POWER8 critical capabilities for navigating change
•Download as PPTX, PDF•
0 likes•145 views
How to Make Yourself Resilient for The Future of Work in a Changing World
Recommended
Recommended
More Related Content
What's hot
What's hot (20)
Similar to POWER8 critical capabilities for navigating change
Similar to POWER8 critical capabilities for navigating change (20)
More from Catalyst Consulting South Africa
More from Catalyst Consulting South Africa (20)
Recently uploaded
Recently uploaded (20)
POWER8 critical capabilities for navigating change
- 1. POWER8 critical capabilities for navigating an unpredictable world By Debbie Craig People Strategist and Catalyst 8 “What we intend to, and pay attention to, become our reality” John Keehoe
- 2. Unpredictable World Pre Covid In Covid Post Covid
- 4. Future skills required Digital Tech trends, digital savvy, eco- system, remote work, tech & data concepts & processes, data analytics & visualisation, AI, security Cognitive Critical thinking, problem solving, creativity, innovation, scenario planning, complexity thinking, project management Social Relationship skills, leading, influencing, remote teaming, engagement collaboration, customer connection, conflict management Resilience Self-awareness, confidence, growth mindset, adaptability, focus, effectiveness, stress & energy management, mental wellbeing Are you, your team and your organisation … RELEVANT, RESILIENT AND READY for the future?
- 5. FROM • Doing what we know • Dreaming but waiting • Playing it safe • Resisting change • Distracted, disorganized • Jumping to conclusions • Working or competing alone • Focus on me, now, WIIFM TO • Experimenting • Creating and learning • Bravely trying new things • Navigating change • Focused intent, time, energy • Exploring, questioning, simplifying • Collaborating for greater value • Focus on purpose, contribution
- 6. From safe spectator… To curious explorer CURIOUS From cautious dreamer… To possibility connector CREATIVE From anxious controller… To courageous adventurer COURAGEOUS From distracted operator … To wise discerner CONSCIOUS From passive resistor… To maze navigator CHANGE NAVIGATORFrom default thinker… To meaning maker CRITICAL THINKER From status consumer… To community builder CONTRIBUTOR From independent competitor… To trust cultivator COLLABORATOR Critical capabilities – 8 identity shifts QUICK POLL
- 7. What doesn’t work? # Stats 87% have or will have skills gaps Up to 35% remote 15% leader readiness < 50% know how
- 8. Enthusiasm is common. Endurance is rare! By 35, 95% of who you are is a set of memorized behaviors and emotional reactions that create and identity subconsciously. Dr Joe Dispenza 60000-70000 18 - 254 days How many thoughts? 90% sameHow many the same? How long to change a habit? More + or -? 70% negative
- 9. Why is it so hard to change? Our brains … Record of past Hardwired for comfort & safety Memories as emotions Triggers – stress response
- 10. Stress response Major impact on: immune system, general health, brain functioning, oxygen, creativity, strategic thinking, decision making, empathy, intuition, energy How much of our day do spend in the stress response?
- 11. Neuroplasticity – brain rules for learning & change Clear vision of future self or skill, attention Thoughts & feelings aligned See self with new skills or behaviors Build positive daily habits Breathe, calm, choose identity, beliefs, actions Pause, watch, reflect beliefs, feelings, habits CHANGE “Our energy flows where our attention goes” Tony Robbins Intention + Attention Coherence Imagination Repetition Refractory period (EQ) Metacognition
- 12. How do we bring back choice? Belief I believe … Feeling I feel … Identity I am …. Habit I act …. E.g. I am afraid, I can’t do it, I can’t change E.g. I feel anxious, worried, a failure, weak E.g. I keep procrastinating; I worry what others think of me E.g. I am brave, I am not afraid to fail, my actions create my reality E.g. I feel optimistic, confident, strongE.g. I embrace learning, and change, I try new things E.g. I am AN ANXIOUS CONTROLLER E.g. I am a A COURAGEOUS ADVENTURER Automatic vs Choice
- 13. Identities Controlled critic Courageous adventurer Passive resistor Maze navigator Indifferent spectator Curious explorer CURIOUS Cautious dreamer Possibility connector CREATIVE COURAGE CHANGE NAVIGATOR RESILIENCE POTENTIAL SURVEY
- 14. Identities Independent Competitor Trust Cultivator Status consumer Community builder Distracted operator Wise discerner CONSCIOUS Default Thinker Meaning Maker CRITICAL THNKING COLLABORATION CONTRIBUTION RESILIENCE POTENTIAL SURVEY
- 15. Building critical capabilities DO NOT … hit the numbers leave it to chance on-line only skills only separate from culture or role DO … clarify audience cost vs impact customised aligned journeys collaborative action learning coaching & change readiness
- 16. If you want a new outcome, you will have to break the habit of being yourself, and reinvent a new self Dr Joe Dispenza
