Recommended
Recommended
More Related Content
What's hot
What's hot (19)
Similar to Cultivating Disruptive Leadership for Global CEO's
Similar to Cultivating Disruptive Leadership for Global CEO's (20)
Recently uploaded
Recently uploaded (17)
Cultivating Disruptive Leadership for Global CEO's
- 1. CULTIVATING DISRUPTIVE LEADERSHIP FOR GLOBAL MULTINATIONAL CEO'S ANTON VAN DER WALT LEADERSHIP THROUGH YOUR LENS
- 2. “The chief executive role is a tough one to fill. From 2000 to 2013, about a quarter of the CEO departures in the Fortune 500 were involuntary, according to the Conference Board. The fallout from these dismissals can be staggering: Forced turnover at the top costs shareholders an estimated $112 billion in lost market value annually, a 2014 PwC study of the world’s 2,500 largest companies showed”. THEBURNINGPLATFORM Harvard Business Review. May-June, 2017. (What Sets Successful CEOs Apart - by Elena Lytkina Botelho, Kim Rosenkoetter Powell, Stephen Kincaid, and Dina Wang)
- 3. Personally Professionally Talent Struggle to meet professional obligations while trying to live a balanced life Feeling overwhelmed with my “To do” list: Is my leadership style agile – and ready to adjust to the world of today and tomorrow? Delivering results over the short term, and set the business over the long term Having my business model disrupted by innovation Revamp leadership development. Focus on Who leaders are rather than What they do – leaders who focus on the business results AND people Finding, developing and keeping the right tech savvy talent Ability to develop a culture in my organization that embraces innovation, risks and opportunities - developing a cohesive high-performance culture Create and maintain a positive, team- orientated culture where trust is fostered Senior Executives often think about: What do I delegate? What can I stop doing? How do I carve out essential thinking time? How do I enjoy what I am doing?
- 4. Act and deliver - with speed, urgency and decisiveness1 Interpret and visualize the future, engaging employees and key- stakeholders 2 Lead from the front, with humility 3 TheLeadershipReality SeniorExecutiveshavetodealwithmanycompetingpriorities- Theyhaveto: 4Have an adaptive mindset in a disruptive environment with the ability to continually re-position the business
- 5. MULTINATIONAL CEO'S FACE A NUMBER OF CHALLENGES Leaders have things they know about, that keep them up at night And some stay awake concerned about what they don’t know Organizations get flatter, information more readily available, and empowerment increasingly critical to succession These elements continue to democratize leadership to all levels of the organization Disruption is no longer just a catch phrase
- 6. -10 30 50 80 90+ INEFFECTIVE UNAWARE AWARE COMMITTED ACCOMPLISHED SHARE CONSISTENT ACTION REALIZATION COMPLICATIONS CULTIVATINGLEADERSHIPGiventherapidrateofdisruptionandemergingcompetitorsinsectorspreviouslyprotectedbypatentsandhigh entrycosts,developingleadershipforthisunpredictableenvironmentisnotonlyrequired-itisessentialfor survival ACTIVITY FOCUS % ENGAGEMENT 30% Improvement in People and Business metrics: Profit Culture Engagement Team Effectiveness
- 7. SELF-AWARE ENGAGED TRANSFORMED INFLUENCE RESULTS ACCOUNTABLE Results-self-awareleadersdeliver improvedbusinessandpeoplemetrics A I ccountabilty-withintheorganization improvesthroughtransformed leadership nfuence-leadersmovefromaposition ofpowertoapositionofinfluence THEINTERSECTIONSOFCHANGEBuilding and cultivating the ability of senior executives to cope and thrive in a disruptive environment requires 3 critical components: Results, Accountability and Influence.
- 10. Moving Mountains ORGANIZATIONAL CHANGE IS EFFECTED BY LOOKING OUTWARD AND BY LOOKING INWARD LEARNING TO SEE OBSTACLES AS OPPORTUNITIES
- 11. 9-15% 14-29% Increase in sales Increase in profit 26 - 72 points Decrease in employee turnover (high turnover organizations) Increase in employee engagement *Developing Employees’ Strengths Boosts Sales, Profit, and Engagement. Brandon Rigoni, Ph.D.Jim Asplund, HBR September 2016 10-19% SELF-DISCOVERYANDDEVELOPINGSTRENGTHSAREEQUALLY IMPORTANTFORORGANIZATIONALCHANGE
- 18. GROWTH AWARENESS Stress Victim Unaware Ineffective Recognition Survival Realization Coping Awareness Effective Deliver Self-management Consistent Committed Lead by Example Improved metrics Coach Mentor Legacy Role Model Inspirational Effective teams Accountability Transformed AWARENESSLEADSTOPERSONALGROWTH
- 19. ASAGLOBALMULTINATIONALCEO, WHATKEEPSYOUAWAKE? Are you self-aware? Do you know what behaviours derail you and stop you from excellence? Do you inspire and engage your teams? Are you delivering transformation through culture and accountability?
- 20. ABOUTTHEAUTHORHaving spent the last 15 years working across the globe in China, Middle East, South Africa, Europe, Australia and Thailand, I am passionate about creating inspiring global leaders. I work with global multi-national CEO’s and HR Directors to create highly engaged teams across multiple continents to grow their businesses. As the author of the book “Leadership Through My Lens” I help leaders to discover what makes them inspiring, thereby encouraging each team member to become more inspiring to those they work with. I write for Entrepreneur Magazine, Leaderonomics Magazine and have a photography blog sharing the metaphors and imagery from my camera and how this connects with leadership. I typically help in the following ways: • Keynote Speaking at Conferences and Events • Mentoring and Executive Leadership Development for CEO’s, C-Suite Leaders, HR Directors and Executive Teams • Workshops, Mentoring and Coaching Programs for Mid to Senior Leaders globally ANTON VAN DER WALT Some of the areas I assist in are: - Leadership Development - Change Management - Engagement and Performance - Workforce Planning - Organisational Development - Industrial Relations To get in touch with me to help your leaders and teams you can contact me at anton@antonvanderwalt.com or ph. +971 54440 9153 I have worked across a broad range of industries including automotive, transport and other manufacturing.