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Mastering the Art of Management and Leadership

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Slides from Onetest's webinar presentation on 20 February 2013, with guest presenter Josh Mackenzie from Development Beyond Learning (DBL).

Slides from Onetest's webinar presentation on 20 February 2013, with guest presenter Josh Mackenzie from Development Beyond Learning (DBL).

Published in: Business

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  • 1. WelcomeWebinar: Mastering the Art ofManagement and LeadershipJosh Mackenzie, Managing Director Can’t hear? Phone: 02 8518 1927 and enter the Access code: 863 034 764
  • 2. With truth comes clarity» Over 10 years experience helping organisations find and nurture truly talented people with psychometric tests: » Employee retention » Workplace safety » Productivity » Employee engagement » Workplace reliability » Leadership development » Organisational culture » Graduate and bulk recruitment Can’t hear? Phone: 02 8518 1927 and enter the Access code: 863 034 764
  • 3. Satisfied clients» Our unique approach to HR, the service standards we uphold and the results we achieve have drawn praise from many quarters. Can’t hear? Phone: 02 8518 1927 and enter the Access code: 863 034 764
  • 4. Mastering the Art of Management and LeadershipPresented by Josh MackenzieManaging Director, DBL 1
  • 5. The BIGquestion ... What does it take to succeedas a manager or leader today? 2
  • 6. A bit about myself... 3
  • 7. A bit about myself... 4
  • 8. A bit about myself... 5
  • 9. A bit about myself... 6
  • 10. A bit about myself... 7
  • 11. A bit about myself... 8
  • 12. A bit about DBL...DBL specialises in professional and leadership development for young professionals, supervisors and senior executive mentors 9
  • 13. Clients wework with Energy, Mining &Government FMCG & Retail Financial Services Insurance Professional Services Resources 10
  • 14. Australia’s #1 resource for new graduates11
  • 15. Which led us torelease ... 12 7
  • 16. Led us to this... Coming inReleased 2011 Released 2012 Coming in 2014 2013/2014 13
  • 17. Led us to this... Coming inReleased 2011 Released 2012 Coming in 2014 2013/2014 14
  • 18. Quick Poll... Is it possible to master management and leadership? YES, NO, NOT SURE 15
  • 19. Quick Poll... How would you describe your natural self? MANAGER, LEADER, NEITHER, BOTH 16
  • 20. The OLD Today’s discussion isn’t what youdebate might think... 17
  • 21. The OLD Today’s discussion isn’t what youdebate might think... 18
  • 22. The NEW worlddemands... Not Management OR Leadership Instead, Management AND Leadership 19
  • 23. Management ANDLeadership Amid unprecedented change and opportunity, high performers manage AND lead, in their own authentic way. Systems and resources without direction lead nowhere. Direction without systems and resources lead nowhere. 20
  • 24. Thedifference? Management skills control systems and resources, in order to achieve objectives. Leadership skills influence people to move in a particular direction. 21
  • 25. It’s a bit like... 22
  • 26. It’s a bit like... 23
  • 27. It’s a bit like... 24
  • 28. It’s a bit like... 25
  • 29. It’s a bit like... 26
  • 30. It’s a bit like... 27
  • 31. It’s a bit like... 28
  • 32. It’s a bit like... 29
  • 33. It’s a bit like... 30
  • 34. It’s a bit like... 31
  • 35. The Art of Mastering Management and Leadership is about authentically embracing BOTH... and helping our organisations do the same from the top down, and the bottom up. 32
  • 36. Why?
  • 37. Existing managers and leaders often don’t have the management and leadership skills demanded by high performance in their roles 34
  • 38. A recent report found that less than 40% of workers have the analytical skills and business judgment needed to use (the) tools effectively in decision making Source: 2012 CEB 35
  • 39. And, of the young people entering theworkforce, who will step in to those roles in the next 10-20 years... 36
  • 40. ...these people are 3 times more likely to findthemselves without a job, compared to their parents; let alone have adequate management or leadership skills Source: 2012 McKinsey and Company 37
  • 41. And the annual volume of these young people is HUGE ... 38
  • 42. Entering the global workforce EVERY year ...1.2 milliongraduatesevery year 39
  • 43. Entering the global workforce EVERY year ...1.2 milliongraduates 3.5 millionevery year graduates every year 40
  • 44. Entering the global workforce EVERY year ... 6.3 million graduates every year1.2 milliongraduates 3.5 millionevery year graduates every year 41
  • 45. The number of students graduating inCulture OECD and G20 countries every year... 90 MILLION 42
  • 46. Which would be the 13th most populous country in the world behind Philippines, and ahead of Vietnam 43
  • 47. Should you develop managers and leaders ... CEO Executives Business Leaders Managers Individual Contributors Graduates / Entry Level 44
  • 48. Top Down?Top Down CEO Executives Business Leaders Managers Individual Contributors Graduates / Entry Level 45
  • 49. Or Bottom Up ? CEO Executives Business Leaders Managers Individual ContributorsGraduates / Entry Level Bottom Up 46
  • 50. The answer is BOTHTop Down CEO Executives Business Leaders Managers General Staff Graduates / Entry Level Bottom Up 47
  • 51. The solution is not just to develop managers and leaders top down ...We must develop managers and leaders bottom up as well. 48
  • 52. The Art of Mastering Management and Leadership is about authentically embracing BOTH... and helping our organisations do the same from the top down, and the bottom up. 49
