Welcome to the 21 st century. When you see this icon. Please take a photo and sync with OneNote or Evernote

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1 Welcome to the 2 st century When you see this icon Please take a photo and sync with OneNote or Evernote

2 If you would like a signed copy of my book Breakthroughs how to confront assumptions Visit

3 Welcome to the 2 st century When you see this icon Please take a photo and sync with OneNote or Evernote

4 Skills for the 2st Century Workplace June 206 Sydney

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9 The illiterate of the 2st century will not be those who cannot read and write, but those who cannot learn, unlearn, and relearn. Alvin Toffler

10 Six drivers of change for Extreme longevity increasing global life spans change the nature of careers and learning 2. Rise of smart machines and systems 3. Computational world 4. New Media ecology 5. Super-structured organisations 6. Globally connected world

11 Six drivers of change for Population (thousands) Population (thousands)

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14 Video Exercise Which of these technologies is not available today? What are the implications of these technologies for financial services? What are the implications of these technologies on your professional development plan?

15 Six drivers of change for 2020

16 Ten skills for the future workforce. Sense making ability to determine the deeper meaning or significance of what is being expressed 2. Social intelligence - ability to connect to others in a deep and direct way, to sense and stimulate reactions and desired interactions 3. Novel and adaptive thinking - proficiency at thinking and coming up with solutions and responses beyond that which is rote or rule based

17 Ten skills for the future workforce 4. Cross-cultural competency - ability to operate in different cultural settings 5. Design mindset - ability to represent and develop tasks and work processes for desired outcomes 6. Trans-disciplinarity - literacy in and ability to understand concepts across multiple disciplines 7. Computational thinking - ability to translate vast amounts of data into abstract concepts and to understand data-based reasoning

18 Ten skills for the future workforce 8. New-media literacy- ability to critically assess and develop content that uses new media forms, and to leverage these media for persuasive communication 9. Virtual collaboration - ability to work productively, drive engagement, and demonstrate presence as a member of a virtual team 0.Cognitive load management - ability to discriminate and filter information for importance, and to understand how to maximize cognitive functioning using a variety of tools and techniques

19 Listening carefully and completely

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21 The workplace of the future Solving difficult problems The skills you need are about how you learn, not what you know Increasingly solutions are collective and social Diversity in your thinking and networks will accelerate your impact

22 How do you learn and improve? Dr Carol Dweck Fixed learning mindsets Growth learning mindsets Which one are you?

23 How do you learn and improve?

24 What does this mean for you? Professional Development Plans are always evolving and changing They are a match between the skills you have and the problems you solve They are as relevant as the context that they operate within

25 Professional Development Plans Purpose Values Strengths Aspirations Competencies Accountability Action Plan

26 What s a world class development plan? Action Plan Accountability Average Best practice % of time focussed 80% 50% Orientation Employment Purpose Time horizon Short term Medium Term Led by Manager or HR systems Individual Development focus Formal training Blended development Change model Feedback Feed forward Led by Manager or HR systems Individual Supported by Compliance Peers Focus Completion Continuous learning Reviewed Once or twice a year Regularly with peers and self

27 What s a world class development plan? Aspirations Competencies Average % of time focussed Limited 0-20% Best practice Orientation Employer Internal and external Time horizon Current and next role Medium Term Led by Manager/Individual Individual supported by manager % of time focussed Limited 0-20% Orientation Employer Internal and external Time horizon Next role Purpose Led by Manager/Individual Individual Reviewed Infrequently Regularly with manager, stakeholders including future managers, peers and self

28 What s a world class development plan? Values Strengths Average % of time focussed Limited 0-20% Best practice Orientation Employers Self authored Time horizon Short term Lifetime Led by Organisation Purpose % of time focussed Limited 0-20% Orientation Fixing weaknesses Amplifying strengths Time horizon Current role Lifetime Led by Organisation Manager Individual Individual Reviewed Infrequently Regularly with manager, stakeholders including future managers, peers and self

29 Professional Development Plans Purpose Values Strengths Aspirations Competencies Accountability Action Plan

30 Your purpose

31 Your purpose

32 Your values For this exercise I will need a volunteer Based on your strengths; Sandi Duffy or Michael Boland or Andy Maffin or Simon Olifent

33 Your values A simple chat about your history is revealing when it comes to your values We will pick the first few decades in your life Explore the most memorable events Understand what they meant to you in the moment Understand what they mean to you now

34 Your Strengths A strength is the ability to consistently provide near-perfect performance in a specific activity. The key to building a strength is to identify your dominant talents, then complement them by acquiring knowledge and skills pertinent to the activity. A strength overplayed can be a weakness

35 33% Your top strength is represented at the edge of this circle 30% Team Grid Clifton Strengths Finder Outer circle highest strength Inner circle lesser strength % is the percentage each domain strength is as a percent of the total group strength 34 strengths allocated into 4 domains 6% 2%

