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Bob Cancalosi CLO May 2010 Deck

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Bob Cancalosi CLO May 2010 Deck

  1. 1. GE Healthcare Chief Learning Officer The Future of the Global Leader May 25 th , 2010
  2. 2. Business Innovations 1910 The Assembly Line 1920 Market Segmentation 1931 Brand Management 1943 Skunk Works 1950 Lean Manufacturing 1967 Scenario Planning Ford GM P&G Lockheed Toyota P&G 1973 360 Degree Feedback 1987 Six Sigma 1989 Outsourcing 1990 Reengineering 2000’s Open Innovation 2020 ? DuPont Motorola & GE IBM Ford P&G What’s the next method management model?
  3. 3. Leadership Attributes for the 21 st Century GE Growth Values Clear Thinker Imagination External Focus Expertise Inclusiveness GE Healthcare Collaboration Conflict Mgmt Communications Coaching Self Awareness Hay Group Emotional Intelligence Collaboration Negotiation Strategic Thinking Clear Vision Heidrick & Struggles Self Awareness Authenticity Teacher Global Learner Senn Delaney Learning Mindset Deep Purpose Clear Direction Vitality Culture DDI Promise Development Master complexity Balance of Values & Results CI Profile Visionary Cultivator Catalyst Orchestrator Goal Driver Jeff Immelt 21C Big Thinker Globalist Effective Listener Communicator Developer of People Dave Ulrich Strategist Executor Talent Manager Human Capital Developer Personal Proficiency What’s the right leadership model for 2020? Accenture Visionary Evangelist Relationship Builder Managers of Execution Betsy Meyers Authenticity Connect Respect Clarity Courage Price Waterhouse Cooper Inclusive Leadership Deliberate process for change Creative Climate CLC Leading People Strategic Planning Inspiring Commitment Managing Change Quick Learner Do what it takes ? ISHR Big Picture Flexibility Agility Multi-cultural Networked
  4. 4. Leadership Effectiveness Formula SLA = 10 Futuristic Enablers 7 Table Stakes SLA = Strategic Leadership Advantage
  5. 5. 7 Table Stakes Competencies <ul><li>Just plain smart – both book smarts & street smarts </li></ul><ul><li>Results oriented – has a great Execution Quotient </li></ul><ul><li>Unwavering ethics – leads by example…does the right thing when no one is looking </li></ul><ul><li>Financial Acumen –understands the relationships of the Income Statement, Balance Sheet & Cash Flow of a business </li></ul><ul><li>Quick study – ability to pick up data, trends, issues, opportunities, etc </li></ul><ul><li>Values diversity – team reflects a balance of strength </li></ul><ul><li>Passionate about the business, the people and driving purpose </li></ul>These are the 7 “Common Dominator” competencies that will be the minimum requirements for effective leadership and will serve as the foundation for the 10 characteristics of effective leadership in the next decade:
  6. 6. 10 Characteristics in 2019 <ul><li>Cultural Agility </li></ul><ul><li>Boundaryless Collaborator </li></ul><ul><li>Legendary Builder of People & Teams </li></ul><ul><li>External Focus Excellence- Outside In </li></ul><ul><li>Generationally Savvy </li></ul><ul><li>Digitally Proficient </li></ul><ul><li>Harmonious Blend of IQ & EQ </li></ul><ul><li>Multiple Horizon Thinker with Peripheral Vision </li></ul><ul><li>Innovation Champion </li></ul><ul><li>Inspirational Communicator </li></ul>
  7. 7. 1. Cultural Agility “ A 5% cultural stretch can yield a 95% inclusiveness advantage” Paul Saunders One Step Beyond <ul><ul><li>Geographic Culture – a style of social & artistic expression peculiar to a society or class </li></ul></ul><ul><ul><li>Leveraging the unique skills of all global cultures within your organization </li></ul></ul><ul><ul><li>Understand and prepare for the Tectonic shift occurring in the world’s population (especially India & China) </li></ul></ul>
  8. 8. www.Globesmart .com
  9. 9. 2. Boundaryless Collaborator “ Being a successful collaborative leader is about delivering results across boundaries.” David Archer & Alex Cameron
  10. 10. 3. Legendary Builder of People & Teams “ 85% of all leadership training at GE will be team based” Jeff Immelt GE CEO
  11. 11. Talent Developers Hay Group – Best Leadership Companies ‘09 Coaching explains 35 point delta between best and average Q1
  12. 12. Team High Performance Teams *Study of 2600 teams 14% Inter-dependency Performing 18% In-dependency Norming 50% Counter-dependency Storming 18% Co-dependency Forming % of Success Dr. Sue Wheelan* Dr. Bruce Tuckman
