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When was the last time your
Leadership agitated the world?
Sandy Beky
KyoSei Leadership
@SandyBeky
1/26/2015 © 2014 KyoSei Leadership Sandy Beky All rights reserved 0
Ambitions
1/26/2015 © 2014 KyoSei Leadership Sandy Beky All rights reserved 1
Make you think about your
own leadership ambitions
and impact
Ideas to venture out of
the well trodden paths
Share my explorative journey into leadership
My Ingredients for Leadership Change
1/26/2015 © 2014 KyoSei Leadership Sandy Beky All rights reserved 2
Leaders’ individual aspirations
Honeybees
Circular economy
and personal path
Discovery Journey
1/26/2015 3© 2014 KyoSei Leadership Sandy Beky All rights reserved
2009 Urban
Beekeeping
Context
1/26/2015 © 2014 KyoSei Leadership Sandy Beky All rights reserved 4
• Engagement
• Motivation
• Purpose
1/26/2015 © 2014 KyoSei Leadership Sandy Beky All rights reserved 5
Connection
Collaboration
Impact
Global Community
Key Leadership Lessons
1/26/2015 © 2014 KyoSei Leadership Sandy Beky All rights reserved 6
• Organizational & Power Structure
• Succession Planning
• HR Management
• Productivity
• Communication
Organizational & Power Structure
• Bee World
Followership creates
leadership
Delegation
Accountability of every
member of the colony
Trust in every member of the
colony
Self-Governing Structure
1/26/2015 © 2014 KyoSei Leadership Sandy Beky All rights reserved 7
• Corporate World
Leadership does not need
followership’s
endorsement
Delegation and control
Lack of accountability
Lack of trust
“Blind obedience” to
“informed acquiescence”
structure
Succession Planning
• Bee World
Decision-making by the
followers
Queen getting old, failing
or missing
Beehive population
getting too big >>
swarming
1/26/2015 © 2014 KyoSei Leadership Sandy Beky All rights reserved 8
• Corporate World
Decision-making a few
(eg: shareholders,
executives, etc...)
Acquisitions, mergers
Interesting counter-
example: GORE WL
Associates
HR Management
• Bee World
Working life cycle based
on age, experience,
energy
Cross training &
redeployment
1/26/2015 © 2014 KyoSei Leadership Sandy Beky All rights reserved 9
• Corporate World
Limited internal mobility
from one role to a
complete different one
Limited temporary
redeployment (eg: job
rotation)
= RISKS
Productivity
• Bee World
Not exceeding targets
Preserving physical well-
being
Preserving the
environment
LONG-TERM
1/26/2015 © 2014 KyoSei Leadership Sandy Beky All rights reserved 10
• Corporate World
Exceeding targets
Unreasonable objectives
Quarterly earnings
with multiple negative
side-effects and
consequences
SHORT-TERM
Communication
• Bee World
Most efficient intranet in
the world !
Information is widely
shared
Information is
coordinated action
1/26/2015 © 2014 KyoSei Leadership Sandy Beky All rights reserved 11
• Corporate World
Information overload and
fatigue
Information is power
Guiding Principles
1/26/2015 © 2014 KyoSei Leadership Sandy Beky All rights reserved 12
• Service
• Long-Term
• Meaning/Purpose
• Sustainability
• Diversity
• How vs. How Much
Guiding Principles
1/26/2015 © 2014 KyoSei Leadership Sandy Beky All rights reserved 13
For the last 100 million years:
“meeting the needs of our generation
without compromising
the needs of future generations”
It is the most sustainable and advanced
social organization on Earth
Discovery Journey Sustainability-
minded Leadership ?
“Give me a lever long enough and I can change the world”
Archimedes
Ancient Greek mathematician, physicist, engineer, inventor and
astronomer
“For sustainability that lever is leadership”
Michael Fullan
Canadian educational researcher
1/26/2015 © 2014 KyoSei Leadership Sandy Beky All rights reserved 14
Discovery Journey
Corporate Research and Study
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2012
2013
© 2014 KyoSei Leadership Sandy Beky All rights reserved
1/26/2015 © 2014 KyoSei Leadership Sandy Beky All rights reserved 16
Purpose, Meaning
Long-Term
How vs How Much
Sustainability
Diversity
Sales
Director/VP
Chief
Sustainability
Officer
Chief
Diversity
Officer
Consulting
Partner
Chief
Information
Officer
Chief HR
Officer
Leadership Practices
Decision-Making
HR Management and
Processes
Findings – Time Horizon
Corporate Reality
• Deliberate focus on proximate
matters, rather than more
systemic, non-linear, large-
scale, and long-term processes
• Delay in re-examining existing
business models to reflect
longer-term considerations
• Evade the exploration of how
strategy should relate to
ultimate ends (i.e. human
fulfillment and community)
Leaders’ Aspirations
• Put an end to ROI dictatorship
as the only way to measure
performance. Find other ways
than the stock price to measure
the performance of the whole
company.
• Focus attention on employees
ready to act within a greater
global conscience, a more
holistic view of things and a
greater sense of connection
• Pay more attention to the How
vs How Much and What
1/26/2015 © 2014 KyoSei Leadership Sandy Beky All rights reserved 17
Findings – Leadership Mindset
Corporate Reality
• Information is processed through
predefined filters to maintain the
dominant logic
• Leaders who are eager to diverge
from the main path, may not rally
the necessary buy-in
• Leaders can be too trusting of
their own judgment, convinced
there is a rational basis for every
decision
• Create models and mechanisms
allowing them to make decisions
with fewer variables and a
simplistic understanding of cause-
and-effect
Leaders’ Aspirations
• Un-train and retrain managers : focus the
learning on behaviors, attitudes, mind-set so
they endure in their jobs not just because
they have the technical skills but also the
ability to elevate themselves and integrate
more complex topics such as sustainability
into their day to day decision making
• Promotion to a managerial role should not
be the result of technical excellence.
Individuals given people management
positions should be selected on their
passion to develop people and see them
change society and contribute to a thriving
world. Outstanding technical performance
denotes an excellent expert but not
necessarily an exceptional leader.
1/26/2015 © 2014 KyoSei Leadership Sandy Beky All rights reserved 18
Findings – Purpose and Values
Corporate Reality
• Shareholder value philosophy
• Employees are the most neglected
stakeholder group
• “as a people manager you are
measured on your numbers not on
your ability to recruit and develop the
right profiles; the experience, the
passion that you share with and instill
in your teams has an incredible value
that is not reflected in any metrics
and therefore not recognized. We
underestimate the value of
commitment, passion, and learning.
