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Insights on Leadership for the 21st Century
Leading The Millenials
Roshan Thiran
www.facebook.com/roshanthiran.leaderonomics
Are the “world’s best” leaders
born or developed? Is
leadership genetic or learned?
Question
Gro
wth
Time
My “Growth” Experiences
10. Johnson & JohnsonIndustry : HealthcareFunction: HRGlobal Role
9. GE Asia PacificIndustry : MultiFunction: HRAsia Role
7. GE AircraftIndustry : AviationFunction: FinanceCFO & ED 8. GE Crotonville
Industry : MultiFunction: HRLearning Role
6. GE CIGIndustry : MultiFunction: ITProject Mgmt Global
5. GE CapitalIndustry : Financial ServiceFunction: Finance/SourcingEurope Leader
4. NBC UniversalIndustry : MediaFunction: FinanceProduct Leader
1. GE InvestmentsIndustry : Investment BankingFunction: Business DevIndividual Contributor
3. GE GCSIndustry : Oil & GasFunction: FinanceInventory Mgmt
2. GE InternationalIndustry : MultiFunction: FinanceAnalyst Global
12. LeaderonomicsIndustry : MultiFunction: CEOBusiness leader
11. Star Media GroupIndustry : MediaFunction: CEOBusiness leader
Key question: How did they become the best?
So, what does this mean?
Clearly, because of high performance leadership
Question: What is Leadership?
Leadership is . . .AttentivenessAssertivenessResponsibilityDiligence Dependability
Obedience
Loyalty ThoroughnessTruthfulness InitiativeHospitality
Humility
Forgiveness Tolerance
CompassionSincerity
CReativity
Having followersPersuasiveness Virtue
VisionDeference
DiscretionBOLDNESS
Determination Gratefulness Self-ControlSensitivity
ThriftinessGenerosity Punctuality
Proactiviness
Purpose
Enthusiasm
Availability
OrderlinessResourcefulness
Flexibility
WisdompedInnovation
Execution
If we invested in people and
taught every single skill listed on
the previous slide, would we be
able to “create” leaders?
Question
motherteresaHer story in India
Time
Current Reality – Self AwarenessAb
ilit
y/A
ch
ieve
me
nt
Decision-making
GAP
Purpose/Vision
The Essence of Leadership is . . .
Learning/
Execution/
Action
GAP
Fuels our energy
Ensures reality
OrganisationalResponsibility (you)
Individual Motivations (them)
There are 2 responsible parties:
70% of all Change or Transformation programs
Our research on Change has the following findings on transformation projects:
• 100% of all “Successful” projects had a good technical solution/approach to it
• 98% of all “Unsuccessful” projects had a good technical solution/approach to it
So, why do companies FAIL?
QUESTION ?
Because of their people?
People are NOT the “real” issue when it
comes to scaling your company . . .
There are CONSTRAINTS on people. . .Organisationalconstraints to scale
My Research on Organisational ConstraintsTHE 4 CONSTRAINTS THAT ARE SUFFOCATING YOUR MILLENIAL TALENT
Note: The 4 constraints model is based on the work of
Roshan Thiran who spent more than 20 years studying
various successful and failed organisations. The model is
copyrighted to him and has been used in many successful
organisational growth, transformation and scaling projects
Jack
Welch
… and his Six Sigma failure at NBC
Talent development is A PROCESS
Leadership is A PROCESS
story…
is a
process
story…
wayne rooneythe
Principle
Talent needs to be MANAGED & DEVELOPED. This includes enabling talents to maximize
potential and grow
Process and Tools
Succession Planning
Performance Mgmt
Career Paths
Talent Pools
Leadership Development Programmes
Learning Curriculum
Talent Acceleration Programmes
Feedback & Reflection
Principle
Identify & select leaders that have the passion, desire and ability to make a difference
in your organisation
Process and Tools
Entry Level Leadership Program
Competency Model/Values
Enterprise Assessment System
Interviews & Assessments
On-boarding
Cultural Assimilation
Principle
To retain talent, 2 key factors:
1. Internal motivations (comp/ben, engagement
2. External factors (company brand & mktg perception)
Process and Tools
External Branding initiatives
Mentoring Programmes
Engagement Programmes
Total Rewards Structure (Comp & Ben)
External Perception of the Organisation & Leadership
Culture of Organisation
Organisational Responsibility – The Talent Process
Talent Acquisition
Talent Development
Talent Retention
An Infrastructure to Enable Leadership Development
Companies work hard to
remove the constraints and
build the proper processes,
culture, leadership and biz
model for your success
What does this mean?
