STEVE McCAULEY
LEADERSHIP, INNOVATION AND THE ART OF THE IMPOSSIBLE
STEVE McCAULEY Executive leadership coach Business mentor Strategy advisor
 
 
 
 
 
 
 
 
 
 
 
Helping leaders to be at their best
Better leadership
Better decisions
LEADERSHIP , INNOVATION AND THE ART OF THE IMPOSSIBLE
WHAT IS LEADERSHIP ABOUT?
WHAT DO EXCELLENT LEADERS DO?
CONTEXT
CONTEXTUAL INTELLIGENCE
VISION
 
 
THE PRIZE?
Context
Context Vision
Context Vision Prize
Context Vision Prize Motivation
Context Vision Prize Communications Who? What? When? Media? Tone? Motivation
Goals Context Vision Prize Communications Who? What? When? Media? Tone? Motivation
Goals Context Vision Prize Communications Options Who? What? When? Media? Tone? Motivation
Goals Context Vision Prize Communications Options Risks Who? What? When? Media? Tone? Motivation
Goals Context Vision Prize Communications Options Risks Plan Who? What? When? Media? Tone? Motivation
Goals Context Vision Prize Communications Options Risks Plan Resources People Who? What? When? Media? Tone? Motivation
Goals Context Vision Prize Communications Options Risks Plan Resources People Action Who? What? When? Media? Tone? Motivat...
Goals Context Vision Prize Communications Options Risks Plan Resources People Action Results Who? What? When? Media? Tone?...
Goals Context Vision Prize Communications Options Risks Plan Resources People Action Results Who? What? When? Media? Tone?...
Goals Context Vision Prize Communications Options Risks Plan Resources People Action Results Who? What? When? Media? Tone?...
Goals Context Vision Prize Communications Options Risks Plan Resources People Action Results Who? What? When? Media? Tone?...
Goals Context Vision Prize Communications Options Risks Plan Resources People Action Results Who? What? When? Media? Tone?...
Goals Context Vision Prize Communications Options Risks Plan Resources People Action Results Who? What? When? Media? Tone?...
Leaders frame the “future context”
PSYCHOLOGY
 
 
 
“ The future affects the present”
THE POWER OF THE IMAGINATION
Preferred future
What do you  see ?
What will it look like?
 
What do you imagine?
… if it’s going  reall y  well ?
What will people notice?
PEOPLE ARE INTERNALLY MOTIVATED TOWARDS REALISING A WORTHWHILE VISION
How willing are people to change?
WHAT IS THE MOST POWERFUL WORD IN ADVERTISING?
NEW!
 
 
 
 
 
PEOPLE ARE HUMAN
WHO IS MY CUSTOMER?
 
WHAT IS HE OR SHE BUYING FROM ME?
WHY DO PEOPLE BUY?
 
 
 
 
 
PEOPLE BUY THE FEELINGS THEY HOPE TO EXPERIENCE
PEOPLE LOVE CHANGE
 
WHAT IS THE GREATEST FORCE IN THE UNIVERSE?
HOPE
 
CONTEXTUAL INTELLIGENCE
FAILURE OF IMAGINATION
 
 
“ We didn’t envisage the sort of violence there’s been.” Jonathan Powell, Chief of Staff to Tony Blair, 1997-2007 BBC News...
“ The biggest mistake was a conceptual mistake. We should have seen what a big problem this was going to be” Jonathan Powe...
FAILURE OF IMAGINATION
9/11 Commission <ul><li>The most important failure was one of imagination. We do not believe leaders understood the gravit...
9/11 Commission <ul><li>As late as September 4, 2001, Richard Clarke, the White House staffer long responsible for counter...
The future affects the present
LEADERSHIP,  INNOVATION  AND THE ART OF THE IMPOSSIBLE
NEW PERSPECTIVES
 
GET SOME NEW INPUTS
 
WE LIVE IN TIMES OF EXTRAORDINARY CHANGE
AMAZING NEW TECHNOLOGY
 
 
 
 
 
 
 
 
 
WORLD IS CHANGING VERY RAPIDLY
CHANGES ARE DRIVEN BY  LONG TERM TRENDS
DISRUPTIVE DIGITAL TECHNOLOGY
 
DISRUPTIVE EVENTS
 
 
GLOBAL MARKETS
EXTREME SUPPLY CHAINS
 
So, how do we create the future?
BIG, NEW IDEAS!
 
 
ORGANISE ALL THE WORLD’S INFORMATION AND MAKE IT UNIVERSALLY ACCESSIBLE
PROTOTYPING
PERPETUAL BETA
 
INSPIRATION
 
 
 
LEADERSHIP, INNOVATION AND  THE ART OF THE IMPOSSIBLE
 
 
BIG, NEW IDEAS!
ALL YOUR MUSIC, IN YOUR POCKET, ALL THE TIME
ALL YOUR MUSIC, IN YOUR POCKET, ALL THE TIME IMPOSSIBLE IN 2000
 
 
 
ALL YOUR MUSIC, IN YOUR POCKET, ALL THE TIME
 
 
 
ALL YOUR MUSIC, IN YOUR POCKET, ALL THE TIME
 
 
 
 
 
 
 
 
 
 
 
 
 
 
LEADERSHIP, INNOVATION AND THE ART OF THE IMPOSSIBLE
BIG, NEW IDEAS
HARNESS THE POWER OF IMAGINATION
AIM HIGH
Goals Context Vision Prize Communications Options Risks Plan Resources People Action Results Who? What? When? Media? Tone?...
Better leadership
Better decisions
What kind of future can you imagine?
STEVE McCAULEY SteveMcCauley.com Text © 2010 Steve McCauley
 
 
 
Goals Context Vision Prize Communications Options Risks Plan Resources People Action Results Who? What? When? Media? Tone?...
 