It’s a real shame because one
committed individual can make a big
difference and there is nothing more
infectious than commitment”.
•
Leaders’ Aspirations
• Adopt different corporate values such
as solidarity, humility, happiness,
health, gender equality, collective
intelligence.
• Define a new social contract, aim for
greater happiness and employee well-
being in the workplace, engage them in
meaning making jobs (that does not
mean that companies cannot downsize
or restructure if they have to).
• Revive the notion of respect towards
the employees and give them same or
better consideration as the
shareholders and customers.
1/26/2015 © 2014 KyoSei Leadership Sandy Beky All rights reserved 19
Findings - Sustainability
Corporate Reality
• Sustainability as a tick in the
box approach
• Environmental bias
• Greenwashing
• Fluctuating budget and lack
of buy-in from the top
Leaders’ Aspirations
• Move away from an
inconsistent collection of
isolated and scattered
sustainability projects based
on optional engagement,
volunteering and quick wins.
• For corporate leaders to
factor sustainability into their
decision making,
sustainability needs to be
factored into their pay
structure and impact it
significantly.
1/26/2015 © 2014 KyoSei Leadership Sandy Beky All rights reserved 20
Findings - Diversity
Corporate Reality
• Ratio female/male senior
managers is 25%-75%
• Succession planning is more
favorable to men
• Hiring women is more risky
• Lack of endorsement and
incentives to build more
gender inclusive leadership
teams
• Fluctuating budget and lack
of buy-in from the top
Leaders’ Aspirations
• The 21st century workplace
should be a gender balanced
one. Gender diversity should
be the norm and not a topic
that is still treated as an issue
• The lack of women in the
workplace is contributing to
the slow progress in the
integration of sustainability in
the corporate world
1/26/2015 © 2014 KyoSei Leadership Sandy Beky All rights reserved 21
Superpower Dilemma
1/26/2015 © 2014 KyoSei Leadership Sandy Beky All rights reserved 22
Doing more of the same
Recycling strategies
Sluggish adaptation
Company performance =
the first hindering factor
Emerging Leadership Transformation
1/26/2015 © 2014 KyoSei Leadership Sandy Beky All rights reserved 23
Some leaders are eager
and
ready to surf
the wave of change
Circular Economy
1/26/2015 © 2014 KyoSei Leadership Sandy Beky All rights reserved 24
2012
2014
Circular Economy
1/26/2015 © 2014 KyoSei Leadership Sandy Beky All rights reserved 25
Cradle to Grave
Economy as a societal and
planetary threat and
burden
Cradle to Cradle
Restorative Economy
Product Life Cycle
in a Linear Economy
Manufacture Sell Use Dispose
Design/Build
Phase
Market
Phase
End Of Use
or Life
WASTE
Extract
Mine
Harvest
Natural Resources
Copyright © 2014 Sandy Beky. All Rights Reserved.
Reuse
Renewable Energy
Biological Nutrients
Users
+
Repair
& Reuse
Product
End of Life
Other
Users
Recyclable
Technical
Components
Biosphere
Sharing
Economy
Services
Product Life Cycle in a
Circular Economy
Copyright © 2014 Sandy Beky. All Rights Reserved.
My Ingredients for Leadership Change
1/26/2015 © 2014 KyoSei Leadership Sandy Beky All rights reserved 28
Leaders’ aspirations and
Honeybees
Circular economy
personal path
Moving Leadership to a Place Beyond
© 2014 KyoSei Leadership Sandy Beky All rights reserved
Bee-inspired
Organizations
Circular HRM
Action Logic
Leadership
Enneagram
revealed
Leadership
Sustainability-minded Leadership
1/26/2015 29
Bee inspired Organization
Put employees and human values at the heart of
the corporate vision and mission
F100 companies : less than 5% mention their
employees in the vision/mission statement
1/26/2015 © 2014 KyoSei Leadership Sandy Beky All rights reserved 30
Bee inspired Organization
Face the truth, ask the tough questions, no tick the box
• Are the employees aware of the vision, values ?
• Do they understand them?
• Do they believe them?
• Do they translate it in their every day decision making and
behaviors?
• Do the corporate leaders demonstrate belief and
understanding of the vision and corporate values in their
managerial practices? How do leaders talk about the
corporate values?
1/26/2015 © 2014 KyoSei Leadership Sandy Beky All rights reserved 31
Bee inspired Organization
• Drivers, Beliefs, Behaviors MRI
• Get every layer of the corporation mobilized,
• Diversity of tools: quantitative analysis, focus
groups, 1:1 interviews, idea wall, collective
intelligence workshops, anonymous polls,
etc…
1/26/2015 © 2014 KyoSei Leadership Sandy Beky All rights reserved 32
Bee-Inspired Organization
• Refine/Define corporate vision/mission
• Refine/Define corporate values - eg:
Solidarity? Happiness? Health&Well-being
(people/planet) Truth? Transparence?
Purpose? Meaning? Long-Term?
Sustainability? Connected to our Emotions?
• Revisit on a regular basis for said/seen
alignment
1/26/2015 © 2014 KyoSei Leadership Sandy Beky All rights reserved 33
Bee inspired Organization
• Company wide involvement
• A journey
• Demands courage, authentic,ity perseverance
• Example zero email 5 year initiative at Atos
1/26/2015 © 2014 KyoSei Leadership Sandy Beky All rights reserved 34
Data and facts
Copyright© 2013 Sandy BEKY - All Rights Reserved
Confidence in
US Big Business:
22% in 2013
vs. 29% in 2012
(Gallup – June 2013)
Data and facts
Copyright© 2013 Sandy BEKY - All Rights Reserved
Employee
Dis-Engagement
(Towers Watson 2012)
50% not engaged
20% actively dis-engaged
(Gallup 2013)
(Gallup 2013)
Data and facts
Copyright© 2013 Sandy BEKY - All Rights Reserved
Depression in the
workplace in EU:
10% sick leaves
21,000 lost days in 2011
2014 Forecast: €100Bn vs.
€92Bn in 2012
(European Depression
Association)
Data and facts
Copyright© 2013 Sandy BEKY - All Rights Reserved
Sustainability minded
organizations
The choice of 46% of
employees globally
- even with lower pay
vs.
