Creativeship: <br />The Evolution from Management to Leadership to Creativeship<br />Presented by:<br />Bob Kelleher<br />...
Over the past 15 years, <br />I’ve learned that  <br />Employee Engagement<br />is the “Secret Sauce”<br />
The Cycle<br />Employee Engagement<br />Customer<br />Satisfaction<br />Profitable<br />Growth<br />
But Employee Engagement.Customer Satisfaction,and Profitable Growth are all Outcomes……<br />
Something is Missing<br />
Evolution of  Creativeship<br />Management<br />Leadership<br />Creativeship<br />
Management<br />In The early 1900’s Thru 1980’s<br />
You managed Work, Things, Data, and Process<br />
Leadership<br />In The 1990’s Thru 2000’s<br />
and made money…lots of it<br />You led people <br />
In 2010 and beyond…<br />The Era of Creativeship<br />
Creativeship:1. (noun) The Creation of Great and Sustainable Cultures and Business Models2. Made possible through a tenaci...
Creativeship is the New Leadership<br />
Purpose<br />Growth<br />Engagement<br />Creativeship<br />Branding<br />Performance<br />Innovation<br />
…before we get started<br />Best Practice<br />
Purpose<br />Purpose<br />Engagement<br />Growth<br />Creativeship<br />Performance<br />Branding<br />Innovation<br />
Purpose<br />It’s not just what you do,<br /> it’s why you do it<br />Performance <br />Innovation<br />Engagement<br />Pu...
“Provide choices for nurturing the body, the community, and the planet”<br />"To inspire and nurture the human spirit -- o...
“Tomorrow’s Companies will need to have the brains of a Business School Graduate…..<br />…and the heart of a Social Worker...
…increasingly true with Baby Boomers<br />Purpose<br />Performance <br />Innovation<br />Engagement<br />Branding<br />Gro...
…and Generation Y<br />Performance <br />Innovation<br />Engagement<br />Purpose<br />Branding<br />Growth<br />
“What is your Carbon Footprint?”<br />
“Commerce and justice must be linked. You can have profitable growth and be committed to the environment, your immediate c...
“Greed is Good”Gordon Gekko                          Wall Street<br />
Never Before in The History of Mankind<br />Has Greed Been Less Good<br />
Purpose<br />“Establish a CSR Task Team” <br />
Engagement<br />Creativeship<br />Performance <br />Engagement<br />Innovation<br />Purpose<br />Branding<br />Growth<br />
Definition of Employee Engagement<br />Well, its notEmployee Satisfaction<br />
Case Studies A, B, C, D <br />
Employee Potential<br />Company Performance<br />Employee Engagement:“Unlocking Employee Potential to Drive High Performan...
…but studies show few employees are highly engaged<br />19%<br />17%<br />Disengaged<br />Highly<br />Engaged<br />Workfor...
Large & mid-size companies
16 countries, 4 continents</li></li></ul><li>...and why be concerned?<br />
According to a recent Deloitte report…<br />   49% percent of employees are in the process of looking or plan to look for ...
Employee Engagement<br />“Establish a Communication Protocol” <br />
<ul><li>Preparation
Execution
Focus
Accountability</li></ul>Creativeship<br />Performance<br />Purpose<br />Engagement<br />Performance<br />Innovation<br />B...
Only 49% of employees believe their executives<br />create a work environment that drives high performance <br />Blessing ...
Create Cultures of Preparation<br />Purpose<br />Performance <br />Innovation<br />Engagement<br />Branding<br />Growth<br />
“Brace For Impact”<br />US Air PilotChesleyB. "Sully" Sullenberger<br />
Create Cultures of Execution<br />Performance <br />Innovation<br />Engagement<br />Purpose<br />Branding<br />Growth<br />
It is about 80% Executionand 20 % Strategy<br />Allan Leighton, Author of “On Leadership”<br />
Create Cultures of Accountability<br />Performance <br />Engagement<br />Purpose<br />Innovation<br />Branding<br />Growth...
