Successfully reported this slideshow.
We use your LinkedIn profile and activity data to personalize ads and to show you more relevant ads. You can change your ad preferences anytime.

The Leader in 2025 | Navigating a Changing Landscape


Published on

BlessingWhite’s Leader in 2025 programme is based on the best-selling book ‘The 2020 Workplace’ and the ongoing work of author and futurist Jeanne Meister.

During this focused programme, leaders will focus on the most critical mega-trends currently affecting the future requirements of tomorrow’s workplaces.

Participants will consider aspects such as the presence of multiple generations of employees in a workplace, the rise of social media as a leadership tool, and the use of social learning & gamification.

Published in: Recruiting & HR
  • Be the first to comment

  • Be the first to like this

The Leader in 2025 | Navigating a Changing Landscape

  1. 1. 11 The Leader 2025 Navigating a Changing Landscape Michael Castle Med, FITOL, MInstLM, MCMI Director Executive Development 14 March 2016
  2. 2. 22 Overview • Mega-Trends: what are they why they are important? • The Future Workplace  Background  Partnership Collaboration  Activity - Short Table Discussion  A Look into the Future – Katya’s First Day at Work • The Leader 2025  Forces Shaping the Workplace Today  Future Leader Focus  Emerging Role of the Leader • Some Thoughts on Workplace Generations • Some Thoughts on Globalization and Leadership
  3. 3. 33 Mega-Trends
  4. 4. 44 What Are Megatrends? Mega trends are global, sustained and macro economic forces of development that impact business, economy, society, cultures and personal lives thereby defining our future world, workplace, and its increasing pace of change.
  5. 5. 55 Why Do Mega-Trends Matter? Mega-trends have can different meaning, importance and impact for different industry sectors, organizations, and people. Developing an understanding of mega-trends in terms of what they look like, how they relate to your organization, and how they may impact on the organizations future is a fundamental requirement of modern day leaders. The potential effects of mega-trends on an organization now, and in the future should inform future strategy development, innovation process, and technology planning.
  6. 6. 66 The Future Workplace
  7. 7. 77 Background • ADUKG has a long standing partnership with GP Strategies, a top 20 global learning and development organization focusing on performance improvement. • We work with BlessingWhite, a division of GP Strategies in the leadership development and employee engagement space. • Partner with global thought leaders to develop practical leadership solutions for organization success, including: • Why Should Anyone Be Led By You? • Leading Out Loud • The Engagement Equation • The Outthinker Process
  8. 8. 88 Partnership Collaboration • Executive development company dedicated to rethinking and re-imagining the workplace. • Jeanne Meister, Co-founder of the Future Workplace
  9. 9. 99 Activity Interactive Table Discussion • What do you think the future workplace will look like? • What trends are you seeing or foresee that will shape the future priorities for leaders • What are the implications for leadership?
  10. 10. 1010 A Look into the Future…..?
  11. 11. 1111 The Leader 2025
  12. 12. 1212 Forces Shaping the Workplace Today Shifting Workforce Demographics The Knowledge Economy Globalization The Digital Workplace Ubiquity of Mobile Technology A Culture of Connectivity The Participating Society Social Learning Corporate Social Responsibility Generational Shifts
  13. 13. 1313 Future Leader Focus Leader 2025 Generational Shift Globalization Social Media Rise of Wearable's Virtual Workplace Social Learning Corporate Social Responsibility Evolution Brand Building Connections Recognition Planning Traditionalists Baby-Boomers Gen. X Gen. Y Gen. Z Global •Perspective •Mindset •Knowledge •Culture Smart Watches Implants Head Displays Glasses Fitness Bands Technology Values Virtual Teams Structure Effectiveness Social Platform Gamification Connecting People Benefits versus Concerns Ethics Transparency Leadership Trust Personal Responsibility Leaders need to understand how each trend will impact on the organization, change the workplace and help define their roles as leaders.
