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The Evolution From Management From Leadership to Creativeship
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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....

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

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