  13. 13. High Performance Teams <ul><li>What are the necessary 3 skills to get 14% of employees to perform? </li></ul>1 Self awareness as a leader 2 Clear & consistent goal setting 3 Action setting
  14. 14. 4. External Focus Excellence “ Sometimes customers don’t know what they want until you show it to them? Steve Jobs
  15. 15. The Customer is King! <ul><ul><li>Deep knowledge of the customer, their industry and the global regulatory forces </li></ul></ul><ul><li>Maniacal focus on customer & customer’s customers </li></ul><ul><li>Skilled at finding unmet needs </li></ul><ul><li>Ensures that the customer leads to all of your activities </li></ul><ul><li>Very responsive to customer requests </li></ul><ul><li>Creates Win-Win relationships </li></ul><ul><li>Segment/target/position your offers </li></ul>
  16. 16. 5. Generationally Savvy
  17. 17. U.S. Census Bureau, 2007 American Community Survey, www.census.gov Generationally Savvy
  18. 18. Five Generations in the Workplace Bureau of Labor Statistics Employment Projections Generationally Savvy
  19. 19. “ By 2014, 47% of the workforce will be Millennial's…Boomers will be retired and there are not enough Gen X’ers. So Millenials will be in much bigger roles 10 years earlier in their careers than what we have seen in the past.” Generationally Savvy
  20. 20. “ It takes 3 years to identify a high potential and another 10 years to prepare them for the executive suite” Dr. Rick Lash Hay Group- 2007 Generationally Savvy Q3 <ul><li>4 qualities of High Potentials: </li></ul><ul><li>Willingness & ability to learn </li></ul><ul><li>Thinks broadly & strategically </li></ul><ul><li>Resilient- can focus under pressure </li></ul><ul><li>Executive maturity </li></ul>
  21. 21. 6. Digitally Proficient <ul><li>Digitally proficient with technology: computer, blackberry w/ Bluetooth, web casts, Twitter, etc. </li></ul><ul><li>Leveraging the speed of technology to generate growth (ie: shorter period of time for great ideas to spread like a virus) </li></ul><ul><li>Utilizes and leverage social networks (face book, Linked-in, etc) </li></ul><ul><ul><li>Leverages technology to accelerate speed of decision making and business impact </li></ul></ul>
  22. 22. Digitally Savvy Web 2.0 usage Study of 743 Companies who say they will leverage the web for learning & development 9% use the web today 87% will use in 3 years
  23. 23. 7. Harmonious blend of IQ & EQ “ Leaders have strong EQ along with their bright IQ’s. The general rule from an analysis of 500 global companies is that Emotional Intelligence contributes to 80% to 90% of the competencies that distinguish outstanding from average leadership” Daniel Goleman
  24. 24. Balance of IQ & EQ <ul><li>In-tel-li-gence Definition </li></ul><ul><li>Noun 1 : The ability to learn or understand or to deal with new or trying situations </li></ul><ul><li>2 : the ability to apply knowledge to manipulate one's environment or to think abstractly as measured by objective criteria (as tests) </li></ul><ul><li>IQ set: peaks at age 17, constant through adulthood, then wanes </li></ul><ul><li>Workplace relevance of IQ: </li></ul><ul><ul><li>IQ Predicts from 1-20% of success in a given job </li></ul></ul><ul><ul><li>IQ average prediction = 6% </li></ul></ul>Source: The EQ Edge: Emotional Intelligence and Your Success by Steven J. Stein, Ph.D. and Howard E. Book, M.D. <ul><li>E-mo-tion-al Definition: </li></ul><ul><li>adj 1: determined or actuated by emotion rather than reason; &quot;it was an emotional judgment&quot; [ant: cerebral] </li></ul><ul><li>2: of persons; excessively affected by emotion; &quot;he would become emotional over nothing at all&quot;; &quot;she was worked up about all the noise&quot; [syn: aroused, excited] </li></ul><ul><li>EQ not fixed: rises steadily from late teens, then constant through adulthood </li></ul><ul><li>Workplace relevance of EQ </li></ul><ul><ul><li>EQ predicts 27-45% of job success, depending on field </li></ul></ul>
  25. 25. 8. Multiple Horizon Thinker with Peripheral Vision “ 2/3 of Corporate Strategists admitted their firms were surprised by 3 or more high impact events in the past 5 years” George Day - Wharton
  26. 26. Longevity across multiple horizons of time Box 1 = Core Business representing 65% of your projects Box 2 = Adjacent Spaces representing 25% of your projects Box 3 = Entirely New Space representing 10% of your projects Balanced Portfolio Planning Vijay Govindarajan of Dartmouth on Innovation Discovery Driven Growth Rita McGrath of Columbia Q4&5