Create Cultures of Focus<br />Performance <br />Innovation<br />Engagement<br />Purpose<br />Branding<br />Growth<br />
“I am as proud of those things we don’t do, as I am of those things we do !”<br />
Create Cultures of Accountability<br />Performance <br />Innovation<br />Engagement<br />Purpose<br />Growth<br />Branding...
Performance<br />Establish a “One In, One Out”<br />Mindset <br />
Cativeship<br />Innovation<br /><ul><li>Inclusion
Technology / Speed
Generational leverage</li></ul>Performance <br />Purpose<br />Innovation<br />Engagement<br />Growth<br />Branding<br />
“All great Ideas Are Obvious After The Fact”Ben Shapiro, Harvard Business School<br />
Create Cultures of<br />Inclusion<br />Performance <br />Engagement<br />Purpose<br />Growth<br />Innovation<br />Branding...
Over the years, we correctly linked Diversity with Equity<br />…but forgot to emphasis  Innovation<br />
Old Diversity ModelEquity<br />Work Background<br />Functional <br />Specialty<br />CommunicationStyle<br />Education<br /...
“There is a fine line, betweenChaos and Creation”<br />Paul McCartney<br /> It’s a Fine LineChaos and Creation in the Back...
“When New Technologies or Upstarts  Cause Great Companies to Fail”Clayton Christensen                         Harvard Busi...
Innovation<br />Disruptive Innovation<br />Commoditization<br />Performance<br />Time<br />
But we have a challenge...<br />
Creativity is unlearnedas we go through life*<br />#113<br />Laughter<br />98%<br />Creativity<br />#83<br />Questions<br ...
As businesses grow, so does bureaucracy…and we move from cultures ofwhy,towhy not, to because<br />
Leaders Need to Create a Culture of “Why Not?”<br />
Case Study <br />B E R Y L<br />Paul Spiegelman, CEO of BerylAuthor of  Why is Everyone Smiling?, The Secret Behind Passio...
Create Cultures of<br />Technology and Speed<br />Performance <br />Innovation<br />Engagement<br />Purpose<br />Growth<br...
“640K of memory should be enough for anybody.” a guy named bill gates, 1981 <br />
Create Innovation ThroughGenerational Leverage<br />Performance <br />Engagement<br />Purpose<br />Innovation<br />Growth<...
“We tell our clients, scrap your 30 second TV ad.  Let's do 200 online videos in two days..” <br />Key Word Search: Super ...
Case Study<br />
“Why I Work Here” Flip Video Contest<br />
Creativeship<br />Branding<br />Performance <br />Branding<br />Innovation<br />Engagement<br />Purpose<br />Growth<br />
Do You Know Why People Work for Your Firm?<br />
Employee Value Proposition (EVP) <br />A clear and compelling story –  Why Should People Work Here<br />Differentiate you ...
What do these companies have in common?<br />Tri brands –Product, Employees, Customers <br />
Brand Deliverers<br />Brand Believers<br />Brand Knowledge<br />Brand Awareness<br />The Holy Grail of Branding<br />
But Do You Know Who You Are?<br />
Help Wanted:Join Our Team:  We’re AutocraticOverly DirectiveSuper serious (no fun culture)Highly Structured<br />
Create Branding Opportunities via<br />Social Media<br />
600 million people<br />200 million people(sending out 110 million “tweets” a day)<br />90 million people <br />
Are you prepared?<br />29% of companies in the Americas and 25 % Asia Pacific have social media policies*<br />54% of CIOs...
** Robert Half</li></li></ul><li>Case Study<br />Zappo's CEO Tony Hsieh …<br /> has more than 1.7 million followers on Twi...
But...we have challenges...<br />
Who Sets Policy?<br />
Tri-branding and Socialization<br />Performance <br />Innovation<br />Engagement<br />Purpose<br />Growth<br />Branding<br />
Branding<br />1st step to determining your brand<br />
Growth<br /><ul><li>Globalization
Career Bursting</li></ul>Creativeship<br />Performance <br />Innovation<br />Engagement<br />Purpose<br />Growth<br />Bran...
Fixed Mindset<br />vsGrowth Mindset<br />AB <br />CNY<br />Molly Howard<br /> Jefferson HS in Louisville,  Kentucky<br />H...