 
Goals Context Vision Prize Communications Options Risks Plan Resources People Action Results Who? What? When? Media? Tone?...
Goals Context Vision Prize Communications Options Risks Plan Resources People Action Results Who? What? When? Media? Tone?...
THE ART OF THE IMPOSSIBLE IS TO IGNORE THAT IT IS “IMPOSSIBLE”
 
 
 
 
MAKE IDEAS VISIBLE
 
 
Avoid fossilized thinking
Section one What leadership is about
Section two What innovation is about Vision + imagination Daring to aim high Think big
Forces, trends, tech, factors Disruption
 
Get out more
Coda
Art of the impossible Values Ethos Re-write the rules Transform your ability to compete Define the future Raise the bar, a...
LEADERSHIP, INNOVATION AND THE ART OF THE MIRACULOUS
We are immeasurably wealthy
 
“ Unless life is lived for others, it is not worthwhile”
Do something for others
 
 
 
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Steve McCauley - PPMA Conference 2010

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Leadership, Innovation and the Art of the Impossible

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  • Steve McCauley - PPMA Conference 2010

    1. 1. STEVE McCAULEY
    2. 2. LEADERSHIP, INNOVATION AND THE ART OF THE IMPOSSIBLE
    3. 3. STEVE McCAULEY Executive leadership coach Business mentor Strategy advisor
    4. 15. Helping leaders to be at their best
    5. 16. Better leadership
    6. 17. Better decisions
    7. 18. LEADERSHIP , INNOVATION AND THE ART OF THE IMPOSSIBLE
    8. 19. WHAT IS LEADERSHIP ABOUT?
    9. 20. WHAT DO EXCELLENT LEADERS DO?
    10. 21. CONTEXT
    11. 22. CONTEXTUAL INTELLIGENCE
    12. 23. VISION
    13. 26. THE PRIZE?
    14. 27. Context
    15. 28. Context Vision
    16. 29. Context Vision Prize
    17. 30. Context Vision Prize Motivation
    18. 31. Context Vision Prize Communications Who? What? When? Media? Tone? Motivation
    19. 32. Goals Context Vision Prize Communications Who? What? When? Media? Tone? Motivation
    20. 33. Goals Context Vision Prize Communications Options Who? What? When? Media? Tone? Motivation
    21. 34. Goals Context Vision Prize Communications Options Risks Who? What? When? Media? Tone? Motivation
    22. 35. Goals Context Vision Prize Communications Options Risks Plan Who? What? When? Media? Tone? Motivation
    23. 36. Goals Context Vision Prize Communications Options Risks Plan Resources People Who? What? When? Media? Tone? Motivation
    24. 37. Goals Context Vision Prize Communications Options Risks Plan Resources People Action Who? What? When? Media? Tone? Motivation
    25. 38. Goals Context Vision Prize Communications Options Risks Plan Resources People Action Results Who? What? When? Media? Tone? Motivation
    26. 39. Goals Context Vision Prize Communications Options Risks Plan Resources People Action Results Who? What? When? Media? Tone? Time Motivation
    27. 40. Goals Context Vision Prize Communications Options Risks Plan Resources People Action Results Who? What? When? Media? Tone? Time Motivation
    28. 41. Goals Context Vision Prize Communications Options Risks Plan Resources People Action Results Who? What? When? Media? Tone? Time Motivation
    29. 42. Goals Context Vision Prize Communications Options Risks Plan Resources People Action Results Who? What? When? Media? Tone? Time Motivation
    30. 43. Goals Context Vision Prize Communications Options Risks Plan Resources People Action Results Who? What? When? Media? Tone? Time Motivation
    31. 44. Leaders frame the “future context”
    32. 45. PSYCHOLOGY
    33. 49. “ The future affects the present”
    34. 50. THE POWER OF THE IMAGINATION
    35. 51. Preferred future
    36. 52. What do you see ?
    37. 53. What will it look like?
    38. 55. What do you imagine?
    39. 56. … if it’s going reall y well ?
    40. 57. What will people notice?
    41. 58. PEOPLE ARE INTERNALLY MOTIVATED TOWARDS REALISING A WORTHWHILE VISION
    42. 59. How willing are people to change?
    43. 60. WHAT IS THE MOST POWERFUL WORD IN ADVERTISING?
    44. 61. NEW!
    45. 67. PEOPLE ARE HUMAN
    46. 68. WHO IS MY CUSTOMER?
    47. 70. WHAT IS HE OR SHE BUYING FROM ME?
