Transcript Slide 1

THE FUTURE OF LEADERSHIP
KAREN KOCHER, CPCU
Colorado Technical University
March 26, 2014
2010 BUSINESS ENVIRONMENT
INNOVATION, GLOBALIZATION, EXPANSION, WITHIN BUDGETS
What Are Your Organization’s Top Business Challenges for 2010?
+90% increase
44% of organizations
are focused on
new products & services
up from 23% last Qtr
- highest % in two years
100% increase
4-fold increase
52% see accelerating
growth vs. 38% last year
June 2010
May 2009
© Bersin & Associates, Corporate TalentWatch® Research, Senior HR and Business Executives, 1/2010
THE COMING CHAOS:
FORCES THAT WILL AFFECT TALENT MANAGEMENT FOR 2020 & BEYOND
The Old: 2002 for 2010
The New: 2010 for 2020 & Beyond
Globalization
Complexity
Hyper-competition
Speed of change
Technology equals speed
Diversity (fragmentation)
Expectations of boards and financial markets
Sustainability / corporate social responsibility
An emphasis on customer relationships
Customer sophistication / value propositions
Changing organization structures
Regulation
Employee expectations
Communication / transparency
Workforce demographics
Managing polarities / multiple time horizons
Changing expectations of the workforce
Source: The Conference Board – “Go Where There Be Dragons, Leadership Essentials for 2020 and Beyond:
SPEED OF CHANGE
•
•
•
Moore’s Law – Computing power
available for a given price
doubles every two years
First Human Genome Sequence
(2008) - $3 Billion
Minion (2012) - $3,000
Thousand-fold improvement every
20 years vs. Million-fold in 10
years
Who will lead through these times of
incredible change and
complexity?
Illustration Gary Taxali – Economist Intelligent Life
Confidential, unpublished property of Cigna. Do not duplicate or distribute. Use and distribution limited solely to authorized personnel. © 2012 Cigna
4
GARTNER SAYS
THE WORLD OF WORK WILL WITNESS
10 CHANGES DURING THE NEXT 10 YEARS
1.
2.
3.
4.
5.
De-routinization of Work
Weak Links
Work Swarms
Working With the Collective
Work Sketch-ups
6.
7.
8.
9.
10.
Spontaneous Work
Simulation and Experimentation
Pattern Sensitivity
Hyperconnected
My Place
THE TECHNOLOGIES ARE AN ENABLER FOR
SOCIALLY DRIVEN HIGH PERFORMANCE
Social Search
THE NEW WORKFORCE AND NEW WORKPLACE
“THE BORDERLESS WORKPLACE”
WORKFORCE
WORKPLACE
Multi-Generational
Interconnected
Global
Dynamic
Interconnected
Performance-driven
Mobile
New Leadership
More Specialized
Transient
Employee
New Models for Career
New Models for L&D
Partner
Mentor
Customer
Candidate
Peer
Manager
Bersin and Associates 2011
FUTURE STATE OF NECESSARY
TALENT ATTRIBUTES
•
•
•
•
•
•
Mobile
Phased View of Talent
Development
Risk Taking
Matrixed Leadership
Dealing with Ambiguity
Global Mindset
•
•
•
•
•
•
Courage
Self-awareness
Industrious, Ambitious,
Self-motivated
Learning Agile
Curious
Genuine
SIGNIFICANT TALENT GAPS
EXPECTED BY 2020 & BEYOND
IN COUNTRIES WITH NO TALENT SHORTAGE TREND,
EMPLOYABILITY IS THE CHALLENGE
■ Dec. 2010
© 2011 World Economic Forum: Global Talent Risk – Seven Responses, World Economic Forum & Boston Consulting Group
Working side by side in 2020
10m
>1946
>1964
>1976
>1997
???
GEN 2020
30m
MILLENNIALS
50m
GENERATION X
70m
BABY BOOMERS
90m
TRADITIONALISTS
5 GENERATIONS
Demographics
1997 - ?
The 2020 Workplace www.futureworkplace.com
14
Peer-to-Peer Learning
15
EMPLOYEES WHO SAY THEY TELECOMMUTE
100
- at least one day a week
- almost every day
80
39%
60
32%
40
20
0
Source: WorldatWork employee surveys
40%
2008
45%
2010
MEASURING EMPLOYEE ATTITUDES
66%
66%
Expect to be able to use
any device– personal or
company-owned—to
access corporate networks
Would take a job with less
pay if they got more
flexibility in their access to
and use of mobile devices
60%
Believe it’s not necessary
to be in the office to be
productive
Source: Survey commissioned by Cisco of 1,000 workers in 13 countries
TEN NEW LEADERSHIP SKILLS
FOR AN UNCERTAIN WORLD
1. Maker Instinct
6. Constructive Depolarizing
2. Clarity
7. Quiet Transparency
3. Dilemma Flipping
8. Rapid Prototyping
4. Immersive Learning Ability
9. Smart Mob Organizing
5. Bio-Empathy
10. Commons Creating
Source: “Leaders Make the Future: Ten New Leadership Skills for an Uncertain World by Bob Johansen”
THINKING ABOUT TALENT MANAGEMENT
McKinsey War for Talent
A CUSTOMER JOURNEY MAP IS …
• A visible representation of each interaction a customer has with us
• It starts with brown paper on a wall
• We place post-its describing every step in the process from the customer’s
perspective and with whom or what our customers interact
• Customers describe their feelings about each step of the journey
• The Company team then does the same in response to what the customers
have said
Customer View
Company View
VERY LOW TECH, VERY HIGH INSIGHT!