Create Cultures of Globalization<br />Performance <br />Innovation<br />Engagement<br />Purpose<br />Growth<br />Branding<...
The World Is Flat<br />
1990<br />1980<br />1970<br />1960<br />1950<br />1940<br />1930<br />The future workforce will change   <br />4.5<br />4....
Market Penetration- 50 million<br />38 years<br />13 years<br />4 years<br />3 years<br />2 years<br />
Evolve or perish<br />Local<br />Regional<br />National<br />Global<br />
Create Cultures of<br />Career Bursting<br />Performance <br />Innovation<br />Engagement<br />Purpose<br />Growth<br />Br...
Traditional Hierarchical Movement<br />Traditional<br />Climb the Ladder<br />Movement<br />Upward<br />
…the average tenure of Gen Y is 20 months<br />
…let them quit their job, but stay with your company<br />
Think of a New Career Model<br />
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The Evolution From Management From Leadership to Creativeship

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We’ve evolved from Management to Leadership, and now need to evolve to Creativeship, defined as the necessity to create an organizational culture that can compete and thrive in this new era.

The combination of technological advances (including social media), globalization, shifting economic drivers, government intervention, vastly different motivational drivers within different generations, and the emergence of social responsibility is leading to a pronounced shift in the definition of leadership.

Over the past 25 years, we have seen the shift from managing things, data, process (management) to leading people (leadership).

Going forward, leaders will now need to focus on Creativeship – defined as creating sustainable cultures.

This presentation will push you to think differently on how best to flourish in this era of speed, technological advances, and innovation.

Key take-a-way points include:

* Why you need to link your employment brand to your product or service brand
* Importance of thinking global
* Why and how to leverage social media
* Best practices to boost innovation, speed, technology, engagement, purpose, inclusion, collaboration, and engagement

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Transcript of "The Evolution From Management From Leadership to Creativeship"

  1. 1. Creativeship: <br />The Evolution from Management to Leadership to Creativeship<br />Presented by:<br />Bob Kelleher<br />President and Founder<br />The Employee Engagement Group<br />www.EmployeeEngagement.com<br />http://www.facebook.com/monsterww<br /> @monster_works<br />@monsterww<br />http://www.monsterthinking.com/<br />http://www.youtube.com/user/MonsterVideoVault<br />
  2. 2. Over the past 15 years, <br />I’ve learned that <br />Employee Engagement<br />is the “Secret Sauce”<br />
  3. 3. The Cycle<br />Employee Engagement<br />Customer<br />Satisfaction<br />Profitable<br />Growth<br />
  4. 4. But Employee Engagement.Customer Satisfaction,and Profitable Growth are all Outcomes……<br />
  5. 5. Something is Missing<br />
  6. 6. Evolution of Creativeship<br />Management<br />Leadership<br />Creativeship<br />
  7. 7. Management<br />In The early 1900’s Thru 1980’s<br />
  8. 8. You managed Work, Things, Data, and Process<br />
  9. 9. Leadership<br />In The 1990’s Thru 2000’s<br />
  10. 10. and made money…lots of it<br />You led people <br />
  11. 11. In 2010 and beyond…<br />The Era of Creativeship<br />
  12. 12. Creativeship:1. (noun) The Creation of Great and Sustainable Cultures and Business Models2. Made possible through a tenacious focus on Purpose, Engagement, Performance, Innovation, Branding, and Growth <br />
  13. 13. Creativeship is the New Leadership<br />
  14. 14. Purpose<br />Growth<br />Engagement<br />Creativeship<br />Branding<br />Performance<br />Innovation<br />
  15. 15. …before we get started<br />Best Practice<br />
  16. 16. Purpose<br />Purpose<br />Engagement<br />Growth<br />Creativeship<br />Performance<br />Branding<br />Innovation<br />
  17. 17. Purpose<br />It’s not just what you do,<br /> it’s why you do it<br />Performance <br />Innovation<br />Engagement<br />Purpose<br />Branding<br />Growth<br />
  18. 18. “Provide choices for nurturing the body, the community, and the planet”<br />"To inspire and nurture the human spirit -- one person, one cup, and one neighborhood at a time."<br />
  19. 19.