- 17. THANK YOU BOOK LAUNCH 5 OCT Debbie Craig Catalyst Consulting (Pty) Ltd Phone +27 82 872 5429 Email debbie@catalystconsulting.co.za Web www.catalystconsulting.co.za Follow us Catalyst Consulting South Africa Catalyst Consulting Pty Ltd CatalystSA Proudly a B-BBEE Level 2 Contributor https://catalystconsulting.co.za/survey/ BOOK OUT NOW
Editor's Notes
- Hi I am Debbie Craig. Apart from being the founder and MD of Catalyst, +20 years old, I am passionate adventurer, mountain climber, dolphin lover, compulsive seeker & sharer, difference maker, author, yoga nut, wine snob, dog lover, guardian mom, step mom, wife and friend. I am most in flow when learning or sharing with others – been learning about neuroscience and biochemistry of change Also traveller, adventurer, wine lover, extrovert, facilitator, a hugger – so Covid was tough!! BUT gave me time to learn (NCS, digital), write (book) and build capability in my team, and be creative with our clients Think about
- The world of work is changing exponentially as rapid technological innovation and global forces are compelling businesses to disrupt traditional industry models and adopt new digital strategies and skills to compete. This requires new future-fit thinking, habits and capability to learn, adapt, experiment and fail fast. Whilst technology may be threatening to replace many repetitive or replicable human activities, there is still a critical need for thinking and skills that will enable innovation, customer engagement, responsiveness, adaptability, cross-boundary teamwork, virtual teams and personal health, success and fulfillment. Trends: Autonomous technology; Internet of Things; Big Data & Data Science; Distributed Legers / Blockchain; Artificial Intelligence; Next Gen Mobile Connectivity; Sensor Technology; Robotics; Extended Reality; Quantum Computing; Fintech / Digital Money Pre Covid – technology, economy, competition, ways of working, global teams, new skills, globalisation, cyber threat Economic decline; Leadership gap; Local conditions; Job & skills threat In Covid – remote working, digital learning, virtual teams, restructuring, re-skilling, cross-skilling, outsouring How many of you have had to adapt, learn, develop new skills and habits?? What new mindsets, behaviours, habits have you needed? Post Covid – new normal, many companies changing their structures, place of work and how and who they hire, resizing, new skills required, agile, smart teams, gig economy, merging of technology and humans, new ways of leading, managing and mentoring for an employee experience that keeps and grows the best talent, accelerated learning, learning culture We need to adapt, pivot, innovate, adjust, solve impossible dilemmas e.g. Pakistan going back to work, salary cuts (FIFO or best talent), Sending people out during Covid knowing the risk, upskilling people, critical health care, cyber attacks, negotiating with labour Deloitte – Covid times
- some days we just feel overwhelmed, exhausted, incompetency, drowning, sick, behind the curve, getting old, playing catch up, losing relevance outdated
- Studies: WEF, Google Project Oxygen, Harvard, Deloitte, EY, Korn Ferry, Institute of the Future
- Courage is also…. Speaking up in a meeting or to your boss when you know it is the right thing to do Confronting a friend who has been taking advantage or abusing your good or patient nature Asking for feedback to reality test how you are showing up Saying no to friends or a lover when you are not in the mood for food, drugs, sex, alcohol or company Facing tough conversations with someone close to you, really listening, and not making it about you Dealing with your own frailty through illness or inability to do or achieve something Coping with let-downs, disappointments and failures, but still taking the next step Telling your spouse/loved one how you feel about something important, even when you know it might upset him/her and lead to an argument Reaching out and helping a friend or stranger in need and being willing to sacrifice something of yours (time, plans, money, convenience) Starting your own business when everyone else think’s you are crazy Supporting a friend or colleague who has messed up but needs support to get back to their authentic self (when everyone else is avoiding them like the plague)
- Journal of Clinical Psychology We used to believe it takes 21 days to change a habit. Other research in the European Journal of Social Psychology3 shows that it takes from 18 to 254 days to automate a new chosen habit depending on how consistently the behaviour was repeated in a consistent context. When we are learning something completely new, in which we have no previous experience i.e. driving a car … it is actually easier than un-learning and re-learning a new behaviour or habit which is hard-wired e.g. wanting to change procrastination or give up sugar!! As Angela Duckworth says in Grit: Enthusiasm is common. Endurance is rare!
