectives • An idea of how the work fits into the• An understanding of finance and larger organizational strategy budget • A willingness to take risks• All the data and research that is needed • New ideas and solutions that challenge• Technology that can support goals the status quo• Clear measurements and analysis • An idea on how the organization fits into the big picture and global perspective• Guidelines, agendas and ground rules •• Uses intuition to build each interpersonal An understanding of relationships and to help use time together effectively manage emotional issues dynamics• Resources needed •• Demonstrates empathy and good Making facilitation skills available• Agreed upon processes • communication skills with customers of An understanding and appreciation• Clear priorities, a plan and a timeline and colleagues customers, associates and stakeholders• Clear responsibilities and •• Possesses refined listeningeffective Clear design of roles and and accountabilities observation skills that build stronger interaction • relationships with customers Agreements on how to communicate • Genuine interest in all types of people internally and externally • Collaboration and ability to manage complex interpersonal situations Whole Brain® • Team oriented with customers and peers and the four color, 4 quadrant graphic is a trademark of Herrmann Global. © Herrmann Global 2013. © Herrmann Global 2013
    • What do you want your leaders to be most focused on?• A clear common purpose, goals and • Vision of a successful future performance objectives • An idea of how the work fits into the• An understanding of finance and larger organizational strategy budget • A willingness to take risks• All the data and research that is needed • New ideas and solutions that challenge• Technology that can support goals the status quo• Clear measurements and analysis • An idea on how the organization fits into the big picture and global perspective• Guidelines, agendas and ground rules •• Uses intuition to build each interpersonal An understanding of relationships and to help use time together effectively manage emotional issues dynamics• Resources needed •• Demonstrates empathy and good Making facilitation skills available• Agreed upon processes • communication skills with customers of An understanding and appreciation• Clear priorities, a plan and a timeline and colleagues customers, associates and stakeholders• Clear responsibilities and •• Possesses refined listeningeffective Clear design of roles and and accountabilities observation skills that build stronger interaction • relationships with customers Agreements on how to communicate • Genuine interest in all types of people internally and externally • Collaboration and ability to manage complex interpersonal situations Whole Brain® • Team oriented with customers and peers and the four color, 4 quadrant graphic is a trademark of Herrmann Global. © Herrmann Global 2013. © Herrmann Global 2013
    • What is your organization most focused on? D. Focused on A. Focused on innovative, numbers and creative solutions, results, using considers long term analysis, using needs, anticipates logic, data and unrealized needs technology B. Focused on C. Focused on following the steps effective including effective collaboration and planning, communication execution, and with customers, follow through leaders and colleagues Whole Brain® and the four color, 4 quadrant graphic is a trademark of Herrmann Global. © Herrmann Global 2013. © Herrmann Global 2013
    • What do you want your organization to be most focused on?• A clear common purpose, goals and • Vision of a successful future performance objectives • An idea of how the work fits into the• An understanding of finance and larger organizational strategy budget • A willingness to take risks• All the data and research that is needed • New ideas and solutions that challenge• Technology that can support goals the status quo• Clear measurements and analysis • An idea on how the organization fits into the big picture and global perspective• Guidelines, agendas and ground rules •• Uses intuition to build each interpersonal An understanding of relationships and to help use time together effectively manage emotional issues dynamics• Resources needed •• Demonstrates empathy and good Making facilitation skills available• Agreed upon processes • communication skills with customers of An understanding and appreciation• Clear priorities, a plan and a timeline and colleagues customers, associates and stakeholders• Clear responsibilities and •• Possesses refined listeningeffective Clear design of roles and and accountabilities observation skills that build stronger interaction • relationships with customers Agreements on how to communicate • Genuine interest in all types of people internally and externally • Collaboration and ability to manage complex interpersonal situations Whole Brain® • Team oriented with customers and peers and the four color, 4 quadrant graphic is a trademark of Herrmann Global. © Herrmann Global 2013. © Herrmann Global 2013
    • How do you and your leaders get in alignment? © Herrmann Global 2013
    • Whole Brain® Thinking Model Whole Brain® and the four color, 4 quadrant graphic is a trademark of Herrmann Global. © Herrmann Global 2013.© Herrmann Global 2013
    • So, you may be asking, what are the next steps?© Herrmann Global 2013
    • Develop Whole Brain® Managers as part of your Leadership Development Strategy Learn how to: • Apply Whole Brain® Thinking to a business challenge • Leverage your thinking preferences at work • Use Whole Brain® Thinking in coaching • Communicate in a Whole Brain® approach • Use Whole Brain Decision Making Model ™ • Become a Whole Brain Problem Solver™ • Develop a Whole Brain® Team Whole Brain® and the four color, 4 quadrant • Think like your client graphic is a trademark of Herrmann Global. © Herrmann Global 2013. • Handle difficult interactions with Whole Brain® Thinking © Herrmann Global 2013
    • Whole Brain Decision Making Model ™ Whole Brain® and the four color, 4 quadrant graphic is a trademark of Herrmann Global. © Herrmann Global 2013.© Herrmann Global 2013
    • The ROI of a Whole Brain® ManagerA DReturn on Return onInvestment Leadership IdeasReturn on Agility Return onImplementation InteractionB C Whole Brain® and the four color, 4 quadrant graphic is a trademark of Herrmann Global. © Herrmann Global 2013.© Herrmann Global 2013
    • Any Leader, in any type of organization and industry, can improve their agility and become a Whole Brain® Manager. better results through better thinking Originators of Whole Brain® Technology and Creators of the Herrmann Brain Dominance Instrument® (HBDI®) www.HerrmannSolutions.com © Herrmann Global 2013