Developing Resilience - Leading Talent in the 21st Century

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Why does resilience matter? Resilient leaders are capable of moving forward in the face of seemingly insurmountable obstacles, extracting more value from their teams and taking mistakes or failures and turning them into experiences that drive positive change for the future.

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Developing Resilience - Leading Talent in the 21st Century

  1. 1. Developing Resilience — Leading Talent in the 21st CenturyYou can listen to today’s webinar using your computer’s speakers or you may dial into the teleconference. If you would like to join the teleconference, please dial 1.408.600.3600 and enter access code 928 873 020 # You will be on hold until the seminar begins. #CLOwebinar
  2. 2. Developing Resilience —Leading Talent in the 21st Century Speaker: Sarah Le Roy Vice President, Talent Linkage Moderator: Kellye Whitney Managing Editor Chief Learning Officer magazine #CLOwebinar
  3. 3. Tools You Can Use• Q&A – Click on the Q&A panel (?) in the bottom right corner – Type in your question in the space provided – Click on “Send.” #CLOwebinar
  4. 4. Tools You Can Use• Polling – The poll will appear on the right side of your screen – Select the best option for each question – Click on “Submit” #CLOwebinar
  5. 5. Frequently Asked QuestionsWill I receive a copy of the webinar recording? YES Will I receive a copy of the slides? YES Please allow up to 2 business days to receive these materials #CLOwebinar
  6. 6. Developing Resilience —Leading Talent in the 21st Century Kellye Whitney Managing Editor Chief Learning Officer magazine #CLOwebinar
  7. 7. Developing Resilience —Leading Talent in the 21st Century Sarah Le Roy Vice President, Talent Linkage #CLOwebinar
  8. 8. Developing Resilience—Leading Talent in the 21st Century Sarah Le Roy Vice President, Talent
  9. 9. Bio Sarah Le Roy is Vice President of Talent at Linkage. Sarah joined Linkage following a 20 year career in the financial services, consulting, and technology businesses where she focused predominately on human capital and talent management engagements. Sarah has worked with leaders at all levels across a number of industries focused on driving business results through strategic talent management, action driven coaching, team building, and the development of innovative problem solving strategies. Sarah holds a BA from Williams College, and an SM from the Massachusetts Institute of Technology’s Sloan School of Management. Copyright © Linkage. All rights reserved. www.linkageinc.com 8
  10. 10. The statistics • According to a Mercer study, 32% of employees are ‘planning to leave’ their employers, versus only 19% two years ago. • According to Pricewaterhouse Coopers 14th Annual CEO Survey, 83% of the 1,200 CEOs surveyed globally plan to change their firm’s talent management strategy over the next 12 months. For 31%, these changes will be major. • The Towers Watson Talent Report found that 65% of companies are more concerned about the retention of critical skills and top performing employees now than they were before the economic crisis hit. And this percentage is growing. Copyright © Linkage. All rights reserved. www.linkageinc.com 9
  11. 11. What is resilience? Copyright © Linkage. All rights reserved. www.linkageinc.com 10
  12. 12. Resilience is… • The ability to recover from difficulties • The ability to move forward in the face of adversity • The ability to adapt to the ‘new normal’ and thrive Copyright © Linkage. All rights reserved. www.linkageinc.com 11
  13. 13. Why does resilience matter?• Resilient leaders are capable of moving forward in the face of seemingly insurmountable obstacles• Resilient people take failures and turn them into experiences that drive positive change for the future• Resilient leaders are fundamentally optimistic which in turn helps to create a ‘can do’ atmosphere• Resilient leaders help build organizational strength by enabling a culture that can flex in tough times Copyright © Linkage. All rights reserved. www.linkageinc.com 12
  14. 14. Resilience = Flexibility = Adaptability Copyright © Linkage. All rights reserved. www.linkageinc.com 13
  15. 15. The enemy is… • Compressed deadlines • Lack of decision making hierarchy • Fewer resources doing more work • Always on mentality • Opacity Resilience isn’t hard wired - it can be taught both individually AND systemically. Copyright © Linkage. All rights reserved. www.linkageinc.com 14
  16. 16. Why does resilience matter? • The ‘new’ normal is not static • The pace of change and innovation is just getting faster • Lack of resilient talent will result in higher rates of attrition • Organizations with high resilience quotients will be more successful Copyright © Linkage. All rights reserved. www.linkageinc.com 15