Higher pay
(Bain & Company 2013)
Employee Life Cycle in a Linear Model
Recruitment Employment
Leave of absence
Eg: sabbatical, parental, medical, garden
Retirement
Redundancy
Resignation
(Career Advancement)
(Training Development)
Experience
Exposure
Copyright © 2014 Sandy Beky. All Rights Reserved.(…) left to the discretion of the employer
Direct or Indirect
Cost to society
Potential not leveraged
Reuse
Copyright © 2014 Sandy Beky. All Rights Reserved.
Internal
Redeployment
External
Rotation
Engage
Human Values
Retirement
Partner
&Customer
Ecosystem
Cross-company
Training,
Mentoring,
Coaching, Shadowing
Training
Mentoring
Coaching
Shadowing
Employee Life Cycle in a Circular Model
Development
Circular HRM
• Selection
- Who you are as an
individual
- The values guiding
your life
- How you
demonstrate those
values in
personal/social/prof
essional
environments
- Your potential in
serving and
enhancing the value
of the corporate
values
• Development &
Promotion
- How you serve the
corporate values
- How value other
people’s values
- People Impact
- Sustainability-
mindset
1/26/2015 © 2014 KyoSei Leadership Sandy Beky All rights reserved 41
• Compensation
- Behavioral index
- How vs. How
much/What
- People impact
Behavioral HR
Circular HRM
• Selection
1/26/2015 © 2014 KyoSei Leadership Sandy Beky All rights reserved 42
- Unconventional/disruptive
profile recruitment vs. cloning
recruitment
- Interpersonal skills vs. technical
skills
- Life experience and work
experience
- Cross-generation
representation
- Gender equal recruitment
- Diverse interviewer panel
- New way of drafting job
descriptions
People, the strong link
of the chainFuture
Society
Business
Leaders
Followers
Education
1/26/2015 © 2014 KyoSei Leadership Sandy Beky All rights reserved 43
What Future do we want?
What Society do we need to create that Future?
What Businesses can contribute
to such Society?
What Leaders & Followers
do we need for those Businesses?
What Education will best
prepare those Leaders?
Enneagram Revealed Leadership
• A typology personality invented by Oscar
Ichazo and developed by Claudio Naranjo
• 9 personality types founded on
our basic fear
ego fixation
and our basic desires and motivations to
avoid that basic fear and serve our ego fixation
1/26/2015 © 2014 KyoSei Leadership Sandy Beky All rights reserved 44
Enneagram Revealed Leadership
• Our personality is a set of structured strategies,
self-images, behaviors, reactions and defense
mechanisms to cope and survive in our
environment
• We are not just our personality
• We are spiritual beings who have a personality
• Beyond the limits of our personality, and our soul
Is our Essence which is our true nature
1/26/2015 © 2014 KyoSei Leadership Sandy Beky All rights reserved 45
Enneagram-revealed Leadership
• Enneagram is one way of identifying how
our personality can gets us locked from a
mental, emotional and behavioral
standpoint and affect our leadership
potential, aspirations
• “The Enneagram does not put us in a
box, it shows us the box we are already
in – and the way out”
Don Richard Riso and Russ Hudson
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1/26/2015 © 2014 KyoSei Leadership Sandy Beky All rights reserved 47
HOW we construct meaningwe see ourselves & the world
We know what we know
we organize and interpret reality
Action Logic Leadership
Meaning Making System
WHAT needs we act uponends we move towards
we see as the purpose of life
1/26/2015 © 2014 KyoSei Leadership Sandy Beky All rights reserved 48
RELATIONSHIP
WITH
Complexity Self
Ambiguity
Time
Past, Present, Future
Ego Development
Meaning Making System
Self Identity
Intuition
Uncertainty
World
Others
Action Logic Leadership
Human Development
• constant motion with movements possible in
various directions
Horizontal development = new
skills/methods/facts/ways of organizing knowledge
but worldview and meaning making system remain
the same
Upward vertical development = worldview and
meaning making system evolve and experience a
progression in making sense of reality
Downward vertical development = worldview and
meaning making system experience a regression
1/26/2015 © 2014 KyoSei Leadership Sandy Beky All rights reserved 49
Action Logic Leadership
1/26/2015 © 2014 KyoSei Leadership Sandy Beky All rights reserved 50
Opportunist
Diplomat
Expert
Achiever
Individualist
Strategist
Alchemist
Ironist
Sustainability-minded leaders
1/26/2015 © 2014 KyoSei Leadership Sandy Beky All rights reserved 51
Opportunist
Diplomat
Expert
Achiever
Individualist
Strategist
Alchemist
Ironist
Highly-developed meaning making system
+ Very mature worldviews
+ Strengthened personal and interpersonal
awareness
+ Increased understanding of emotions
+ Ability to have a systemic view of reality
+ “and” vs. “or” approach of life
+ Capacity to transcend their ego
Higher stages need lower ones
All stages are necessary parts of an
overall evolutionary process.
They won’t tell you it’s easy…
1/26/2015 © 2014 KyoSei Leadership Sandy Beky All rights reserved 52
“If you’re inventing
and pioneering, you have to be willing to be
misunderstood for long periods of time.”
Jeff Bezos
CEO Amazon
“Once you start, you can’t stop”
Yvon Chouinard
Founder and former CEO Patagonia
They will tell you it’s possible!
1/26/2015 © 2014 KyoSei Leadership Sandy Beky All rights reserved 53
Thank You!
BACK UP SLIDES
1/26/2015 © 2014 KyoSei Leadership Sandy Beky All rights reserved 54
The Achiever
Basic Fear: of being worthless
Basic Desire: to feel valuable and worthwhile
Key Motivations: want to distinguish themselves from
others, to have attention, to be admired, and to
impress others
1/26/2015 © 2014 KyoSei Leadership Sandy Beky All rights reserved 55
Direction of Disintegration
Become disengaged and apathetic at Nine
Direction of Integration
become more cooperative and committed to others,
like healthy Sixes
They can and do achieve great things in the world.
They embody the best in a culture and people often
look up to them because they are able to see their
hopes and dreams mirrored in them
They are posed, self-assured, ambitious, competent
energetic, diplomatic , attractive, and charming.
1/26/2015 © 2014 KyoSei Leadership Sandy Beky All rights reserved 56
The Achiever
They can be overly status-conscious, concerned
with their image and what others think of them.
They typically have problems with workaholism
competitiveness and can be highly driven for
advancement.
Healthy Threes :
are self-accepting, authentic,
believe in themselves and in
developing their talents and
capacities and truly act as living
“role models”
Unhealthy Threes:
become so alienated from
themselves (have adapted their
lives to the expectations of
others) that they no longer
know what they truly want, or
what their real feelings or
interests are. An easy prey to
self–deception, deceit, and
falseness of all kinds.
