Alignment. Positivity. Engagement. Most Likely to Lead: Predicting, Developing and Measuring Leadership Effectiveness in the Human Age Presented by: Dr. Lisa Gunther VP- Talent Management Florida/Caribbean
The world is awash in leadership models but the results continue to disappoint 2
The Human Age Signifies a new reality for business in which the ability to optimize human potential is the single most important determinant of organizational success and growth Talent, not capital, is the meaningful economic differentiator Those with high-demand skills will be the scarcest natural resource in the years ahead To ensure their companies are premier talent destinations, forward-thinking leaders are creating workforce strategies to gain a competitive advantage in identifying, managing and developing talent 3
Certain Uncertainty Drives need for faster time-to-value Employees and employers have different expectations around productivity 43% say work life balance is their primary career aspiration, and only 10% associate career success with high performance Only 25% of managers believe their workforce effectively responds to change Technological Innovations Drives need for increased agility Technology is increasing the pace of change The lifecycle of skills is decreasing Accelerating Shifts in the Human Age Driving the need for a more agile workforce Re-segmentation of Markets Drives need for one-size-fits-one By 2025 there will be more Millennials in the workforce than there have been people at any other time are your leaders prepared to lead them? 68% of managers are not engaged in the career development of their employees Economic Evolution Drives talent mismatch and talent shortage 50% of employees change careers after 12-months 22% of organizations do not believe that they have future leaders identified for critical roles 4
Epic Shifts in the Human Age YESTERDAY TOMORROW IMPLICATIONS FOR LEADERSHIP Companies dictate terms Employees dictate terms Personal engagement not organizational engagement Workers living near (or from) place of work Talent glut Workers living (or from) anywhere Talent Mismatch and Talent Shortage Remote working, remote management, integrated cultures, emotional agility/adaptability, acceptance Need to identify talent from within and unleash potential to drive competitive advantage Job for life 10-14 jobs by age 38 Career focus not organization focus Corporate opacity; secretiveness Corporate transparency; openness, human approach Language of hi potential is it exclusive, damaging, sending out the wrong message? Work for an organization Work with an organization Individual choice and mass customization of careers Size matters Agility matters Need for learning agility, cognitive agility, organizational agility to navigate in a modern, global company Hire for power Hire for passion Individual drive, aspiration, purpose Command and control Flexible frameworks Self insight and adaptability 5
Business Models are Shifting from Stability to Agility This has led to a shift in employee capabilities and ultimately what employers value Past Business Models Favored The Human Age Demands STABILITY AGILITY AND FLEXIBILITY Loyalty Predictable Capabilities Mastery Innovative Thinking Agility and Adaptability Potential to Learn 6
Our Research What s keeping you up at night? We surveyed 400 global business leaders to get their unique perspectives on the biggest challenges facing their industries. What are the most important global trends impacting your industry? Which of the following trends are most relevant to your organization? What are the top 5 most important ingredients needed by a leader in the Human Age? Digitalization (42%) Aging Population (18.75%) Multigenerational Workforce (12.5%) Economic Factors (11.75%) Changing relationships between employers and employees (32%) Technological innovations (29%) Employees changing careers more frequently and lack of future leaders identified (25%) Changes in attitudes to careers & a younger, tech-savvy workforce (14%) 7 Agility (27%) Future Looking (11.4%) Listening & Communication (11%) Empathy (9%) Innovation & Inspiration (8.3%)
THE P3 LEADER MODEL Right Management s point of view around how to identify and develop leaders, ensuring they can operate successfully in uncertain and dynamic markets. 8
What is the Model? 9
The P3 Leader Model has Three Components Effective Leadership Outcomes (Win) measuring a leader s impact on talent-focused outcomes, helping employees realize their potential and grow their careers Effective Leadership Enablers (Assess) assessing talent against inherent personal attributes regarding potential to thrive in leadership roles Effective Leadership Capabilities (Develop) - nurturing a narrow set of leadership capabilities will help the organization focus their developmental resources and money on the areas most likely to provide the greatest return on organizational performance nurturing talentfocused skills 10
WIN: Business Outcomes Establishing Meaningful KPIs Individual and Organizational Sense of Purpose Increased Level of Engagement Management Meaningful Career A More Humane Organizational Culture 11
ASSESS: Inherent Enablers Predicting Future Success Adaptability: Comfortable with ambiguity, complexity and uncertainty Drive: Hunger, energy and desire to be successful Endurance: Highly resilient, tenacious and has stamina Brightness: Intellectually curious & sharp, with a strong appetite to continuously learn 13
DEVELOP: Coachable Capabilities Developing talent-focused skills Unleash Talent Accelerate Performance Dare to Lead 14
Develop Capabilities Unleash Talent Demonstrate Integrity Build Trust Show selflessness putting we before I Ask for, give, receive and act upon feedback Create opportunities for others to grow and have meaningful careers 15
Develop Capabilities Accelerate Performance Provide a shared vision for transformation Navigate both a short- and long-term agenda Balance global consistency and local relevance Inspire and mobilize the organization in transformation Champion collaboration Build high performance teams Build organizational capability 16
Develop Capability Dare to Lead Make courageous decisions Dare to take risks and seize opportunities Challenge authority constructively Foster and reward innovation Change their approach when warranted Show self-confidence 17
The Model in Action: Building an Effective Leadership Culture 18
Alignment. Positivity. Engagement. Most Likely to Lead: Predicting, Developing and Measuring Leadership Effectiveness in the Human Age Contact: Sue Hart (904) 226-3787 sue.hart@rightflorida.com