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  • Leaders find themselves sitting across the table from entities and individuals who are different from them and who cross political, economic and business boundaries. Issues and solutions that matter to growth are no longer obvious, tactical or one-dimensional. Many leaders describe an unsettled feeling about how to move and where to move next.
    So who holds the power to decide? As economic and power structures change, authority changes. But in this case, it is not about authority shifting from one party to the other but the recognition of interdependence and the need for thoughtful collaboration and influence.
    As we have learned, interdependence requires deeper solutions than the transactional fixes of the past. Understanding how to change the system to ensure better results not just fix the problem.
    At the same time , stability of knowledge and the ability to control it has changed. Information technology and the increased awareness of how to use it makes new knowledge constantly accessible to all of us. The power to hold knowledge close to the chest is thwarted by both access and shelf life.
    As a result the most valuable knowledge is not “what is” but “why it is.” Tacit knowledge of how one goes about understanding the unfamiliar rather than trying to absorb what is known today .
  • We have 5 Groupings and 10 Locations by my count.
    What groups have less than 4 people
    If all have 4 or more perhaps do them discretely and then have them read out their statements: 10 Minutes Max
  • Simon Sinek: The Golden Circle
    All the great and inspiring orgs and leaders think, act and communicate the same way:
    Why –Purpose/Cause/Belief – Why does organization Exist and Why should anyone care (Not PROFIT = Outcome)
    How – Differentiating Value Proposition/Process
    What - Everyone Knows What They Do
    Inspired leaders/orgs regardless of size think, act and communicate from the inside out.
    Apple NON Example:
    What – We make Great Computers
    How – Beautifully Designed, Simple to Use and User Friendly – Wanna Buy One?
    Apple EXAMPLE:
    Why – Everything we do we believe in challenging the status quo We believe in thinking differently
    How – The way we challenge the status quo is by making our products beautifully designed, simple to use and user friendly
    What – We just happen to make great computers – Wanna Buy one
    People don’t buy WHAT you do but WHY you do it.
    Say what we DO, Say how We’re Different/Better and expect purchase behavior
    Why are we here…. Purpose: Help leaders of the world lead a better world. Not about organizations, Not about companies. About leadership. Better World. Corporate Education is WHAT not WHY. What is unique about this is Head, Heart and Hands.
    Narrative lead a better world, build on their intelligences. Holistic. Mental Emotional Perspective. End to End. How you engage people in your piece
  • We have 5 Groupings and 10 Locations by my count.
    What groups have less than 4 people
    If all have 4 or more perhaps do them discretely and then have them read out their statements: 10 Minutes Max
  • We have 5 Groupings and 10 Locations by my count.
    What groups have less than 4 people
    If all have 4 or more perhaps do them discretely and then have them read out their statements: 10 Minutes Max
  • Purpose

    1. 1. Asia Pacific HR 2014 Purpose Meeting Development Session: Complexity, Sense-Abilities and Shared Purpose
    2. 2. Introduction and MBTI
    3. 3. © Duke CE / Slide 3 Tony’s Brief Bio •18 Years of industry experience in Telecom and High-Tech Industries: HW, SW, Services, Research, Learning •Founding member of IBM’s Strategy and Change Consulting Practice •Professor of the Practice at Duke’s Fuqua School of Business •Teach in the areas of Strategic Management, Management of Innovation and Technology, Management Consulting and Services Management. •Executive Director and Regional Managing Director of Duke Corporate Education
    4. 4. © Duke CE / Slide 4 Icebreaker MBTI RELATING DECISIONS INFORMATION ENERGYExtraversion Introversion INtuition Sensing Feeling Thinking Perceiving Judging
    5. 5. © Duke CE / Slide 5 Insert MBTI Data
    6. 6. Objectives
    7. 7. © Duke CE / Slide 7 Three Key Objectives • MBTI Recognize the Sense-Abilities required to lead in Ambiguity Defining our Core Purpose at three levels Developing our Collective Identity
    8. 8. Leading in Ambiguity
    9. 9. © Duke CE / Slide 9 Unknown Unknowns, Requires Learning Known or Knowable, Clear Stakeholders & Networks Authority Experiment, Taking Smart Risks Optimize Execution “Technical” Problem & Solution Definition Locus of Work The Leader’s Work “Adaptive” The Changing Requirements of Leadership