Achievers
World-centric
product of western cultures,
Action and goal-oriented, suited for managerial roles
coordinator, relies on logical argument, data and experience,
function well in diverse groups
Focus
Delivery, results, goals, effectiveness,
personal and team success, effective use of time, feedback,
analysis, truth
Time horizon
1-5 years, linear view of time with a future-orientation
1/26/2015 © 2014 KyoSei Leadership Sandy Beky All rights reserved 57
Achievers
Sustainability sensitivity
In favor of sustainability committees/councils to integrate sustainability issues
into organizational and procedures
Response to market concerns with respect for ecological issues
Follow-up on organizational sustainability performance
Conventional implementation of sustainability
(e.g.: ISO 14001)
No questioning of management system in place
Focus on eco-efficiency measures
1/26/2015 © 2014 KyoSei Leadership Sandy Beky All rights reserved 58
Behavioral dimension
• DOING
How do we interact?
What are the needs we act upon?
What ends do we try to achieve?
How do we cope and master our lives?
What function do others play in our life?
1/26/2015 © 2014 KyoSei Leadership Sandy Beky All rights reserved 59
Affective dimension
• BEING
How do we feel about things?
How do we deal with affect?
What is our range of awareness?
How are we experiencing and processing
events?
What are our preferred defense mechanisms?
1/26/2015 © 2014 KyoSei Leadership Sandy Beky All rights reserved 60
Cognitive dimension
• THINKING
How do we think?
How do we structure experience?
How do we explain things,
How do we make sense of our experience?
What is the logic behind our perspectives on
ourselves and the world?
1/26/2015 © 2014 KyoSei Leadership Sandy Beky All rights reserved 61
Flipping heads…
Copyright© 2013 Sandy BEKY - All Rights Reserved
(Bain & Company 2013)
…or tails
Copyright© 2013 Sandy BEKY - All Rights Reserved
* 81% of 766 CEOs interviewed by Accenture in 2010
*
The Voice of the Expert
YES
in 1 to 2 % companies only
1/26/2015 © 2014 KyoSei Leadership Sandy Beky All rights reserved 64
1/26/2015 © 2014 KyoSei Leadership Sandy Beky All rights reserved 65
POWER STRUCTURE GLOBAL STUDY
• 2011 – Study by 3 complex systems theorists
from the Swiss Federal Institute of Technology
• Analysis of the relationships between
transnational corporations (TNCs) to map the
power structure of the global economy
• Main finding : control of the global economy is
tightly concentrated into a small core of top
players
1/26/2015 © 2014 KyoSei Leadership Sandy Beky All rights reserved 66
1/26/2015 © 2014 KyoSei Leadership Sandy Beky All rights reserved 67
43060 TNCs
194
countries
1318 major
players
147 top
players
controlling 40% of
the total wealth
= 20% of global
operating revenues
but own 60% of
global revenues
(control the majority of the world's
large blue chip and manufacturing
firms)
Global Economy
Power
Structure
Barclays, Axa, StateStreet, Allianz
Merryl Lynch, JP Morgan, Aviva,
BNP Paribas, Credit Suisse, Lloyds,
Deustche Bank, Société Générale,
China Petroleum, Morgan Stanley,
Bank of America, Mitsubishi
1/26/2015 © 2014 KyoSei Leadership Sandy Beky All rights reserved 68
Yellow dots
1171 very
connected
companies (2 to
20 inter-
connections)
Red dots : 147
tightly knit
companies with
all of their
ownership held
by other
members of the
super-entity
Global Economy Power Structure
• A self contained network of power and wealth
• Highly connected members attract newcomers
• Money flows towards the most highly connected members.
• Distress affecting one member is propagated to the others
• Chain reaction throughout the economy
1/26/2015 © 2014 KyoSei Leadership Sandy Beky All rights reserved 69
SNOWBALL EFFECT
E.g.: global financial crisis
Reverse Snowball Effect
1/26/2015 © 2014 KyoSei Leadership Sandy Beky All rights reserved 70
• The 1% super-entity could act 'as one’ and make the
conscious decision to become true corporate citizens i.e.
place the interests of Society and Humanity before their
own interests.
• Positive chain reaction
• The rest of the world would have to follow
“Once you start, you can’t stop”
Yvon Chouinard CEO Patagonia
Milton Friedman about
Corporate Social Responsibility
1/26/2015
© 2014 KyoSei Leadership Sandy Beky All rights reserved
71
“There is one and only one
social responsibility of
business: to use its resources
and engage in activities
designed to increase its
profits so long as it stays
within the rules of the game,
which is to say, engages in
open and free competition
without deception or fraud."
