The Leader in 2025 | Navigating a Changing Landscape
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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.
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Semelhante a The Leader in 2025 | Navigating a Changing Landscape
Semelhante a The Leader in 2025 | Navigating a Changing Landscape (20)
Mais de Abu Dhabi University Knowledge Group (ADUKG)
Mais de Abu Dhabi University Knowledge Group (ADUKG) (17)
The Leader in 2025 | Navigating a Changing Landscape
- 1. 11 The Leader 2025 Navigating a Changing Landscape Michael Castle Med, FITOL, MInstLM, MCMI Director Executive Development 14 March 2016
- 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
- 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. 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.
- 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. 88 Partnership Collaboration • Executive development company dedicated to rethinking and re-imagining the workplace. • Jeanne Meister, Co-founder of the Future Workplace
- 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. 1010 A Look into the Future…..? https://www.youtube.com/watch?v=j4faxBvTZSw&feature=youtu.be
- 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. 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. 1414 Emerging Competencies of the Leader? Collaborative Mindset Developer of People Digitally Confident Global Citizen Anticipates and Builds for the Future
- 15. 1515 Some Thoughts on Workplace Generations
- 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
- 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. 1919 Some Thoughts on Globalization and Leadership
- 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. 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. 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. 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. 2424 Embracing Change The global landscape and the workplace is undoubtedly changing, the question is, as a leader are you?
- 25. 2525 The Leader 2025 Navigating a Changing Landscape Michael Castle Med, FITOL, MInstLM, MCMI Director Executive Development 14 March 2016
Notas do Editor
- Share some of the current thinking around the future workplace, and areas leaders need to be aware of and develop flexibility and competence in managing.
- Some of the leading consultants such as PWC, KPMG cite urbanization, people moving into and residing in cities shifts in economic power based on inclusiveness and transparency technological breakthroughs, and a new wave of technological advances that will create opportunities but also challenge organizations on how to manage them demographic and social change, higher life expectancy rates, meaning people are working longer, but at the same time welfare systems are becoming stretched Economic interconnectedness, with the global economy seeing a continued increase in the levels of international trade Stress and pressure points related to world resources, including essential natural resources such as water, food, arable land and energy
- Megatrends represent the probable future, based on research and what we know with a high degree of confidence about the future, but of course they are not absolute and as such by their very nature contain elements of uncertainty. In developing future strategy organizations can use megatrends as a methodology to help them predict or forecast what is possible in the future, and their preferred direction and outcomes, using different scenarios
- What messages do you take from the video. Can you share examples of this already happening in the workplace? Are your own organizations looking at integrating smart technology with employee wearables? Do you have any examples?
- Shifting Workforce Demographics: Aging populations, people living and working longer, decrease in overall population sizes, e.g. estimated in Germany that by 2020 the workforce will be 20% smaller than in 2000, and a retired population 50% larger. Corporate Social Responsibility: Not a new concept, but one that has had some high profile exposure in the light of some unethical practices. CSR is now becoming a fundamental part of organizational strategy planning and execution; some organizations are now building CSR opportunities into leadership development programs and sending high potential managers to work in a local business or office where they anticipate future growth. Ubiquity of Mobile Technology: Opinions are divided on the use of mobile technology and platforms in the workplace, but it is here and here to stay. Harnessed in the right way it can revolutionize how we deliver services, including healthcare, and education, while some believe it will be proven to be the most important ‘wearable’ learning platform in our history. The Knowledge Economy: Related to the shift in demographics and the changing skill and knowledge levels needed to get and retain a job in the global economy, with a growing number of jobs requiring significantly more complex sets of interdisciplinary skills. The Digital Workplace: According to research, the number of digital atoms (meaning the amount of digital content captured, created and replicated) in the digital universe is already bigger than the number of stars in the universe. Not surprising given hundreds of millions of people actively construct, maintain, and communicate their identities using a host of different media networks. Digitization is already here, the challenge for organizations is how they enable access to business content and knowledge so employees can carry out their roles, while securing the accuracy and appropriateness of this content in the technological world we live in. A Culture of Connectivity: We live in a connected world. People are working, socializing, listening to music and engaging in messaging and chat all at the same time; this is commonly referred to as hyperconnected, multi-tasking using technology. People now have WEISURE time, which sits somewhere between work time, and leisure time. The Participating Society: Developing strategies to connect with consumers and tap into their creativity and use this knowledge to develop new services and products to impact on business results is becoming a competitive advantage for the likes of Procter and Gamble and Unilever who re proactive in this area Social Learning: there is a noticeable movement from the e-decade to the s-decade where social networking, media and learning are coming to the fore, making learning easy to access, fun, engaging and integrated. Generational Shifts: Gen Y is set to be the predominant generation in the workforce, therefore the ability to manage the generational shift, and the inherent talents of all the different generations in the workforce continues to be a challenge for leaders now and in the future. Globalization: The pace of change within the world we live and work no longer affords organizations the luxury of managing one major change initiative at a time. Globalization is affecting us all in one shape or another, and from an organization and leadership perspective, organizations are more organic, fluid and transient than ever before, with global workforces with an emphasis on speed to market, local decision-making, collaboration, and innovation
- Collaborative Mindset: Inclusive decision-making and genuine solicitation of feedback Developer of People: Increasing role as a coach, and mentor with the ability to give precise, and constructive feedback Digitally Confident: Uses technology to connect customers and employees Global Citizen: Has a diverse mindset, inclusive, and prioritizes social responsibility Anticipates and Builds for the Future: Champions innovation, and builds accountability across all levels
- Do you know your generational demographics? How do you currently identify work preferences across your generations? Does this help align expectations in terms of employee contribution, satisfaction, and mutual success?
- Have you noticed generational differences in your workplace? What seem to be the biggest disconnects? What are the similarities between the generations? Is there really a generational divide Examples of best practices for managing across generations How do you develop flexibility in leadership
- So in essence, its being done, but not very well, or in the least there is room for improvement
- Leaders Core Personality: Formed at a relatively early stage and influenced by: Genetics, their biological make-up Culture, how open they are to learn and experience new things, and the context in which behaviours are interpreted Family, influences their belief systems, values and constitution Social constructs, how they see the world, what is acceptable and not acceptable in social settings Self Concept Self esteem, self worth, value Self efficacy, confidence to perform a particular task or function Cognition, knowledge, opinions and beliefs The Big Five Extraversion, outgoing, talkative, sociable, assertive Agreeableness, trusting, good natured, cooperative Conscientiousness, dependable, responsible, achievement oriented, persistent Emotional Stability, relaxed, secure, unworried Openness to experience, intellectual, imaginative, curious, broad minded Learning a set of competencies does not per se make a manager competent (Mintzberg)