  17. 17. What does it mean to be a resilient organization? • Employees are engaged – trust is present • Leaders communicate what is going on internally and externally – clearly and often • There are sufficient resources to manage the workload • The culture enables and promotes flexibility • Culture is open to innovation and new ideas • Organization is a ‘learning organization’ Copyright © Linkage. All rights reserved. www.linkageinc.com 16
  18. 18. Polling Question - How Resilient is your Organization? Copyright © Linkage. All rights reserved. www.linkageinc.com 17
  19. 19. How to lead to resilience • Be very clear about setting expectations and defining parameters even in times of flux • Provide opportunities for further training or development – as the pace of work increases employees (and organizations) need to be on the same learning curve • Resilience is a ‘fancy’ word for continuous adaptability – building and leading for resilience is akin to leading and managing change on an ongoing basis • Put your most effective leaders at the forefront of the most difficult challenges – they will create resilient teams that can weather the turbulence • Put your most engaged, driven, resilient performers on the top priority work • $10,000 work not $10 work • Encourage sensible autonomy Copyright © Linkage. All rights reserved. www.linkageinc.com 18
  20. 20. Resilient teams work interdependently Copyright © Linkage. All rights reserved. www.linkageinc.com 19
  21. 21. The resilient leader gives…• People the knowledge that they can have some control or ability to influence their work and how they accomplish it• People the ability to prioritize and determine when and how their work gets done• Trust• But…requires accountability• Provides ‘air cover’ Copyright © Linkage. All rights reserved. www.linkageinc.com 20
  22. 22. Polling question - How good are your leaders at developing andleading for resilience? Copyright © Linkage. All rights reserved. www.linkageinc.com 21
  23. 23. Competencies of the resilient leader A Dream For thearound corners; doing the smart, Honesthing) (seeing Future Sees it Clearly right Perspective Achievability Believability Transferability Seeing it Creating A Developing A Flawless clearly – Vision Strategy Execution articulating it Strategy Steps in Point of View WWW&H describing Growth Execution and defining a What - POV vision Systems What you believe? Who – Work Profile When – Critical Path Where we are we headed? How – Work Breakdown Where we are now? How we are going to get there? Copyright © Linkage. All rights reserved. www.linkageinc.com 22
  24. 24. Strategies for building resiliency in your organization Understand the organization’s approach to change and understand how constant change has an effect on your people. A few things to consider: • Does your organization: Develop specific, actionable plans and strategies and consider the human impact of change or is your organization continually running behind the curve and just trying to keep up? • Does your organization: Recognize that individuals and teams are in ‘different’ places regarding change/failures/projects? (e.g. Those closest to change will be well in advance of those who are just getting brought on board) • Does your organization: Have consistent and transparent messaging around its initiative, especially those which require adaptability? • Does your organization: Actively coach, mentor, and develop its talent and monitor progress and engagement? Copyright © Linkage. All rights reserved. www.linkageinc.com 23
  25. 25. Fall down seven times….. Get up eight! Copyright © Linkage. All rights reserved. www.linkageinc.com 24
  26. 26. About Linkage Linkage works with leaders and leadership teams worldwide to build organizations that produce superior results. For over 25 years, we have delivered on this promise by strategically aligning leadership, talent, and culture within organizations globally. We do this by providing strategic consulting on leadership development and talent management topics and through our learning institutes, skill-building workshops, tailored assessment services, and executive coaching. Linkage is headquartered in Burlington, Massachusetts with operations in Atlanta, Boston, New York, San Francisco, St. Louis and outside the U.S. in Athens, Bangalore, Brussels, Buenos Aires, Hamilton, Hong Kong, Istanbul, Johannesburg, Kuala Lumpur, Kuwait City, Mexico City, Rome, Seoul, Shanghai, Singapore, Sydney, Vilnius. 781.402.5555 info@linkageinc.com www.linkageinc.com Copyright © Linkage. All rights reserved. www.linkageinc.com 25
  27. 27. Questions & Answers Sarah Le Roy Vice President, Talent Linkage #CLOwebinar
  28. 28. Join Our Next CLO WebinarThe Top 10 Tools to Measure Corporate Universities Thursday, August 9, 2012CLO Webinars start at 2 p.m. Eastern / 11 a.m. Pacific Register at www.clomedia.com/eventsJoin the CLO Network: http://network.clomedia.com/ #CLOwebinar

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