1/26/2015 © 2014 KyoSei Leadership Sandy Beky All rights reserved 72
CORPORATE VISION (or motto, reason for being, essence,
mission)
Values
Beliefs
Drivers
Personal/individual
Management
Principles or
Rationale
Corporate Culture
(beliefs, drivers,
values)
Corporate Governance
(decision making,
business practices,
behaviors)
HR CORE PROCESSES
HIRE, ENGAGE RETAIN
BUSINESS OPERATIONS/FUNCTIONS
Written
and
unwritten
CUSTOMERS, SUPPLIERS, REGULATORS, SOCIETY
Sustainability minded Leadership
Ability to put your values into actions to
get the best of other people from a value and
behavioral perspectives
Value your values
&
Value the people
who make your business valuable
1/26/2015 © 2014 KyoSei Leadership Sandy Beky All rights reserved 73
From awareness to action
1/26/2015 © 2014 KyoSei Leadership Sandy Beky All rights reserved 74
bEmployee Engagement Pyramid
(Melcrum)

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When was the last time your leadership agitated the world? by Sandy Beky

  • 1. When was the last time your Leadership agitated the world? Sandy Beky KyoSei Leadership @SandyBeky 1/26/2015 © 2014 KyoSei Leadership Sandy Beky All rights reserved 0
  • 2. Ambitions 1/26/2015 © 2014 KyoSei Leadership Sandy Beky All rights reserved 1 Make you think about your own leadership ambitions and impact Ideas to venture out of the well trodden paths Share my explorative journey into leadership
  • 3. My Ingredients for Leadership Change 1/26/2015 © 2014 KyoSei Leadership Sandy Beky All rights reserved 2 Leaders’ individual aspirations Honeybees Circular economy and personal path
  • 4. Discovery Journey 1/26/2015 3© 2014 KyoSei Leadership Sandy Beky All rights reserved 2009 Urban Beekeeping
  • 5. Context 1/26/2015 © 2014 KyoSei Leadership Sandy Beky All rights reserved 4 • Engagement • Motivation • Purpose
  • 6. 1/26/2015 © 2014 KyoSei Leadership Sandy Beky All rights reserved 5 Connection Collaboration Impact Global Community
  • 7. Key Leadership Lessons 1/26/2015 © 2014 KyoSei Leadership Sandy Beky All rights reserved 6 • Organizational & Power Structure • Succession Planning • HR Management • Productivity • Communication
  • 8. Organizational & Power Structure • Bee World Followership creates leadership Delegation Accountability of every member of the colony Trust in every member of the colony Self-Governing Structure 1/26/2015 © 2014 KyoSei Leadership Sandy Beky All rights reserved 7 • Corporate World Leadership does not need followership’s endorsement Delegation and control Lack of accountability Lack of trust “Blind obedience” to “informed acquiescence” structure
  • 9. Succession Planning • Bee World Decision-making by the followers Queen getting old, failing or missing Beehive population getting too big >> swarming 1/26/2015 © 2014 KyoSei Leadership Sandy Beky All rights reserved 8 • Corporate World Decision-making a few (eg: shareholders, executives, etc...) Acquisitions, mergers Interesting counter- example: GORE WL Associates
  • 10. HR Management • Bee World Working life cycle based on age, experience, energy Cross training & redeployment 1/26/2015 © 2014 KyoSei Leadership Sandy Beky All rights reserved 9 • Corporate World Limited internal mobility from one role to a complete different one Limited temporary redeployment (eg: job rotation) = RISKS
  • 11. Productivity • Bee World Not exceeding targets Preserving physical well- being Preserving the environment LONG-TERM 1/26/2015 © 2014 KyoSei Leadership Sandy Beky All rights reserved 10 • Corporate World Exceeding targets Unreasonable objectives Quarterly earnings with multiple negative side-effects and consequences SHORT-TERM
  • 12. Communication • Bee World Most efficient intranet in the world ! Information is widely shared Information is coordinated action 1/26/2015 © 2014 KyoSei Leadership Sandy Beky All rights reserved 11 • Corporate World Information overload and fatigue Information is power
  • 13. Guiding Principles 1/26/2015 © 2014 KyoSei Leadership Sandy Beky All rights reserved 12 • Service • Long-Term • Meaning/Purpose • Sustainability • Diversity • How vs. How Much
  • 14. Guiding Principles 1/26/2015 © 2014 KyoSei Leadership Sandy Beky All rights reserved 13 For the last 100 million years: “meeting the needs of our generation without compromising the needs of future generations” It is the most sustainable and advanced social organization on Earth
  • 15. Discovery Journey Sustainability- minded Leadership ? “Give me a lever long enough and I can change the world” Archimedes Ancient Greek mathematician, physicist, engineer, inventor and astronomer “For sustainability that lever is leadership” Michael Fullan Canadian educational researcher 1/26/2015 © 2014 KyoSei Leadership Sandy Beky All rights reserved 14
  • 16. Discovery Journey Corporate Research and Study 1/26/2015 15 2012 2013 © 2014 KyoSei Leadership Sandy Beky All rights reserved
  • 17. 1/26/2015 © 2014 KyoSei Leadership Sandy Beky All rights reserved 16 Purpose, Meaning Long-Term How vs How Much Sustainability Diversity Sales Director/VP Chief Sustainability Officer Chief Diversity Officer Consulting Partner Chief Information Officer Chief HR Officer Leadership Practices Decision-Making HR Management and Processes
  • 18. Findings – Time Horizon Corporate Reality • Deliberate focus on proximate matters, rather than more systemic, non-linear, large- scale, and long-term processes • Delay in re-examining existing business models to reflect longer-term considerations • Evade the exploration of how strategy should relate to ultimate ends (i.e. human fulfillment and community) Leaders’ Aspirations • Put an end to ROI dictatorship as the only way to measure performance. Find other ways than the stock price to measure the performance of the whole company. • Focus attention on employees ready to act within a greater global conscience, a more holistic view of things and a greater sense of connection • Pay more attention to the How vs How Much and What 1/26/2015 © 2014 KyoSei Leadership Sandy Beky All rights reserved 17
  • 19. Findings – Leadership Mindset Corporate Reality • Information is processed through predefined filters to maintain the dominant logic • Leaders who are eager to diverge from the main path, may not rally the necessary buy-in • Leaders can be too trusting of their own judgment, convinced there is a rational basis for every decision • Create models and mechanisms allowing them to make decisions with fewer variables and a simplistic understanding of cause- and-effect Leaders’ Aspirations • Un-train and retrain managers : focus the learning on behaviors, attitudes, mind-set so they endure in their jobs not just because they have the technical skills but also the ability to elevate themselves and integrate more complex topics such as sustainability into their day to day decision making • Promotion to a managerial role should not be the result of technical excellence. Individuals given people management positions should be selected on their passion to develop people and see them change society and contribute to a thriving world. Outstanding technical performance denotes an excellent expert but not necessarily an exceptional leader. 1/26/2015 © 2014 KyoSei Leadership Sandy Beky All rights reserved 18
  • 20. Findings – Purpose and Values Corporate Reality • Shareholder value philosophy • Employees are the most neglected stakeholder group • “as a people manager you are measured on your numbers not on your ability to recruit and develop the right profiles; the experience, the passion that you share with and instill in your teams has an incredible value that is not reflected in any metrics and therefore not recognized. We underestimate the value of commitment, passion, and learning. It’s a real shame because one committed individual can make a big difference and there is nothing more infectious than commitment”. • Leaders’ Aspirations • Adopt different corporate values such as solidarity, humility, happiness, health, gender equality, collective intelligence. • Define a new social contract, aim for greater happiness and employee well- being in the workplace, engage them in meaning making jobs (that does not mean that companies cannot downsize or restructure if they have to). • Revive the notion of respect towards the employees and give them same or better consideration as the shareholders and customers. 1/26/2015 © 2014 KyoSei Leadership Sandy Beky All rights reserved 19
  • 21. Findings - Sustainability Corporate Reality • Sustainability as a tick in the box approach • Environmental bias • Greenwashing • Fluctuating budget and lack of buy-in from the top Leaders’ Aspirations • Move away from an inconsistent collection of isolated and scattered sustainability projects based on optional engagement, volunteering and quick wins. • For corporate leaders to factor sustainability into their decision making, sustainability needs to be factored into their pay structure and impact it significantly. 1/26/2015 © 2014 KyoSei Leadership Sandy Beky All rights reserved 20
  • 22. Findings - Diversity Corporate Reality • Ratio female/male senior managers is 25%-75% • Succession planning is more favorable to men • Hiring women is more risky • Lack of endorsement and incentives to build more gender inclusive leadership teams • Fluctuating budget and lack of buy-in from the top Leaders’ Aspirations • The 21st century workplace should be a gender balanced one. Gender diversity should be the norm and not a topic that is still treated as an issue • The lack of women in the workplace is contributing to the slow progress in the integration of sustainability in the corporate world 1/26/2015 © 2014 KyoSei Leadership Sandy Beky All rights reserved 21
  • 23. Superpower Dilemma 1/26/2015 © 2014 KyoSei Leadership Sandy Beky All rights reserved 22 Doing more of the same Recycling strategies Sluggish adaptation Company performance = the first hindering factor
  • 24. Emerging Leadership Transformation 1/26/2015 © 2014 KyoSei Leadership Sandy Beky All rights reserved 23 Some leaders are eager and ready to surf the wave of change
  • 25. Circular Economy 1/26/2015 © 2014 KyoSei Leadership Sandy Beky All rights reserved 24 2012 2014
  • 26. Circular Economy 1/26/2015 © 2014 KyoSei Leadership Sandy Beky All rights reserved 25 Cradle to Grave Economy as a societal and planetary threat and burden Cradle to Cradle Restorative Economy
  • 27. Product Life Cycle in a Linear Economy Manufacture Sell Use Dispose Design/Build Phase Market Phase End Of Use or Life WASTE Extract Mine Harvest Natural Resources Copyright © 2014 Sandy Beky. All Rights Reserved.