  20. 20. “Tomorrow’s Companies will need to have the brains of a Business School Graduate…..<br />…and the heart of a Social Worker”<br />Thomas Friedman “The World is Flat”<br />
  21. 21. …increasingly true with Baby Boomers<br />Purpose<br />Performance <br />Innovation<br />Engagement<br />Branding<br />Growth<br />
  22. 22.
  23. 23. …and Generation Y<br />Performance <br />Innovation<br />Engagement<br />Purpose<br />Branding<br />Growth<br />
  24. 24. “What is your Carbon Footprint?”<br />
  25. 25. “Commerce and justice must be linked. You can have profitable growth and be committed to the environment, your immediate community, and social justice abroad. <br /> Jeff Swartz, CEO The Timberland Company<br />
  26. 26. “Greed is Good”Gordon Gekko Wall Street<br />
  27. 27. Never Before in The History of Mankind<br />Has Greed Been Less Good<br />
  28. 28. Purpose<br />“Establish a CSR Task Team” <br />
  29. 29. Engagement<br />Creativeship<br />Performance <br />Engagement<br />Innovation<br />Purpose<br />Branding<br />Growth<br />
  30. 30. Definition of Employee Engagement<br />Well, its notEmployee Satisfaction<br />
  31. 31. Case Studies A, B, C, D <br />
  32. 32. Employee Potential<br />Company Performance<br />Employee Engagement:“Unlocking Employee Potential to Drive High Performance”<br />Employee Engagement<br />A Mutual Commitment<br />…resulting in the capture of Discretionary Effort<br />
  33. 33. …but studies show few employees are highly engaged<br />19%<br />17%<br />Disengaged<br />Highly<br />Engaged<br />Workforce Engagement Levels<br />64%<br />Moderately<br />Engaged<br />Towers Watson <br /><ul><li>86000 people worldwide
  34. 34. Large & mid-size companies
  35. 35. 16 countries, 4 continents</li></li></ul><li>...and why be concerned?<br />
  36. 36. According to a recent Deloitte report…<br /> 49% percent of employees are in the process of looking or plan to look for new employment over the next 12 months<br />And 63%of Generation X plan on changing jobs over the next 12 months<br />Deloitte 2009 Human Capital Report“Managing Talent in a Turbulent Economy<br />
  37. 37. Employee Engagement<br />“Establish a Communication Protocol” <br />
  38. 38. <ul><li>Preparation
  39. 39. Execution
  40. 40. Focus
  41. 41. Accountability</li></ul>Creativeship<br />Performance<br />Purpose<br />Engagement<br />Performance<br />Innovation<br />Branding<br />Growth<br />
  42. 42. Only 49% of employees believe their executives<br />create a work environment that drives high performance <br />Blessing White Employee Engagement 2011 Report<br />
  43. 43. Create Cultures of Preparation<br />Purpose<br />Performance <br />Innovation<br />Engagement<br />Branding<br />Growth<br />
  44. 44. “Brace For Impact”<br />US Air PilotChesleyB. "Sully" Sullenberger<br />
  45. 45. Create Cultures of Execution<br />Performance <br />Innovation<br />Engagement<br />Purpose<br />Branding<br />Growth<br />
  46. 46. It is about 80% Executionand 20 % Strategy<br />Allan Leighton, Author of “On Leadership”<br />
  47. 47. Create Cultures of Accountability<br />Performance <br />Engagement<br />Purpose<br />Innovation<br />Branding<br />Growth<br />
  48. 48.
  49. 49. Create Cultures of Focus<br />Performance <br />Innovation<br />Engagement<br />Purpose<br />Branding<br />Growth<br />
  50. 50. “I am as proud of those things we don’t do, as I am of those things we do !”<br />
  51. 51. Create Cultures of Accountability<br />Performance <br />Innovation<br />Engagement<br />Purpose<br />Growth<br />Branding<br />
  52. 52.