  14. 14. 1414 Emerging Competencies of the Leader? Collaborative Mindset Developer of People Digitally Confident Global Citizen Anticipates and Builds for the Future
  15. 15. 1515 Some Thoughts on Workplace Generations
  16. 16. 1616 Research Shows…………… The Generational Shift • Millennials (Gen. Y) becoming the majority in the workplace • Millennials (Gen. Y) starting to become managers • Earlier generational workers are staying in the workplace longer • Generation Z starting to enter the workplace
  17. 17. 1717 Understanding Work Preferences
  18. 18. 1818 Generalizations, But…….. Profiles Traditionalists (Before 1946) Baby Boomers (1946-1964) Generation X (1965-1976) Generation Y (1977-1997) Generation Z (After 1997) Preferred Frequencyof Feedback No news is good news Once a year Weekly On demand Constant Typical Communication Style Formal Semi-formal Informal Bold, Impersonal Striking, Dynamic PreferredFormat ofInformation In fine detail Everything, but in chunks To the point If I need it, I’ll find it online If I need it, I’ll find it online
  19. 19. 1919 Some Thoughts on Globalization and Leadership
  20. 20. 2020 The Changing Landscape The global economy is producing a competitive landscape that is becoming more complex, dynamic and ambiguous for organizations engaging in the global world. Identifying, and bridging the global skills gap continues to be a challenge for organizations looking for more effective and efficient ways to develop, and deploy staff globally. This is particularly true for leaders who have to navigate and lead in ever changing business landscapes, multi-cultural environments, and diverse workforces.
  21. 21. 2121 Developing a Global Mindset One facet of preparing and developing future leaders for global assignments is to ensure leaders are prepared mentally, and have the knowledge to help them succeed, and requires: • Global business awareness and know-how • International outlook, agility, and accepting of challenge • Reasoning and rational thinking amid complexity • Intercultural connectivity • Interpersonal impact and self assurance • Inclusive mindset • Diplomacy, mediation, and negotiation
  22. 22. 2222 A Case for Global Competencies? Is there now a case to develop leaders to lead globally rather than have global leadership as a stand-alone topic in leadership development programmes? While research conducted by the American Management Association shows that around 62% of companies around the world report on having a global leadership development programme of ‘some sort’ it was rated as one of their least effective capabilities……………….
  23. 23. 2323 Taxonomy of Global Leadership Competencies Leaders Core Personality •Genetics •Culture •Family •Society Locus of Control •Accountability •Motivation •Actions & consequences Big 5 Dimensions •Extraversion •Agreeableness •Conscientiousness •Emotional stability •Openness to experience Self Concept •Self esteem •Self efficacy •Cognition Leaders Core Values •Ideas •Cognitions •State of existence •Models of behaviour Core Behaviours Understanding the Big Picture Attitudes are Everything Teamwork and Followership Leadership: The Driving Force Communication: Leaders Voice Innovation and Creativity Leading Change Meta Competencies •Organization Knowledge •Systems Thinking •Technology Know How •Global Sensitivity •Ethical Practices Meta Competencies •Building trust •Delegating •Sensitivity and empathy •Role Model Meta Competencies •Demonstrating Vision •Inclusiveness- Diversity •Overcoming Adversity •Self Confidence •Belief in others Meta Competencies •Active Listening •Emotional Intelligence •Non-Defensive •Articulate •Presence & Visibility Meta Competencies •Transformational •Learning Culture •Process & Execution •Change Agents •Communication Meta Competencies •Build Climate & Culture •Creative Decision Making •Triple Loop Learning •Ideas Generation •New Paradigms Meta Competencies •Empowerment •Blame Free Culture •Inclusion •Dispersed Leadership •Self Directed Teams Tubbs & Schulz, 2006
  24. 24. 2424 Embracing Change The global landscape and the workplace is undoubtedly changing, the question is, as a leader are you?
  25. 25. 2525 The Leader 2025 Navigating a Changing Landscape Michael Castle Med, FITOL, MInstLM, MCMI Director Executive Development 14 March 2016
  26. 26. 2626 Download Fact Sheet