  • 28. Reuse Renewable Energy Biological Nutrients Users + Repair & Reuse Product End of Life Other Users Recyclable Technical Components Biosphere Sharing Economy Services Product Life Cycle in a Circular Economy Copyright © 2014 Sandy Beky. All Rights Reserved.
  • 29. My Ingredients for Leadership Change 1/26/2015 © 2014 KyoSei Leadership Sandy Beky All rights reserved 28 Leaders’ aspirations and Honeybees Circular economy personal path
  • 30. Moving Leadership to a Place Beyond © 2014 KyoSei Leadership Sandy Beky All rights reserved Bee-inspired Organizations Circular HRM Action Logic Leadership Enneagram revealed Leadership Sustainability-minded Leadership 1/26/2015 29
  • 31. Bee inspired Organization Put employees and human values at the heart of the corporate vision and mission F100 companies : less than 5% mention their employees in the vision/mission statement 1/26/2015 © 2014 KyoSei Leadership Sandy Beky All rights reserved 30
  • 32. Bee inspired Organization Face the truth, ask the tough questions, no tick the box • Are the employees aware of the vision, values ? • Do they understand them? • Do they believe them? • Do they translate it in their every day decision making and behaviors? • Do the corporate leaders demonstrate belief and understanding of the vision and corporate values in their managerial practices? How do leaders talk about the corporate values? 1/26/2015 © 2014 KyoSei Leadership Sandy Beky All rights reserved 31
  • 33. Bee inspired Organization • Drivers, Beliefs, Behaviors MRI • Get every layer of the corporation mobilized, • Diversity of tools: quantitative analysis, focus groups, 1:1 interviews, idea wall, collective intelligence workshops, anonymous polls, etc… 1/26/2015 © 2014 KyoSei Leadership Sandy Beky All rights reserved 32
  • 34. Bee-Inspired Organization • Refine/Define corporate vision/mission • Refine/Define corporate values - eg: Solidarity? Happiness? Health&Well-being (people/planet) Truth? Transparence? Purpose? Meaning? Long-Term? Sustainability? Connected to our Emotions? • Revisit on a regular basis for said/seen alignment 1/26/2015 © 2014 KyoSei Leadership Sandy Beky All rights reserved 33
  • 35. Bee inspired Organization • Company wide involvement • A journey • Demands courage, authentic,ity perseverance • Example zero email 5 year initiative at Atos 1/26/2015 © 2014 KyoSei Leadership Sandy Beky All rights reserved 34
  • 36. Data and facts Copyright© 2013 Sandy BEKY - All Rights Reserved Confidence in US Big Business: 22% in 2013 vs. 29% in 2012 (Gallup – June 2013)
  • 37. Data and facts Copyright© 2013 Sandy BEKY - All Rights Reserved Employee Dis-Engagement (Towers Watson 2012) 50% not engaged 20% actively dis-engaged (Gallup 2013) (Gallup 2013)
  • 38. Data and facts Copyright© 2013 Sandy BEKY - All Rights Reserved Depression in the workplace in EU: 10% sick leaves 21,000 lost days in 2011 2014 Forecast: €100Bn vs. €92Bn in 2012 (European Depression Association)
  • 39. Data and facts Copyright© 2013 Sandy BEKY - All Rights Reserved Sustainability minded organizations The choice of 46% of employees globally - even with lower pay vs. Higher pay (Bain & Company 2013)
  • 40. Employee Life Cycle in a Linear Model Recruitment Employment Leave of absence Eg: sabbatical, parental, medical, garden Retirement Redundancy Resignation (Career Advancement) (Training Development) Experience Exposure Copyright © 2014 Sandy Beky. All Rights Reserved.(…) left to the discretion of the employer Direct or Indirect Cost to society Potential not leveraged
  • 41. Reuse Copyright © 2014 Sandy Beky. All Rights Reserved. Internal Redeployment External Rotation Engage Human Values Retirement Partner &Customer Ecosystem Cross-company Training, Mentoring, Coaching, Shadowing Training Mentoring Coaching Shadowing Employee Life Cycle in a Circular Model Development
  • 42. Circular HRM • Selection - Who you are as an individual - The values guiding your life - How you demonstrate those values in personal/social/prof essional environments - Your potential in serving and enhancing the value of the corporate values • Development & Promotion - How you serve the corporate values - How value other people’s values - People Impact - Sustainability- mindset 1/26/2015 © 2014 KyoSei Leadership Sandy Beky All rights reserved 41 • Compensation - Behavioral index - How vs. How much/What - People impact Behavioral HR
  • 43. Circular HRM • Selection 1/26/2015 © 2014 KyoSei Leadership Sandy Beky All rights reserved 42 - Unconventional/disruptive profile recruitment vs. cloning recruitment - Interpersonal skills vs. technical skills - Life experience and work experience - Cross-generation representation - Gender equal recruitment - Diverse interviewer panel - New way of drafting job descriptions
  • 44. People, the strong link of the chainFuture Society Business Leaders Followers Education 1/26/2015 © 2014 KyoSei Leadership Sandy Beky All rights reserved 43 What Future do we want? What Society do we need to create that Future? What Businesses can contribute to such Society? What Leaders & Followers do we need for those Businesses? What Education will best prepare those Leaders?