- Narrow focus on body, environment, time Heart rhythm response - HeartMath
- Adaptability: our brains are adaptable, can learn and grow and are not fixed at any age. We can change how we think, feel and act and change how we show up and our attitudes (neuroplasticity) Attention: We can develop our brains through consistent, focused attention on the new thinking, feeling and doing habits we wish to create (where focus goes, energy flows) Repetition: We can build new habits through repetition or “stopping” old habits. A great analogy is noticing how a path in the bush becomes a road (or even a highway) with plenty of use or gets grown over when not used. (Hebbian Law = nerve cells that fire together, wire together) Imagination: We can change the structure of our brain by regularly imagining a future vision for ourselves AND feeling it as if it has already happened. Our brains can then more easily recognize opportunities to create that future. (Our brains do not know the difference between imagination and reality!) Stress: We have an inbuilt stress response (fight or flight) as a natural survival mechanism to protect us from potential threats. “We can trigger the stress response by thought alone” when we imagine worse case scenarios. We can also minimise the impact of stress through our awareness and choosing more appropriate thoughts. Brainwaves: Our brains operate at different frequencies depending on our mental activity levels e.g. worrying, problem solving, learning, relaxing or sleeping. We can utilize different brainwave states to optimise our ability to imagine, create, learn, de-stress and rewire our brains. Subconscious: The majority of our bodily functions, beliefs, memories and default thinking and behavioural patterns are stored or driven from our subconscious minds. We can access these patterns and programs through certain brain wave states and other techniques, to accelerate change. Chemistry: Triggers in our environment and our thoughts initiate a cascade of chemicals (feel good or stress hormones) which result in feelings. These in turn influence thoughts – causing a positive or negative thinking, feeling loop. We can manage our mental and emotional state by developing the ability to self-regulate and pause and reflect before responding. Coherence: Our heart is in regular communication with our brains and body. We can utilise the powerful nerve center in our heart to activate coherence or “harmony” in our brain, nervous system and electromagnetic field around us. Certain breathing techniques can counter the stress response and switch on our rest and renew response instead. Meta-cognition: We have the ability to observe ourselves (our thoughts, feelings, actions), pause and choose more empowering responses to life. We can learn to delay reacting emotionally to an external trigger (e.g. criticism) or internal trigger (e.g. craving), until we have more information, are calmer and can make better choices. This is emotional intelligence in action. Incoherence frustration, irritation, impatience, worry Inhibits brain function – impairs performa Coherence appreciation, calm, patience, confidence Facilitates brain function – promotes optimal performance
- Collaboration Examples Koen brothers, Lady Gaga & Beyonce, Agricultural drones, Disney & Pixar Independent Competitor Independent: prefers to work alone, be in control of own time and energy, self-involved, can be isolated Suspicious: naturally suspicious, sensitive to being hurt, trust needs to be earned, hedges bets, imagines the worst, keeps information to self Protector: protects boundaries and own resources, power or inner circle or team, competitive win-lose mindset, tends to see what I’m giving up Trust Cultivator Inclusive: embraces diversity, cultivates networks, identifies and builds strengths and synergies across boundaries, abundance mindset Trusting: open-hearted, naturally trusting, relationship builder, shows empathy and cultivates trust between people and groups Resolver: seeks common ground, negotiates, resolves conflict, explores win-win solutions, tend to see what everyone gains
- Collaboration Examples Koen brothers, Lady Gaga & Beyonce, Agricultural drones, Disney & Pixar Independent Competitor Independent: prefers to work alone, be in control of own time and energy, self-involved, can be isolated Suspicious: naturally suspicious, sensitive to being hurt, trust needs to be earned, hedges bets, imagines the worst, keeps information to self Protector: protects boundaries and own resources, power or inner circle or team, competitive win-lose mindset, tends to see what I’m giving up Trust Cultivator Inclusive: embraces diversity, cultivates networks, identifies and builds strengths and synergies across boundaries, abundance mindset Trusting: open-hearted, naturally trusting, relationship builder, shows empathy and cultivates trust between people and groups Resolver: seeks common ground, negotiates, resolves conflict, explores win-win solutions, tend to see what everyone gains