  53. 53. Performance<br />Establish a “One In, One Out”<br />Mindset <br />
  54. 54. Cativeship<br />Innovation<br /><ul><li>Inclusion
  55. 55. Technology / Speed
  56. 56. Generational leverage</li></ul>Performance <br />Purpose<br />Innovation<br />Engagement<br />Growth<br />Branding<br />
  57. 57. “All great Ideas Are Obvious After The Fact”Ben Shapiro, Harvard Business School<br />
  58. 58. Create Cultures of<br />Inclusion<br />Performance <br />Engagement<br />Purpose<br />Growth<br />Innovation<br />Branding<br />
  59. 59.
  60. 60. Over the years, we correctly linked Diversity with Equity<br />…but forgot to emphasis Innovation<br />
  61. 61. Old Diversity ModelEquity<br />Work Background<br />Functional <br />Specialty<br />CommunicationStyle<br />Education<br />Age<br />Generational<br />Sexual<br />orientation<br />Race/<br />Ethnic Heritage<br />ParentalStatus<br />Income<br />New Inclusion Model:Innovation<br />Physicalabilities/qualities<br />ReligiousBeliefs<br />Organizational Role & Level<br />Culture<br />Gender<br />Military Experience<br />GeographicLocation<br />Thinking <br />Styles<br />
  62. 62. “There is a fine line, betweenChaos and Creation”<br />Paul McCartney<br /> It’s a Fine LineChaos and Creation in the Backyard, 2005, <br />
  63. 63. “When New Technologies or Upstarts Cause Great Companies to Fail”Clayton Christensen Harvard Business School<br />
  64. 64. Innovation<br />Disruptive Innovation<br />Commoditization<br />Performance<br />Time<br />
  65. 65. But we have a challenge...<br />
  66. 66. Creativity is unlearnedas we go through life*<br />#113<br />Laughter<br />98%<br />Creativity<br />#83<br />Questions<br />#65<br />#41<br />32%<br />#11<br />Frequency<br />#6<br />2%<br />0<br />5<br />8<br />Age<br />Retirement<br />44<br />* What a Great Idea Chic Thompson<br />
  67. 67. As businesses grow, so does bureaucracy…and we move from cultures ofwhy,towhy not, to because<br />
  68. 68.
  69. 69. Leaders Need to Create a Culture of “Why Not?”<br />
  70. 70. Case Study <br />B E R Y L<br />Paul Spiegelman, CEO of BerylAuthor of Why is Everyone Smiling?, The Secret Behind Passion, Productivity and Profit, (2007, Brown Books Publishing). <br />
  71. 71. Create Cultures of<br />Technology and Speed<br />Performance <br />Innovation<br />Engagement<br />Purpose<br />Growth<br />Branding<br />
  72. 72. “640K of memory should be enough for anybody.” a guy named bill gates, 1981 <br />
  73. 73.
  74. 74. Create Innovation ThroughGenerational Leverage<br />Performance <br />Engagement<br />Purpose<br />Innovation<br />Growth<br />Branding<br />
  75. 75. “We tell our clients, scrap your 30 second TV ad. Let's do 200 online videos in two days..” <br />Key Word Search: Super Bowl Ad<br />Wieden+Kennedy, 2011 Fast Company<br />
  76. 76.
  77. 77. Case Study<br />
  78. 78. “Why I Work Here” Flip Video Contest<br />
  79. 79. Creativeship<br />Branding<br />Performance <br />Branding<br />Innovation<br />Engagement<br />Purpose<br />Growth<br />
  80. 80. Do You Know Why People Work for Your Firm?<br />
  81. 81. Employee Value Proposition (EVP) <br />A clear and compelling story – Why Should People Work Here<br />Differentiate you from your “competitors”<br />Engage existing employees<br />Encourages those who should work for you to FIND YOU<br />
  82. 82. What do these companies have in common?<br />Tri brands –Product, Employees, Customers <br />
  83. 83. Brand Deliverers<br />Brand Believers<br />Brand Knowledge<br />Brand Awareness<br />The Holy Grail of Branding<br />
  84. 84. But Do You Know Who You Are?<br />
  85. 85. Help Wanted:Join Our Team: We’re AutocraticOverly DirectiveSuper serious (no fun culture)Highly Structured<br />
  86. 86. Create Branding Opportunities via<br />Social Media<br />
  87. 87. 600 million people<br />200 million people(sending out 110 million “tweets” a day)<br />90 million people <br />
  88. 88. Are you prepared?<br />29% of companies in the Americas and 25 % Asia Pacific have social media policies*<br />54% of CIOs from companies with 100 or more employees completely block employees from accessing social media sites**<br />50% of CFOs say that their concern about social media is “employees wasting their time”**<br /><ul><li>Manpower
  89. 89. ** Robert Half</li></li></ul><li>Case Study<br />Zappo's CEO Tony Hsieh …<br /> has more than 1.7 million followers on Twitter <br />encourages employees to update their Twitter and Facebook feeds throughout the workday<br />
  90. 90. But...we have challenges...<br />
  91. 91. Who Sets Policy?<br />
  92. 92.