Are we building processes so that
every single manager in your
organisation is a people developer?
Or do we just prefer to send people
for training randomly?
Question
Root of many issues
Culture is the
Has to be
intentional
Beliefs & experiencesdetermine results
What drives Results?
New results is constrained by culture!
“For performance to go any higher, the limitation is not competency,
…it is culture.”
Joseph TanCEO, Leaderonomics Good Monday
Who creates culture at your organisation?
Each & everyone of you
OrganisationalResponsibility
Individual Motivations
There are 2 responsible parties:
2. Individual Aspirations & Motivations
Does your Millennial talent WANT to be a leader?
Is your talent WILLING to go through the pain of leadership
development?
So what does “high
potential” mean?
Question
Answer
NOTHINGabsolutely
Potential
Millennials need to understand Potentials does not mean performance
A measure of
demonstrated
desire to take on additional
responsibility and
motivation for progression
and growth
A measure of
skills and
capabilities to
learn and
grow in the
future
Future
Aspiration
Ability to
Learn
Potential
Demonstrates
ability &
aspiration to take
on tasks beyond
peers of same
level and track
record
How many of you like
to learn?
Question to the class
“Learning… the process by which change in
knowledge or skills is acquired through
learning or experience”
Key Questions:1. Change?
2. Learning
3. Experience
Learning….
Why is learning so
hard?
Question to the class
LEARNING
= CHANGE
What is learning?
1. What percentage of people reach their target weight ?
2. What percentage of people maintain their target weight?
3. What percentage of people quit smoking and never start again?
4. What percentage of people quit smoking after a physical crisis?
5. What percentage of re-engineering efforts are successful?
6. What percent of companies on the 1955 Fortune 100 list are still
around today?
7. What percent of Fortune 500 companies on the 1970 list had vanished
by 1985?
8. What percent of executives in Fortune 500 companies who had
financial losses in 1993-1994 attributed it to poor leadership and lack of change?
4%
1%
16%
43%
30%
32%
41%
>50%
Change Quiz
Learning is painful….
“I listen, and I forget; I see, and I understand; I do, and I can” – Confucius
Source: Pesquisa IBM; Whitmore, “Coaching for Desempenho”
Information/ Knowledge
Awareness
Skill
Advanced Skill
Expertise
Context Content
Composition of Delivery:
90% Content, 10% Context
Composition of Delivery:
10% Content, 90% Context
But learning is contextual
If learning is so hard (and
nobody likes it), how do we
get our Millennials to keep
learning?
Question to the class
• 70% of skills are learned from EXPERIENCE:
- Provide them challenging projects to complement their current role
- Get them to volunteer for special projects that will stretch and force them to learn and gain new experiences
• 20% of skills are learned from FEEDBACK:
- Create opportunity for feedback from their bosses, peers and subordinates.
- Give 360 degrees feedback and schedule weekly/monthly feedback sessions
- Encourage them to give feedback to others when it is appropriate and needed
• 10% of skills are learned from TRAINING/PRACTICE:
- Provide them time to practice whatever they learn
- Encourage them to time to learn online or through reading
- Always push them to look for ways to improve – be better tomorrow than they are today
What Millennials need to do to keep Learning:
Time
Current Reality – Self AwarenessAb
ilit
y/A
ch
ieve
me
nt
Decision-making
GAP
Purpose/Vision
The Essence of Leadership is . . .
Learning/
Execution/
Action
GAP
Fuels our energy
Ensures reality
www.leaderonomics.com
www.facebook.com/roshanthiran.leaderonomics
www.leaderonomics.com
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