    10. 10. © Duke CE / Slide 10 © Duke CE / Slide 10 Rethink Gravity? Supernova
    11. 11. © Duke CE / Slide 11 The Post-Discontinuity Interdependent Age
    12. 12. © Duke CE / Slide 12 © Duke CE / Slide 12 The New Leadership Context Challenges are less predictable Knowledge is less reliable
    13. 13. © Duke CE / Slide 13 © Duke CE / Slide 13 Challenges are Less Predictable
    14. 14. © Duke CE / Slide 14 © Duke CE / Slide 14 Knowledge is Less Reliable
    15. 15. © Duke CE / Slide 15 © Duke CE / Slide 15 Key Leadership Issues Challenges are less predictable Knowledge is less reliable
    16. 16. © Duke CE / Slide 16 © Duke CE / Slide 16 Seven Leadership “Sense-Abilities”
    17. 17. © Duke CE / Slide 17 © Duke CE / Slide 17
    18. 18. © Duke CE / Slide 18 © Duke CE / Slide 18 Coming Full Circle  What unfamiliar contexts are you curious about (Societal, Technological, Economic, Environmental, Political)?  What can you do to better understand the complexity associated with these unfamiliar contexts?  How balanced (external/internal) and broad (depth/breath) are your trusted sources of knowledge and information?  What actions must you take to develop a more robust and resilient set of knowledge and information resources?  How comfortable are you dealing with unfamiliar environments, situations and relationships?  How much do you rely on previous mental models to try to resolve challenges in unfamiliar contexts?  How comfortable are you making a decision absent complete information?  How much do you factor optionality into your decision-making in uncertain contexts?  How much do you consciously work to build robust networks of collectives within and outside your organization?  How much influence do you have to drive agency within these collectives?  How much do you contemplate the the broader systemic consequences of your decisions and actions?  What actions can you take to ensure that your decisions and actions do not adversely impact the overall system?  How comfortable are you questioning the assumption set and rule-base that bounds your business context?  How confident are you in challenging the status-quo to pursue an opportunity you believe will add value?
    19. 19. Finding True North: Framing Questions
    20. 20. © Duke CE / Slide 20 Five Clusters – Ten Teams ANZ (33) Japan and Korea (16) Singapore (15) Malaysia and Thailand (15) Hong Kong, Taiwan and China (24)
    21. 21. © Duke CE / Slide 21 A Team Challenge: Go NORTH! You must get your team from Auckland, NZ to the North Pole within a fourteen day timeframe on a total team budget of $3000. 1. Break into Assigned Geographic Teams 2. Assign a Leader – Await Directions 3. Decide if you will COMMIT to this Challenge 4. You can ask me TWO questions 5
    22. 22. © Duke CE / Slide 22 Debrief: Go NORTH!
    23. 23. © Duke CE / Slide 23 A Quick Mental-Model Check
    24. 24. © Duke CE / Slide 24 Research Connection: Energy and Purpose Leadership can be defined as bringing others with you by marshaling energy and purpose
    25. 25. © Duke CE / Slide 25 Research Connection: What is Purpose? Purpose is the organization’s fundamental reason for existence beyond making money – a perpetual guiding star on the horizon not to be confused with specific goals or business strategies. When properly conceived, purpose is broad, fundamental, and enduring; a good purpose should serve to guide and inspire the organization for years, perhaps a century or more.
    26. 26. © Duke CE / Slide 26 WhyWhy Research Connection: What’s your Why? Why How What Outside-In We make GREAT COMPUTERS They’re SIMPLE TO USE and BEAUTIFULLY DESIGNED Inside-Out We make GREAT COMPUTERS Our products SIMPLE TO USE and BEAUTIFULLY DESIGNED Everything we do is about CHALLENGING the STATUS QUO. We THINK DIFFERENT.
    27. 27. © Duke CE / Slide 27 Reflection Questions at Three Levels What’s the fundamental reason for your existence - What’s your Why? What’s the “True-North” that guides and grounds you in all that you do?
    28. 28. Developing your Personal Purpose Statement
    29. 29. © Duke CE / Slide 29 Exploring Purpose at Three Levels Individual Function Organization Purpose & Energy
    30. 30. Leadership “Born ON DATE” 30 Sign-Up Date: ____________ Write down your Sign-Up Date!
    31. 31. © Duke CE / Slide 31 Personal Purpose Archetypes Magician All about IDEAS Sovereign All about DIRECTION Lover All about RELATIONSHIPS Warrior All about RESULTS
    32. 32. © Duke CE / Slide 32 Personal Purpose Reflection What’s your PERSONAL Why? What’s the PERSONAL “True- North” that guides and grounds you in all that you do in your role as an HR leader at American Express? How will you SHOW UP now that you have SIGNED UP to be an HR leader at American Express?