  27. 27. 9. Innovation Champion Problem: Round Watermelons are awkward to handle and hard to display Solution : grow in square containers and get a premium
  28. 28. Culture & Climate Reflects the deeper foundations of the organization and includes values, traditions & beliefs Defined by the recurring Patterns of behavior, attitude and feelings that characterize life in the organization <ul><li>Descriptive </li></ul><ul><li>Anthropology </li></ul><ul><li>Hard to Change </li></ul><ul><li>Normative </li></ul><ul><li>Social Psychology </li></ul><ul><li>More observable & amenable to change </li></ul>Climate Culture * Meeting the Innovation Challenge – Scott Isaksen & Joe Tidd Q6
  29. 29. Leaders create the climate Leadership Productivity Climate 40%-80% Source: Ekvall and Arvonen, 1999; Akkermans, 2008 “ The most important thing a leader does is create the right climate for innovation, growth & creativity that ultimately leads to productivity” Scott Isaksen – Meeting the Innovation Challenge
  30. 30.     Leadership Linkage to Innovation <ul><li>500 Companies </li></ul><ul><li>7 Countries </li></ul><ul><li>Rev from new products in 5 years </li></ul>
  31. 31. CLIMATE IS KEY TO IMPROVING BUSINESS PERFORMANCE Source: Kotter, J. P., & Heskett, J. L. Corporate culture and performance. New York: The Free Press. Organizations that intentionally and effectively manage their working environments consistently outperformed companies that didn’t.
  32. 32. 9 SOQ Dimensions to assess Climate* * Meeting the Innovation Challenge – Scott Isaksen & Joe Tidd <ul><li>Innovative Companies – 115 ideas per day </li></ul><ul><li>Average Companies – </li></ul><ul><li>18 ideas per day </li></ul><ul><li>Stagnated Companies – 1 idea per day </li></ul>Dimension Description Challenge/ Involvement The degree to which people are involved in daily operations, long-term goals, & visions. Freedom The independence in behavior exerted by the people in the organization Trust/Openness The emotional safety in relationships Idea-time The amount of time people can (and do) use for elaborating new ideas. Playfulness/ Humor The spontaneity and ease displayed within the workplace Conflict The presence of personal and emotional tensions in the organization. Idea-support The ways in which new ideas are treated. Debate The occurrence of encounters and disagreements between viewpoints, ideas, differing experiences and knowledge. Risk-taking The tolerance of uncertainty and ambiguity exposed in the workplace.
  33. 33. 10. Inspirational Communicator When people are exposed to an idea one time, they retain 10% or less of it after 30 days. When people are exposed to the same idea six times, with interval reinforcement, their retention is 90% at the end of 30 days. Albert Mehrabian - UCLA
  34. 34. 5.9 9.8 3.4 8.3 3.6 12.9 6.0 Hay Group – Best Leadership Companies ‘10 #1 Inspiring Leadership #2 Strategic Thinking #3 Influencing Skills
  35. 35. 70 57 1 “ Research shows that a manager has a tremendous amount of impact on an employee’s level of commitment. In fact more than 70% of an employee’s commitment is based upon the manager’s interaction” – Corporate Leadership Council (2003) “ Engaged employees can yield up to 57% more discretionary effort” – Corporate Leadership Council “ The number 1 reason people leave a company is their immediate manager” - Talent Keepers Managers impact on Employee Engagement “ The number 1 reason people leave a company is their immediate manager” - Talent Keepers 1
  36. 36. Self “ Research shows that a manager has a tremendous amount of impact on an employee’s level of commitment. In fact more than 70% of an employee’s commitment is based upon the manager’s interaction” – Corporate Leadership Council (2003) Engaging Employee Hearts & Minds “ The number of employees exhibiting high levels of discretionary effort has dropped 53% since 2005” Corporate Leadership Council January 2009 “ 25% of high potentials plan on quitting in the next 12 months, relative to 10% of non high performers” Corporate Leadership Council January 2009
  37. 37. Leadership Effectiveness Formula SLA = 10 Futuristic Enablers 7 Table Stakes SLA = Strategic Leadership Advantage
  38. 38. Leadership Effectiveness Formula LTSLA = 10 Futuristic Enablers 7 Table Stakes LTSLA = Long Term Strategic Leadership Advantage
  39. 39. Any Final Questions?