  • 45. Enneagram Revealed Leadership • A typology personality invented by Oscar Ichazo and developed by Claudio Naranjo • 9 personality types founded on our basic fear ego fixation and our basic desires and motivations to avoid that basic fear and serve our ego fixation 1/26/2015 © 2014 KyoSei Leadership Sandy Beky All rights reserved 44
  • 46. Enneagram Revealed Leadership • Our personality is a set of structured strategies, self-images, behaviors, reactions and defense mechanisms to cope and survive in our environment • We are not just our personality • We are spiritual beings who have a personality • Beyond the limits of our personality, and our soul Is our Essence which is our true nature 1/26/2015 © 2014 KyoSei Leadership Sandy Beky All rights reserved 45
  • 47. Enneagram-revealed Leadership • Enneagram is one way of identifying how our personality can gets us locked from a mental, emotional and behavioral standpoint and affect our leadership potential, aspirations • “The Enneagram does not put us in a box, it shows us the box we are already in – and the way out” Don Richard Riso and Russ Hudson 1/26/2015 © 2014 KyoSei Leadership Sandy Beky All rights reserved 46
  • 48. 1/26/2015 © 2014 KyoSei Leadership Sandy Beky All rights reserved 47 HOW we construct meaningwe see ourselves & the world We know what we know we organize and interpret reality Action Logic Leadership Meaning Making System WHAT needs we act uponends we move towards we see as the purpose of life
  • 49. 1/26/2015 © 2014 KyoSei Leadership Sandy Beky All rights reserved 48 RELATIONSHIP WITH Complexity Self Ambiguity Time Past, Present, Future Ego Development Meaning Making System Self Identity Intuition Uncertainty World Others
  • 50. Action Logic Leadership Human Development • constant motion with movements possible in various directions Horizontal development = new skills/methods/facts/ways of organizing knowledge but worldview and meaning making system remain the same Upward vertical development = worldview and meaning making system evolve and experience a progression in making sense of reality Downward vertical development = worldview and meaning making system experience a regression 1/26/2015 © 2014 KyoSei Leadership Sandy Beky All rights reserved 49
  • 51. Action Logic Leadership 1/26/2015 © 2014 KyoSei Leadership Sandy Beky All rights reserved 50 Opportunist Diplomat Expert Achiever Individualist Strategist Alchemist Ironist
  • 52. Sustainability-minded leaders 1/26/2015 © 2014 KyoSei Leadership Sandy Beky All rights reserved 51 Opportunist Diplomat Expert Achiever Individualist Strategist Alchemist Ironist Highly-developed meaning making system + Very mature worldviews + Strengthened personal and interpersonal awareness + Increased understanding of emotions + Ability to have a systemic view of reality + “and” vs. “or” approach of life + Capacity to transcend their ego Higher stages need lower ones All stages are necessary parts of an overall evolutionary process.
  • 53. They won’t tell you it’s easy… 1/26/2015 © 2014 KyoSei Leadership Sandy Beky All rights reserved 52 “If you’re inventing and pioneering, you have to be willing to be misunderstood for long periods of time.” Jeff Bezos CEO Amazon “Once you start, you can’t stop” Yvon Chouinard Founder and former CEO Patagonia They will tell you it’s possible!
  • 54. 1/26/2015 © 2014 KyoSei Leadership Sandy Beky All rights reserved 53 Thank You!
  • 55. BACK UP SLIDES 1/26/2015 © 2014 KyoSei Leadership Sandy Beky All rights reserved 54
  • 56. The Achiever Basic Fear: of being worthless Basic Desire: to feel valuable and worthwhile Key Motivations: want to distinguish themselves from others, to have attention, to be admired, and to impress others 1/26/2015 © 2014 KyoSei Leadership Sandy Beky All rights reserved 55 Direction of Disintegration Become disengaged and apathetic at Nine Direction of Integration become more cooperative and committed to others, like healthy Sixes
  • 57. They can and do achieve great things in the world. They embody the best in a culture and people often look up to them because they are able to see their hopes and dreams mirrored in them They are posed, self-assured, ambitious, competent energetic, diplomatic , attractive, and charming. 1/26/2015 © 2014 KyoSei Leadership Sandy Beky All rights reserved 56 The Achiever They can be overly status-conscious, concerned with their image and what others think of them. They typically have problems with workaholism competitiveness and can be highly driven for advancement. Healthy Threes : are self-accepting, authentic, believe in themselves and in developing their talents and capacities and truly act as living “role models” Unhealthy Threes: become so alienated from themselves (have adapted their lives to the expectations of others) that they no longer know what they truly want, or what their real feelings or interests are. An easy prey to self–deception, deceit, and falseness of all kinds.