    33. 33. © Duke CE / Slide 33 Personal Purpose Template What is your Personal “Why?” __________________________________________________ ___________________________________________________ _________________________________________________ What “Guides and Grounds” You? __________________________________________________ ___________________________________________________ _________________________________________________ How will you “Show-Up” as a Leader? __________________________________________________ __________________________________________________ __________________________________________________ 2 2 2
    34. 34. T-Shaped Leadership in HR and the Leader’s Shadow
    35. 35. Leadership “Born ON DATE” 35 The Tension in T-Shaped Leadership! EnterpriseFunction Execution Focus Deep “technical” expertise Focus, discipline, credibility Strategic Focus Integrative Cross-disciplinary mindset “I am the enterprise" T-Shaped leadership relies on a new kind of leader: One who breaks out of the traditional hierarchy to share freely across the organization while remaining fiercely committed to individual business unit performance
    36. 36. © Duke CE / Slide 36 Your Leader’s Shadow What I Say What I Say How I ActHow I Act What I Reward What I Reward As the leader, you cast a shadow whether you like it or not. Consciously choose the type of shadow you want to cast. © Duke CE / Slide 36
    37. 37. © Duke CE / Slide 37 • The words I use • Context setting • How I frame issues • What I emphasise and repeat Congruence Congruence Congruence Congruence © Duke CE / Slide 37 • Demeanour • Behaviours • Symbols • Relationships • Numbers • Rewards • Recognition • Accountability • Routines • Disciplines • Who I Meet With • Standing Meetings What I Say What I Do What I Measure What I Prioritize Shadow The Leader’s Shadow: Finding Congruence
    38. 38. Leadership “Born ON DATE” 38 Caught in the Act – Sharing Good Gothca’s Get into groups groups of two/three. Share a VIVID and CONCRETE story of someone in the HR Organization who demonstrated T-Shaped leadership
    39. 39. © Duke CE / Slide 39 T-Shaped Leader Story Template “Said” “Did” “Measured” “Prioritized” 5
    40. 40. Creating an Organizational Purpose Statement
    41. 41. © Duke CE / Slide 41 Organizational Purpose Archetypes
    42. 42. © Duke CE / Slide 42 Moral Purpose, Mapped to Company
    43. 43. © Duke CE / Slide 43 Moral Purpose, Mapped to Company
    44. 44. © Duke CE / Slide 44 Organizational Purpose Archetypes Discovery Excellence Altruism Heroism Magician Sovereign Lover Warrior Organization Purpose Individual Purpose
    45. 45. © Duke CE / Slide 45 Light at the End of the Hallway
    46. 46. © Duke CE / Slide 46 The Poetry of Purpose You govern in PROSE. You campaign in POETRY.
    47. 47. © Duke CE / Slide 47 Organizational Collective Purpose In your assigned teams What’s the fundamental reason for your organization’s existence? What’s your organization’s Why? What’s the “True-North” that guides and grounds your organization in all that you do?
    48. 48. © Duke CE / Slide 48 Organizational Purpose Template 1: Prepare What is your Organizational “Why?” __________________________________________________ ___________________________________________________ _________________________________________________ What “Guides and Grounds” Your Organization? __________________________________________________ ___________________________________________________ _________________________________________________ How will you “Show-Up” in Representing HR? __________________________________________________ __________________________________________________ __________________________________________________ 10 10 10
    49. 49. © Duke CE / Slide 49 Organizational Purpose Template 2: Create Our Purpose __________________________________________________ ___________________________________________________ _________________________________________________ 20 CAUSE “Our WHY & FOR WHOM” ACTIONS “Our WHAT/HOW” IMPACT “Our VALUE ADD”
    50. 50. © Duke CE / Slide 50 Organizational Purpose Template 3: Refine Our Purpose __________________________________________________ ___________________________________________________ _________________________________________________ 10 A Powerful Purpose Statement A Powerless Purpose Statement Uses language stakeholders understand Uses internal jargon Is poetic and emotionally resonant Is prosaic, logical and formulaic Communicates Cause, Actions, Impact Communicates only Actions Is a concise and powerful single sentence Is a rambling paragraph with multiple clauses Is specific and actionable Is vague and poorly quantified Is easy to say out loud and memorable Is hard to say out loud and forgettable
    51. 51. Finding True North Themes for “One-HR” Team
    52. 52. © Duke CE / Slide 52 Rapid-Fire Readouts ANZ (33) Japan and Korea (16) Singapore (15) Malaysia and Thailand (15) Hong Kong, Taiwan and China (24)
    53. 53. © Duke CE / Slide 53 True North Themes from Teams
    54. 54. Thank You!