36 WHAT Executing - Team members who have a dominant strength in the Executing domain are those whom you turn to time and again to implement a solution. These are the people who will work tirelessly to get something done. People who are strong in the Executing domain have an ability to take an idea and transform it into reality within the organization they lead. Influencing - People who are innately good at influencing are always selling the team's ideas inside and outside the organization. When you need someone to take charge, speak up, and make sure your group is heard, look to someone with the strength to influence. WHO Relationship building - Relationship builders are the glue that holds a team together. Strengths associated with bringing people together -- whether it is by keeping distractions at bay or keeping the collective energy high -- transform a group of individuals Strategic thinking Those who are able to keep people focused on "what they could" be are constantly pulling a team and its members into the future. They continually absorb and analyse information and help the team make better decisions. Team Grid Clifton Strengths Finder Outer circle highest strength Inner circle lesser strength % is the percentage each domain strength is as a percent of the total group strength HOW WHY

37 Present WHAT WHO Past Team Grid Executing - Team members who have a dominant strength in the Executing domain are those whom you turn to time and again to implement a solution. These are the people who will work tirelessly to get something done. People who are strong in the Executing domain have an ability to take an idea and transform it into reality within the organization they lead. Relationship building - Relationship builders are the glue that holds a team together. Strengths associated with bringing people together -- whether it is by keeping distractions at bay or keeping the collective energy high -- transform a group of individuals Clifton Strengths Finder Outer circle highest strength Inner circle lesser strength % is the percentage each domain strength is as a percent of the total group strength Influencing - People who are innately good at influencing are always selling the team's ideas inside and outside the organization. When you need someone to take charge, speak up, and make sure your group is heard, look to someone with the strength to influence. Strategic thinking Those who are able to keep people focused on "what they could" be are constantly pulling a team and its members into the future. They continually absorb and analyse information and help the team make better decisions. Near Future HOW WHY Long Term Time orientation

38 Present Structured WHAT Executing - Team members who have a dominant strength in the Executing domain are those whom you turn to time and again to implement a solution. These are the people who will work tirelessly to get something done. People who are strong in the Executing domain have an ability to take an idea and transform it into reality within the organization they lead. WHO Relationship building - Relationship builders are the glue that holds a team together. People Strengths associated with bringing people together -- whether it is by keeping distractions at bay or keeping the collective energy high -- transform a group of individuals Past Team Grid Clifton Strengths Finder Outer circle highest strength Inner circle lesser strength % is the percentage each domain strength is as a percent of the total group strength Near Future Story Influencing - People who are innately good at influencing are always selling the team's ideas inside and outside the organization. When you need someone to take charge, speak up, and make sure your group is heard, look to someone with the strength to influence. HOW Strategic thinking Those who are able to keep people focused on "what they could" be are constantly pulling a team and its members into the future. They continually absorb and analyse information and help the team make better decisions. WHY Unstructured % Long Term Future

39 Present Structured Spread sheets WHAT Executing - Team members who have a dominant strength in the Executing domain are those whom you turn to time and again to implement a solution. These are the people who will work tirelessly to get something done. People who are strong in the Executing domain have an ability to take an idea and transform it into reality within the organization they lead. WHO Relationship building - Relationship builders are the glue that holds a team together. Strengths associated with bringing people together -- whether it is by keeping distractions at bay or keeping the collective energy high -- transform a group of individuals Meeting Coffee Face to Face Past Team Grid Clifton Strengths Finder Outer circle highest strength Inner circle lesser strength % is the percentage each domain strength is as a percent of the total group strength Near Future Face to Face Story Influencing - People who are innately good at influencing are always selling the team's ideas inside and outside the organization. When you need someone to take charge, speak up, and make sure your group is heard, look to someone with the strength to influence. HOW Strategic thinking Those who are able to keep people focused on "what they could" be are constantly pulling a team and its members into the future. They continually absorb and analyse information and help the team make better decisions. WHY Unstructured White board % Long Term Future

40 5 33% 30% 6% % Clifton Strengths Finder Outer circle highest strength Inner circle lesser strength % is the percentage each domain strength is as a percent of the total group strength

41 Professional Development Plans Purpose Values Strengths Aspirations Competencies Accountability Action Plan

42 Next steps. Complete your self addressed envelope 2. Add one of ten skills for 2020 to your professional development plan 3. Find a mentor who is younger than you 4. Subscribe to one newsletter outside your industry about this skill 5. Find someone who role models these future skills today and meet with them 6. Build balanced networks internally and externally 7. Find the person who does your job somewhere else in the world via LinkedIn and meet with them every 90 days

43 A signed copy Breakthroughs how to confront assumptions 2. An electronic copy a world class professional development plan 3. A complimentary learning mindset assessment 4. Audit of your professional development plan with individual feedback 5. Ten week accountability program including an article each week on implementing the skills for

44 Skills for the 2st Century Workplace June 206 Sydney