  • 58. Achievers World-centric product of western cultures, Action and goal-oriented, suited for managerial roles coordinator, relies on logical argument, data and experience, function well in diverse groups Focus Delivery, results, goals, effectiveness, personal and team success, effective use of time, feedback, analysis, truth Time horizon 1-5 years, linear view of time with a future-orientation 1/26/2015 © 2014 KyoSei Leadership Sandy Beky All rights reserved 57
  • 59. Achievers Sustainability sensitivity In favor of sustainability committees/councils to integrate sustainability issues into organizational and procedures Response to market concerns with respect for ecological issues Follow-up on organizational sustainability performance Conventional implementation of sustainability (e.g.: ISO 14001) No questioning of management system in place Focus on eco-efficiency measures 1/26/2015 © 2014 KyoSei Leadership Sandy Beky All rights reserved 58
  • 60. Behavioral dimension • DOING How do we interact? What are the needs we act upon? What ends do we try to achieve? How do we cope and master our lives? What function do others play in our life? 1/26/2015 © 2014 KyoSei Leadership Sandy Beky All rights reserved 59
  • 61. Affective dimension • BEING How do we feel about things? How do we deal with affect? What is our range of awareness? How are we experiencing and processing events? What are our preferred defense mechanisms? 1/26/2015 © 2014 KyoSei Leadership Sandy Beky All rights reserved 60
  • 62. Cognitive dimension • THINKING How do we think? How do we structure experience? How do we explain things, How do we make sense of our experience? What is the logic behind our perspectives on ourselves and the world? 1/26/2015 © 2014 KyoSei Leadership Sandy Beky All rights reserved 61
  • 63. Flipping heads… Copyright© 2013 Sandy BEKY - All Rights Reserved (Bain & Company 2013)
  • 64. …or tails Copyright© 2013 Sandy BEKY - All Rights Reserved * 81% of 766 CEOs interviewed by Accenture in 2010 *
  • 65. The Voice of the Expert YES in 1 to 2 % companies only 1/26/2015 © 2014 KyoSei Leadership Sandy Beky All rights reserved 64
  • 66. 1/26/2015 © 2014 KyoSei Leadership Sandy Beky All rights reserved 65
  • 67. POWER STRUCTURE GLOBAL STUDY • 2011 – Study by 3 complex systems theorists from the Swiss Federal Institute of Technology • Analysis of the relationships between transnational corporations (TNCs) to map the power structure of the global economy • Main finding : control of the global economy is tightly concentrated into a small core of top players 1/26/2015 © 2014 KyoSei Leadership Sandy Beky All rights reserved 66
  • 68. 1/26/2015 © 2014 KyoSei Leadership Sandy Beky All rights reserved 67 43060 TNCs 194 countries 1318 major players 147 top players controlling 40% of the total wealth = 20% of global operating revenues but own 60% of global revenues (control the majority of the world's large blue chip and manufacturing firms) Global Economy Power Structure Barclays, Axa, StateStreet, Allianz Merryl Lynch, JP Morgan, Aviva, BNP Paribas, Credit Suisse, Lloyds, Deustche Bank, Société Générale, China Petroleum, Morgan Stanley, Bank of America, Mitsubishi
  • 69. 1/26/2015 © 2014 KyoSei Leadership Sandy Beky All rights reserved 68 Yellow dots 1171 very connected companies (2 to 20 inter- connections) Red dots : 147 tightly knit companies with all of their ownership held by other members of the super-entity
  • 70. Global Economy Power Structure • A self contained network of power and wealth • Highly connected members attract newcomers • Money flows towards the most highly connected members. • Distress affecting one member is propagated to the others • Chain reaction throughout the economy 1/26/2015 © 2014 KyoSei Leadership Sandy Beky All rights reserved 69 SNOWBALL EFFECT E.g.: global financial crisis
  • 71. Reverse Snowball Effect 1/26/2015 © 2014 KyoSei Leadership Sandy Beky All rights reserved 70 • The 1% super-entity could act 'as one’ and make the conscious decision to become true corporate citizens i.e. place the interests of Society and Humanity before their own interests. • Positive chain reaction • The rest of the world would have to follow “Once you start, you can’t stop” Yvon Chouinard CEO Patagonia
  • 72. Milton Friedman about Corporate Social Responsibility 1/26/2015 © 2014 KyoSei Leadership Sandy Beky All rights reserved 71 “There is one and only one social responsibility of business: to use its resources and engage in activities designed to increase its profits so long as it stays within the rules of the game, which is to say, engages in open and free competition without deception or fraud."
  • 73. 1/26/2015 © 2014 KyoSei Leadership Sandy Beky All rights reserved 72 CORPORATE VISION (or motto, reason for being, essence, mission) Values Beliefs Drivers Personal/individual Management Principles or Rationale Corporate Culture (beliefs, drivers, values) Corporate Governance (decision making, business practices, behaviors) HR CORE PROCESSES HIRE, ENGAGE RETAIN BUSINESS OPERATIONS/FUNCTIONS Written and unwritten CUSTOMERS, SUPPLIERS, REGULATORS, SOCIETY
  • 74. Sustainability minded Leadership Ability to put your values into actions to get the best of other people from a value and behavioral perspectives Value your values & Value the people who make your business valuable 1/26/2015 © 2014 KyoSei Leadership Sandy Beky All rights reserved 73
  • 75. From awareness to action 1/26/2015 © 2014 KyoSei Leadership Sandy Beky All rights reserved 74 bEmployee Engagement Pyramid (Melcrum)

Editor's Notes

  1. At the other side of the spectrum you have a certain number of facts portraying another version of the story Confidence in big businesses is low, a Gallup survey run last June shows that it stands at less than 30% and even dropped by 7%
  2. Employee engagement has literally plummeted – In a Global Workforce Study run by Towers Watson in 2012 66% of the 32 thousands respondents qualified themselves as “dis-engaged” A similar study run by Gallup over 100 million full time employees revealed even more dramatic results 50% declared not being engaged and 20% being actively dis-engaged Gallup estimates of the cost of dis-engagement are in the range of 450 to 550 billion US dollars annually in lost productivity, rework or customer complaints due to human errors, sick leave etc. “Engagement at Risk: Driving Strong Performance in a Volatile Global Environment” Gallup 2013 – The State of the American Workplace Report Towers Watson is a leading global professional services company that helps organizations improve performance through effective people, risk and financial management. With 14,000 associates around the world, 
  3. The European Depression Association is not saying anything different when a report they published in October last year revealed that depression in the workplace is the cause of 10% of the sick leaves in most EU countries and accounted for 21,000 lost working days or a cost of 92 billion euros in 2010
  4. The vision towards worklife is morphing. A recent study undertaken by Bain &Company revealed that 46% of the respondents would rather earn less and work for a sustainability minded organization than the other way round. This global result is slightly skewed by the results from developing nations where the p% is even higher
  5. Depending on which side of the coin you look at you get a different version of the reality. That same study from Bain &Company shows that only about 30% of respondents think that their company is a clear sustainability leader
  6. When at the top many CEOs seem to think otherwise. The slide is showing the result form a study run by Accenture in 2010 and 81% of the 766 CEOs they interviewed claimed that sustainability is embedded in the strategy and operations of their companies. And the study included the CEOs from big names such as Alcatel Lucent, Alcoa, BASF, Calvert, Deustche Telekom, De Beers, France Telecom, Fuji Xerox, Glaxo Smith Kline, Santander Group, HSBC, Ericsson, National Grid, Nestle, Novartis, Qatar Airways, Renault Nissan, Royal Mail, Philipps, Tata, Unilever, UBS AG among others