  • 53. Lessons fromManagement AND Leadership 50
  • 54. Right to Left Cultural LeverageGenerational Diversity Economic ChallengeTechnological Access
  • 55. Right to Left 52
  • 56. Engineers promoted to managers 53
  • 57. Cultural Diversity 54
  • 58. The flat world of global talent and capability 55
  • 59. Generations A perspective on generational change Generational Diversity 56
  • 60. Generations A perspective on generational change Currently, 41% of Australia’s population is classed as Gen Y or Gen Z Gen Y’s are now playing a key role in society Emerging leaders Employees moving up through ranks Influencers Family formers According to a recent report by the CEO Institute, 4% of Australian MD’s or CEO’s are 25-35 i.e. Gen Y By 2020, Gen Z’s will be in workforce or graduate programs Gen Y = b1980-1994, Gen Z = b1995-2009 57
  • 61. So how can we effectively manage and lead the emerging generations? 58
  • 62. The Multigenerational Mindset 59
  • 63. Economic Challenge 60
  • 64. Economic The impact of a high Aussie Dollar... Aussie Dollar expected to remain above parity against USD for balance of this decade Increased competition from China and India The US economy will recover, housing is already improving Increased pressure on Australian organisation’s How does management and leadership maintain effective motivation?? 61
  • 65. Economic What does this mean? The economy is changing how businesses do business Globally, CEO’s intend to spend more time developing themselves and their leaders Talent remains the #1 priority for CEO’s, 78% indicating there will be at least some change in strategies for managing talent Source: PwC 15th Annual Global CEO Survey 2012 62
  • 66. Motivating in tough times 63
  • 67. Technological Access 64
  • 68. Technology The impact technology is having... Human Capital Technology Capital Financial Capital Hypothetical model on sources of competitive advantage Industrial Capital 1900 1950 2000 2010 65
  • 69. Technology The impact technology is having... Human Capital Technology Capital Financial Capital Hypothetical model on sources of competitive advantage Industrial Capital 1900 1950 2000 2010 66
  • 70. Managing the virtual team 67
  • 71. The NEW worlddemands... Not Management OR Leadership Instead, Management AND Leadership 68
  • 72. 697
  • 73. Our Vision ofManagement 70
  • 74. Our Vision ofManagement Communi Culture - Customer Innovation Coaching cate Teams Focus & change People & Lead Systems Safe Project Plan Measure Report work manage systems Feedback 71
  • 75. Pre-register nowto receive 20% offorders of 20books or moreinfo@developmentbeyondlearning.com 72 7
  • 76. What is the purpose of aCase Study management, or leadership, development program? To resource and up-skill people as high quality managers across the organisation? or Or to develop a talent pool of technical and/or functional leaders across the organisation? 73
  • 77. Case Study Global Mining and Resources #1 Organisation Challenge Globally diverse, geographically spread workforce De-centralised businesses by commodity Lack of consistency in previous management programs Existing population of frontline leaders were technical experts 7 4
  • 78. Case Study Global Mining and Resources #1 Organisation Solution Management Edge program Designed upon 70/20/10 principle to maximise ROI Multiple content delivery modes, tailored to workforce Senior leader level engagement Technology-aided content delivery Participants achieve Certificate IV Frontline Management Participants assessed on 10 units of Competency with on the job evidence of application 75
  • 79. Case Study Global Mining and Resources #1 Organisation Success Injection of frontline management capability across the organisation International expansion of the program High engagement of senior executive leaders Improving employer brand externally, and internally Increased internal demand and support for management development Participants into key professional roles increased from 76% in 2009, to 89.91% in 2011 76
  • 80. Case Study Australian Media and Entertainment #2 Organisation Challenge Long tenure and low trust across management teams Fast paced environment Ongoing threat of takeover Lots of people managing, not many people leading No concrete leadership development program in place 77
  • 81. Case Study Australian Media and Entertainment #2 Organisation Solution Specific leadership competencies mapped across a 15 month journey High focus on breaking barriers and building trust across the group Memorable experiences used to anchor learning early in the program High degree of trust and respect built between group and facilitators Mastermind groups established to continue development on the job 78
  • 82. Case Study Australian Media and Entertainment #2 Organisation Success Shift in behaviours across the group meant more people leading, not just managing Leadership culture across the organisation changed New cross functional relationships formed and strengthened Higher value and prioritisation across the organisation on leadership development Multiple participants acknowledged leadership mindset and skills developed in program helped throughout the eventual takeover 79
  • 83. Next steps» Upcoming Webinars » ‘Nurturing Organisational Culture’ » ‘Digging the Dirt on Organisational Culture’» Register at www.onetest.com.au/home/Events» Join the ‘Onetest Users and Supporters’ LinkedIn Group» Contact us for a further discussion (details below) 1300 137 937 twitter.com/onetest_hr info@onetest.com.au facebook.com/onetest Can’t hear? Phone: 02 8518 1927 and enter the Access code: 863 034 764 www.onetest.com.au linkedin.com/company/onetest