The “Line of
Visibility”
Confidential, unpublished property of Cigna. Do not duplicate or distribute. Use and distribution limited solely to authorized personnel. © 2012 Cigna
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NETWORK OVERLOAD IS THE
MOST COMMON CAREER DE-RAILER
DECISIONS/INFO YOU CAN SHIFT
THE OVER-LOADED LEADER OR EXPERT
Issue: Intentionally or
unintentionally creates heavy
reliance on self. Uses own
time – and others –
inefficiently
Outcome: Personal burnout,
the organization’s network is
too slow to respond to
threats or opportunities,
innovation and decision
making can stall
BEHAVIORS YOU CAN ALTER
NETWORKS ARE OFTEN UNDER-APPRECIATED IN
COMPARISON TO THE FORMAL STRUCTURE
Informal Structure
Formal Structure
Exploration & Production
H ussan
Senior Vice President
Mares
M ila v e c
H opper
Exploration
Avery
Geology
Petrophysical
Dhillon
Crossley
Smith
Myers
Keller
Drilling
McWatters
Production
Milavec
Ramirez
Production
Reservoir
Hussan
Hopper
Sutherland
Waring
W a rin g
D h illo n
M itc h e ll
M a re s
Cordoza
Zaheer
Angelo
M y e rs
A v e ry
S m ith
S c h u ltz
K e lle r
Klimchuck
C o rd o z a
Mitchell
Schultz
M c W a tte rs
A n g e lo
C ro s s le y
Zaheer
S u th e rla n d
Rob Cross
K lim c h u c k
R a m ire z
SUCCESSFUL LEADERS KNOW & WORK
THROUGH NETWORKS BY…
Bridging silos where
collaboration matters.
Leveraging the
network’s edge.
Rob Cross
Knowing and utilizing
the network’s center.
FINDING RISING STARS IN NETWORKS
DRIVES PERFORMANCE
Name
# Incoming
Ties
Department
Location
% Energizing Ties
George A
52
Investment Banking
Australia
42%
Sharron M
48
Operations
Other Asia
45%
Stephano C
46
Financing
North America
25%
Jessica S
46
Research
North America
26%
Michael G
46
Equities
North America
Pat B
43
Currncy & Commdts
Australia
Deborah K
42
Financing
North America
33%
Roman N
41
Equities
South America
31%
Josh W
40
Asset Mgmt
North America
Gene P
39
Investment Banking
Europe
Birger S
39
Asset Mgmt
Europe
Seth I
Dmitry K
39
38
Equities
Fixed Income
South America
% Problem Solving
/ Bus Opp Ties
% Cross-Dept Ties
56%
29%
40%
96%
49%
83%
41%
87%
46%
39%
67%
49%
30%
47%
83%
43%
54%
60%
76%
44%
33%
40%
62%
48%
38%
49%
49%
61%
66%
59%
Deborah K
38
Investment Banking
North America
Johan W
37
Currncy & Commdts
Australia
Ivana L
36
Other
North America
Ricardo I
36
Investment Banking
North America
Sylvia E
35
Fixed Income
China
50%
Richard M
34
Investment Banking
Europe
48%
Vladimir T
34
Financial Adv Svcs
China
Andrey K
34
Financing
North America
45%
39%
64%
32%
64%
57%
84%
53%
47%
30%
31%
73%
62%
45%
China
91%
94%
31%
63%
58%
52%
54%
40%
15%
53%
76%
Connections To Initiate, Strengthen Or Rejuvenate
INFORMATION
POLITICAL
PROFESSIONAL GROWTH
For
Effectiveness
&
Well-Being
SUPPORT/INFLUENCE
External Ties For New Ideas, Clients
Mentors (Superiors, Peers Or Experts)
(Internal or External) For Market
Awareness and CrossFunction/Location/Expertise Ties For
Best Practices and Innovation.
Formally Powerful People For
Mentoring, Sensemaking, Political
Support & Resources; Informally
Powerful People For Influence,
Coordination and Legitimacy.
____________________
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To Help You Develop In Experience.
At Least One Person Who Challenges
Your Ideas and Decisions and/or
Holds You To A Higher Standard.
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PERSONAL SUPPORT/ENERGY
BALANCE
NEGATIVE INTERACTIONS
People Who Help You Re-Group When
You Have Had A Bad Day Keep You
Productive and Positive; Those That
Energize You Help You Bring Your Best
To Projects And From Others.
People Who Influence Decisions On
Nutrition Or Physical Activity; Community
Or Family Involvement; Engagement In
Learning; Hobbies Or Activities That Feed
The Soul (e.g., Music, Religion, Art, etc.).
Minimizing, Reframing Or Converting
Toxic Relationships With People Who
Cause Work-Related Stress Or Anxiety.
Alternatively Shifting Activities With
People That Enable Unhealthy Behaviors.
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ALIGNING YOUR NETWORK TO DRIVE RESULTS
List up to three key business results you hope to achieve over the next year. These can be
business goals, projects or objectives. Select results that are important to you and will make
a difference to your group or organization.
Write who, by name, general role or area of expertise, can potentially support achieving the
results as effectively as possible.
List Results
What would you like to
achieve?
Specific Expertise
(Names or Specific Areas
of Expertise)
Resources or Key
Decisions
(Names or Roles)
Political Support or
Buy In From Staff
(Names or Roles)
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DISCUSSION