- Building foundational capabilities - What not to do Before we get into how best to build these, it is sometimes useful to know what not to do. From our many years of experience in the field, we see lots of what goes right and what goes wrong – often unintentionally. A lot of valuable time, energy and money can be wasted on learning that is not relevant, customized, practical or measured. So here is our not to do list: DO NOT … do nothing and leave learning to chance or book groups of people on training to hit the numbers - hoping they will learn something. Most people find only 10 - 15% of non-customised, large group training relevant, and forget most of it afterwards if not reinforced and integrated into day to day role DO NOT … leave learning up to the individual with access to on-line modules hoping they will be motivated and ready for self-driven learning. Without a learning culture, encouragement and recognition, adoption rates of on-line learning platforms are a tiny fraction of the employee population DO NOT … expect mindset shift and transformational experiences to happen with self-directed on-line learning only without some robust conversations and opportunities for insight. The ah-ha moment and learning impact is often attained through a combination of activities and input from others. DO NOT … prioritise leadership or technical skills above core or foundational skills. An integrated approach to build a solid foundation or platform upon which to build should be the focus. DO NOT … only focus on leaders to build foundational skills. Front line and support staff play a key role in day to day culture and decisions. Pick your change champions at all levels and have a cross cutting approach. DO NOT … see learning new skills in isolation of culture and employee experience. It is critical that the culture is ripe for learning and encourages space to experiment and fail fast. Building foundational capabilities - What to do We have had to rapidly develop capability and implement new systems, processes and cultures in many turnkey projects. Our recommended principles for ensuring future-fit learning are not surprisingly also categorised into 8Cs: Clarify audience: understand your target audience requiring foundational skills and identify the leadership, technical and foundational capabilities required Cost vs impact: assess the impact of budget invested in people that will have the biggest impact on the culture and learning of others at different levels (your change influencers). Critical mass: choose a sufficient percentage of your target audience to embark on learning journeys to build a common language, culture and tools around the foundational skills, which then can spread to others. A few people attending programs as individuals will struggle to make big organisation impact by themselves. Customised journeys: spread the learning over 6-12 months with a combination of self-driven digital learning, facilitated sessions, collaborative team based learning projects and coaching to ensure learning is embedded and impactful. Strategy alignment: closely align your learning journeys to strategy, culture and role. Master classes can be utilised to build onto existing learning journeys but must be integrated into the overall outcomes and expectations. Collaborative action learning: build social and team skills and feedback rich environments by designing relevant team-based action learning projects with tracking and accountability. Coaching: provide access to group coaching for common tricky aspects to create opportunities for individual and group insight and transformation and accelerated learning for key individuals where speed is necessary. Change management: ensure learner readiness for a new way of learning through effective communication, system on-boarding, expectation management, leader engagement, and group launch sessions to build important connections and energy for the journey. Calculate: Track and measure the impact of the learning – on individual performance, skills, engagement and self-confidence, as well as team and organisational impact.
- Courage is also…. Speaking up in a meeting or to your boss when you know it is the right thing to do Confronting a friend who has been taking advantage or abusing your good or patient nature Asking for feedback to reality test how you are showing up Saying no to friends or a lover when you are not in the mood for food, drugs, sex, alcohol or company Facing tough conversations with someone close to you, really listening, and not making it about you Dealing with your own frailty through illness or inability to do or achieve something Coping with let-downs, disappointments and failures, but still taking the next step Telling your spouse/loved one how you feel about something important, even when you know it might upset him/her and lead to an argument Reaching out and helping a friend or stranger in need and being willing to sacrifice something of yours (time, plans, money, convenience) Starting your own business when everyone else think’s you are crazy Supporting a friend or colleague who has messed up but needs support to get back to their authentic self (when everyone else is avoiding them like the plague)
- Pre-orders: http://www.kr.co.za/CatalogueRetrieve.aspx?ProductID=12538664&A=SearchResult&SearchID=17143779&ObjectID=12538664&ObjectType=27