  93. 93.
  94. 94. Tri-branding and Socialization<br />Performance <br />Innovation<br />Engagement<br />Purpose<br />Growth<br />Branding<br />
  95. 95.
  96. 96.
  97. 97. Branding<br />1st step to determining your brand<br />
  98. 98. Growth<br /><ul><li>Globalization
  99. 99. Career Bursting</li></ul>Creativeship<br />Performance <br />Innovation<br />Engagement<br />Purpose<br />Growth<br />Branding<br />
  100. 100. Fixed Mindset<br />vsGrowth Mindset<br />AB <br />CNY<br />Molly Howard<br /> Jefferson HS in Louisville, Kentucky<br />Heath Brothers, Switch<br />
  101. 101. Create Cultures of Globalization<br />Performance <br />Innovation<br />Engagement<br />Purpose<br />Growth<br />Branding<br />
  102. 102. The World Is Flat<br />
  103. 103. 1990<br />1980<br />1970<br />1960<br />1950<br />1940<br />1930<br />The future workforce will change <br />4.5<br />4.0<br />3.5<br />The Boom Years: 1946-1964<br />Birth in Millions<br />3.0<br />The Bust Years: 1965-1980<br />2.5<br />2.0<br />Source: U.S. Census Bureau International Data Base <br />C<br />
  104. 104. Market Penetration- 50 million<br />38 years<br />13 years<br />4 years<br />3 years<br />2 years<br />
  105. 105. Evolve or perish<br />Local<br />Regional<br />National<br />Global<br />
  106. 106. Create Cultures of<br />Career Bursting<br />Performance <br />Innovation<br />Engagement<br />Purpose<br />Growth<br />Branding<br />
  107. 107.
  108. 108. Traditional Hierarchical Movement<br />Traditional<br />Climb the Ladder<br />Movement<br />Upward<br />
  109. 109.
  110. 110.
  111. 111. …the average tenure of Gen Y is 20 months<br />
  112. 112. …let them quit their job, but stay with your company<br />
  113. 113. Think of a New Career Model<br />
  114. 114. Your New Organizational Model<br />Career Bursting<br />Climb the Ladder<br />Job Rotation<br />Career Deceleration<br />Job Creation<br />Movement<br />Upward<br />Horizontal<br />Downward<br />Within<br />
  115. 115. Company ABC Job Description<br />
  116. 116. Job Grades<br />
  117. 117. Successful Firms Shift The Focus From What People Must Do To What People Can Do<br />Are your current policies<br /> obstacles or gateways of creativity?<br />
  118. 118. Growth<br />Introduce Career Bursting<br />During your Performance Appraisal Process<br />
  119. 119. ….do you still think<br />leadership is justabout leading people<br />Purpose<br />Globalization<br />Technology <br />& Speed<br />Growth<br />Engagement<br />Preparation<br />Execution<br />Career<br />Bursting<br />Creativeship<br />Inclusion<br />Branding<br />Performance<br />Career<br />Bursting<br />Socialization<br />Innovation<br />Generational<br />Leverage<br />Transparent <br />Communication<br />Sustainability<br />
  120. 120. Questions<br />Thanks for Listening…<br />Bob KelleherThe Employee Engagement Group<br />www.EmployeeEngagement.com<br />

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