    48. 71. WHY DO PEOPLE BUY?
    49. 77. PEOPLE BUY THE FEELINGS THEY HOPE TO EXPERIENCE
    50. 78. PEOPLE LOVE CHANGE
    51. 80. WHAT IS THE GREATEST FORCE IN THE UNIVERSE?
    52. 81. HOPE
    53. 83. CONTEXTUAL INTELLIGENCE
    54. 84. FAILURE OF IMAGINATION
    55. 87. “ We didn’t envisage the sort of violence there’s been.” Jonathan Powell, Chief of Staff to Tony Blair, 1997-2007 BBC Newsnight, 14 March 2008
    56. 88. “ The biggest mistake was a conceptual mistake. We should have seen what a big problem this was going to be” Jonathan Powell, Chief of Staff to Tony Blair, 1997-2007 BBC Newsnight, 14 March 2008
    57. 89. FAILURE OF IMAGINATION
    58. 90. 9/11 Commission <ul><li>The most important failure was one of imagination. We do not believe leaders understood the gravity of the threat. </li></ul><ul><li>Across the government, there were failures of imagination, policy, capabilities, and management. </li></ul>
    59. 91. 9/11 Commission <ul><li>As late as September 4, 2001, Richard Clarke, the White House staffer long responsible for counterterrorism policy coordination, asserted that the government had not yet made up its mind how to answer the question: </li></ul><ul><li>&quot;Is al Qaeda a big deal?” </li></ul>
    60. 92. The future affects the present
    61. 93. LEADERSHIP, INNOVATION AND THE ART OF THE IMPOSSIBLE
    62. 94. NEW PERSPECTIVES
    63. 96. GET SOME NEW INPUTS
    64. 98. WE LIVE IN TIMES OF EXTRAORDINARY CHANGE
    65. 99. AMAZING NEW TECHNOLOGY
    66. 109. WORLD IS CHANGING VERY RAPIDLY
    67. 110. CHANGES ARE DRIVEN BY LONG TERM TRENDS
    68. 111. DISRUPTIVE DIGITAL TECHNOLOGY
    69. 113. DISRUPTIVE EVENTS
    70. 116. GLOBAL MARKETS
    71. 117. EXTREME SUPPLY CHAINS
    72. 119. So, how do we create the future?
    73. 120. BIG, NEW IDEAS!
    74. 123. ORGANISE ALL THE WORLD’S INFORMATION AND MAKE IT UNIVERSALLY ACCESSIBLE
    75. 124. PROTOTYPING
    76. 125. PERPETUAL BETA
    77. 127. INSPIRATION
    78. 131. LEADERSHIP, INNOVATION AND THE ART OF THE IMPOSSIBLE
    79. 134. BIG, NEW IDEAS!
    80. 135. ALL YOUR MUSIC, IN YOUR POCKET, ALL THE TIME
    81. 136. ALL YOUR MUSIC, IN YOUR POCKET, ALL THE TIME IMPOSSIBLE IN 2000
    82. 140. ALL YOUR MUSIC, IN YOUR POCKET, ALL THE TIME
    83. 144. ALL YOUR MUSIC, IN YOUR POCKET, ALL THE TIME
    84. 159. LEADERSHIP, INNOVATION AND THE ART OF THE IMPOSSIBLE
    85. 160. BIG, NEW IDEAS
    86. 161. HARNESS THE POWER OF IMAGINATION
    87. 162. AIM HIGH
    88. 163. Goals Context Vision Prize Communications Options Risks Plan Resources People Action Results Who? What? When? Media? Tone? Time Motivation
    89. 164. Better leadership
    90. 165. Better decisions
    91. 166. What kind of future can you imagine?
    92. 167. STEVE McCAULEY SteveMcCauley.com Text © 2010 Steve McCauley
    93. 171. Goals Context Vision Prize Communications Options Risks Plan Resources People Action Results Who? What? When? Media? Tone? Time Motivation
    94. 174. Goals Context Vision Prize Communications Options Risks Plan Resources People Action Results Who? What? When? Media? Tone? Time Motivation
    95. 175. Goals Context Vision Prize Communications Options Risks Plan Resources People Action Results Who? What? When? Media? Tone? Time Motivation
    96. 176. THE ART OF THE IMPOSSIBLE IS TO IGNORE THAT IT IS “IMPOSSIBLE”
    97. 181. MAKE IDEAS VISIBLE
    98. 184. Avoid fossilized thinking
    99. 185. Section one What leadership is about
    100. 186. Section two What innovation is about Vision + imagination Daring to aim high Think big
    101. 187. Forces, trends, tech, factors Disruption
    102. 189. Get out more
    103. 190. Coda
    104. 191. Art of the impossible Values Ethos Re-write the rules Transform your ability to compete Define the future Raise the bar, aim high Don’t compromise your values
    105. 192. LEADERSHIP, INNOVATION AND THE ART OF THE MIRACULOUS
    106. 193. We are immeasurably wealthy
    107. 195. “ Unless life is lived for others, it is not worthwhile”
    108. 196. Do something for others

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