  40. 40. Breakout Instructions
  41. 41. Action Learning on Global Leadership Development 10:30 am to 12:00 pm Team Problem Solving in your Breakout rooms: 6 Teams with a specific problem to solve (select a captain, timekeeper, template builder & a presenter(s) ) 35 minutes for teams to solve problem (15 mins brainstorm, 10 mins prioritize, 10 mins complete template) Plenary room Report-outs from 11:15am to noon (~7 minutes/teams - includes Q&A
  42. 42. 1. On Executive Coaching…. Executive coaching is transforming from a “solving an executive dysfunctionality challenge” to a “badge of honor to have one assigned to an up and coming executive”. What are the top 5 characteristics of what a world class structure should like like when implementing an executive coaching program in a global company? Top 5 1) 2) 3) 4) 5) Book Recommendation Key Articles Diagnostic Tools
  43. 43. 2. On Transforming a culture… The global recession in 2008 & 2009 has forced many companies to transform their cultures in order to survive and stay liquid. What are the top 5 cultural characteristics that every global company will need to demonstrate in order to thrive and prosper in the next 3 to 5 year? Top 5 1) 2) 3) 4) 5) Book Recommendation Key Articles Diagnostic Tools
  44. 44. 3. On Developing high potentials Over 6,000 Baby Boomers turn 60 every day resulting in a shortage of “tried, true & tested” leaders ready to replace them with minimal disruption. What are the top 5 ideas on how to accelerate the readiness of a company’s high potentials so they can be successful in big leadership roles? Top 5 1) 2) 3) 4) 5) Book Recommendation Key Articles Diagnostic Tools
  45. 45. 4. On Structuring a Global L&D team The GDP growth of developing and/or emerging markets is 2 to 3 times greater than ‘developed’ countries and Global L&D organizations are paying more attention in the development of employees to capitalize on the projected growth. What are your key ideas on how to best structure a global L&D organization to make a positive impact? Top 5 1) 2) 3) 4) 5) Book Recommendation Key Articles Diagnostic Tools
  46. 46. 5. On Emerging markets Retaining talented employees in emerging markets (ie: China, Turkey, Africa, India, Russia, Brazil) is a huge challenge for global organizations. What are the top 5 best practice ideas of how to leverage training to retain your top talent in emerging market locations? Top 5 1) 2) 3) 4) 5) Book Recommendation Key Articles Diagnostic Tools
  47. 47. 6. On Changing learning mindsets In DEVELOPED countries L&D is accepted as a necessary investment in your employees. In DEVELOPING countries L&D is looked upon as an expense. What are the top 5 reasons (argument points) to convince a new executive in emerging markets to budget for the investment in their people. Top 5 1) 2) 3) 4) 5) Book Recommendation Key Articles Diagnostic Tools
  48. 48. “ Thank you“ Bob Cancalosi GE Healthcare CLO

Notas do Editor

  • At Cisco, we probably do 50- 70% of our executive interviews via Telepresence … which is a form of video based interviewing.  The high definition quality makes it seem as though you are in the room together.  So .. .technique is exactly the same.
  • Insert guidebook page here!
  • What it does Measures the climate of a team / business for creativity, innovation and change across nine dimensions on a scale of 0-300 Leverages 50 years R &amp; D plus practical application in the workplace Provides high reliability and validity What it is On-line, easy-access, fast (25-30 minutes) and user-friendly 53 quantitative questions provide scores across nine dimensions 3 qualitative questions (Help / Hinder /Improve) provide deeper insights What you get Individual perceptions of the team / business climate Team / business profile benchmarked against data for 30 organizations Score ranges and standard deviations within the group Complete narratives (anonymous) for the 3 qualitative questions