How to create value through sustainable leadership
This document discusses the value chain and leadership. It notes that talent management and customer experience are crucial. It discusses traditional approaches to leadership and achieving goals. It also notes that even the best can go wrong if not in the right context. It asks questions about what kind of context and leadership is needed to succeed. It discusses trust in leadership and achieving value for stakeholders, organizations, and leaders. It notes challenges with leadership like a perceived crisis, abuse of power, and lack of employee engagement. It discusses the need for sustainable leadership based on character traits like empathy, fairness, reciprocity, and kindness. It asks questions about how leaders can maintain their character and address areas for improvement.
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How to create value through sustainable leadership
- 2. The Value Chain I achieve.
- 3. The Value Chain I can. I want. I achieve. For someone. Customer Experience Talent is crucial for a qualitative customer experience. Would I recommend this service? = Would I recommend this person?
- 4. The Traditional Approach I can. I want. I achieve. For someone. Customer Experience Talent Management Planning Finding Hiring Onboarding Developing Rewarding (Re)Deploying
- 5. Also the best can go wrong If they are in the ontext. C wrong
- 6. The Value Chain I can. I want. I may (not). I must (not). I achieve. Customer Experience
- 9. The Value Chain I can. I want. I may (not). I must (not). I achieve. People Experience
- 10. The Value Chain I can. I want. I achieve. Customer Experience I may (not). I must (not). People Experience
- 14. do weneed What kind of eadershipL to succeed?
- 15. TRUSTyour leadership because you are at the service of them and of a higher purpose. Leadership is a process of motion towards sustainable value through people who Value for external stakeholders. Value for the organization and the team. Value for the leader.
- 16. The Value Chain I can. I want. I may (not). I must (not). I achieve.I feel support.
- 17. The Value Chain I can. I want. I may (not). I must (not). I achieve.I feel support. People Experience Customer ExperienceLeadership Experience
- 18. But…
- 19. The Problem • 86% sees a leadership crisis • 28% sees abuse of power • 50% of leaders derail • In 62% of cases, people do not want to work for the same boss again • Only 13% of people are engaged • …
- 20. VUCALeadership has never been so difficult. Leidership has never been so crucial. The world has become
- 21. The Sustainable Basis of Leadership Character 63 Managers die zich vooral richten op wederkerigheid focussen misschien te veel op resultaat en vergeten ook mild te zijn. Het zijn paradoxen waar elke leider mee moeten leven. Dus leiderschap is niets meer dan een versie van mens-zijn. Leiderschap is verankerd in dat wat ons mens maakt. En als dat zo is, is leiderschap duurzaam. Figuur 5. De vier elementen van karakter in evenwicht. Empathie Rechtvaardigheid Wederkerigheid Mildheid © David Ducheyne Empathy Reciprocity Fairness Kindness
- 22. Leadership • What are the myths that cause leaders to derail. • How do they deal with pressure, temptation, power, … ? • How can leaders maintain a certain hygiene? • How can they protect their character against erosion? • What areas do they need to work on, to make their leadership sustainable?
- 23. If people are not at the core of the leadership effort, what is … ? If there is Humanity in Business … There is Business in Humanity.