Mais conteúdo relacionado Semelhante a New Criteria For Effective Leadership (16) New Criteria For Effective Leadership1. Confidential Information © 2008 The Identity Circle. All rights Reserved The Identity Effect – Shape a better company and a better you by marshaling the 8 building blocks of leadership 2. The story in brief Confidential Information © 2008 The Identity Circle. All rights Reserved I The Logic II The Roadmap III The Science IV The Opportunity 3. I The Logic (is radical) 4. “ Problems cannot be solved at the same level of awareness that created them.” Albert Einstein 5. The assumption Humans and organizations are fundamentally different “beings” who have different needs that must be met in different ways in order for them to succeed. The Logic (is radical) Confidential Information © 2008 The Identity Circle. All rights Reserved 7. The (radical) fact When it comes to understanding the deepest needs of organizations and individuals, each is a mirror image of the other… … exactly what is that need? The Logic (is radical) Confidential Information © 2008 The Identity Circle. All rights Reserved 8. The need to create value and be rewarded for it in return … The Logic (is radical) Confidential Information © 2008 The Identity Circle. All rights Reserved 9. And what traits must both “beings” – the human being and the corporate being – possess in order to satisfy this essential need? … The Logic (is radical) Confidential Information © 2008 The Identity Circle. All rights Reserved 11. The source – The 8 Laws of Identity The Law of Being (Autonomy) The Law of Individuality (Differentiation) The Law of Constancy (Change) The Law of Will (Stewardship) The Law of Possibility (Purpose) The Law of Relationship (Alignment) The Law of Comprehension (Brand) The Law of the Cycle (Sustainability) The Logic (is radical) Confidential Information © 2008 The Identity Circle. All rights Reserved 12. If organizations and individuals have the same fundamental need … … then , they should be led in the same fundamental way . The Logic (is radical) Confidential Information © 2008 The Identity Circle. All rights Reserved 30. The Roadmap (unfolds) Confidential Information © 2008 The Identity Circle. All rights Reserved Employees Chemicals, plastics and agricultural products are what we make, not who we are. Dow is a consumer essentials company . 32. The roadmap (unfolds) Confidential Information © 2008 The Identity Circle. All rights Reserved Sustainability for Dow “ Sustainability requires making every decision with the future in mind. It is our relationship with the world around us - creating economic prosperity and social value, while contributing to the preservation of our planet.” 36. The main finding: ‘ Identity strength’ is a leading indicator of business performance… The Science (emerges) Confidential Information © 2008 The Identity Circle. All rights Reserved 37. (IIS + OIS)> EE = VC The Science (emerges) Confidential Information © 2008 The Identity Circle. All rights Reserved 39. The impact of Organizational Identity Strength (OIS) on engagement is even greater (r = .666) 40. Together, IIS and OIS have a major impact on employee engagement (r = .686) 43. In sum, identity strength reveals a company’s current value-creating capacity … 45. The science (emerges) Confidential Information © 2008 The Identity Circle. All rights Reserved What is “Identity-based management?” A comprehensive system for aligning the interests and actions of organizations and individuals around value creation 46. IV The Opportunity (is now) 53. Identity, the human phenomenon The Science (emerges) Confidential Information © 2008 The Identity Circle. All rights Reserved 55. The Logic (is radical) Does this “logic” make sense? Confidential Information © 2008 The Identity Circle. All rights Reserved 57. The Science (emerges) What are the possibilities the “science of identity” holds? Confidential Information © 2008 The Identity Circle. All rights Reserved 58. The Roadmap (unfolds) Where does this identity “roadmap” lead? Confidential Information © 2008 The Identity Circle. All rights Reserved Notas do Editor CAPITALIZE ON THE ECONOMIC INTERDEPENDENCE OF STAKEHOLDERS – ALIGN THEIR INTERESTS WHEN I BEGAN WORKING WITH DOW IN 1999, GROWTH HAD STALLED. ALLOWING FOR ACQUISITIONS (INCLUDING UC), THAT IS STILL SOME STORY! THE MOST IMPRESSIVE PART IS THE GROWTH RATE … WHEN I BEGAN WORKING WITH DOW IN 1999, GROWTH HAD STALLED. ALLOWING FOR ACQUISITIONS (INCLUDING UC), THAT IS STILL SOME STORY! THE MOST IMPRESSIVE PART IS THE GROWTH RATE …