Aalto University Executive Education Leadership for High Potentials Leading others Leadership today, tomorrow and beyond Riitta Lumme-Tuomala, Senior Advisor December 11, 2012
May 11, 2015
Aalto University Executive Education
Leadership for High
Potentials
Leading others
Leadership today,
tomorrow and
beyond
Riitta Lumme-Tuomala,
Senior Advisor
December 11, 2012
3. The New Leader
1. A peek into the future…
”Agenda”
2. Social macrotrends and changes in our business environment
5. MBTI and Leadership
6. Emotional Capitalists?
4. Generationally diverse organizations
Financialization
•Separation of capital
and production
•Capital becoming
”faceless”
•Economic power blocs
Multiculturalism
•Inequality of
opportunities
•Different forms of
mobility
•Diversifying
organizations
Ecologization
•Profileration of
environmental challenges
•Finding mutual solutions
•Corporate social
responsibility
Medialization
•”Media realities”
•Increasing influence of
global media giants
•Emphasis on corporate
communications and
reputation
Technologization
•Increase in productivity
•Global redistribution of
work
•New forms of production
and markets
New global economy Source: Janne Tienari & Susan Meriläinen
challenges for management…?
Five Powers Lynda Gratton, ”The Shift”, 2011
• Technology
• Globalization
• Demography and longevity
• Society
• Energy resources
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Enterprise 3.0
Knowledge Sharing
Communication via blogs, wikis, podcasts
Collective decision making
Knowledge creation
Knowledge refinement
New structures
Different Control
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Organisaatio tänään ja huomenna Mikko Vesa 2011
Traditional organization Virtual organization
Criteria for membership Membership in the organization “attached” to a physical person.
Is built on the concept of virtual representatives/avatars.
Resource management Clear decision making and budgeting policies. Reward system.
Challenging due to a large number of different types of targets.
Policies Discipline. Built on social acceptance.
Organizational structure Hierarchical. Important structures vertical.
Dispersed and collegial. Important structures social.
Objectives Activities and tasks are managed top-down. Clear division between planning and implementation.
Result of all activities is a collection of individual strategies. Leadership competence based on communication, not formal organizational power/authority. Mikko Vesa, 2011
Triple Bottom Line?
TBL evaluates business success
by three factors:
Social performance
Economic Performance and
Environmental Performance
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5 Minds for the Future (Howard Gardner, 2008)
1.The Disciplined Mind
2.The Synthesizing Mind
3.The Creating Mind
4.The Respectful Mind
5.The Ethical Mind
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Formula for Passion
PASSION=
PURPOSE OF THE TASK
X
ONE’S OWN INFLUENCING POSSIBILITIES
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Organizations committed to
improving the world achieve
more than those
with a vision to just beat the
competition…. Logan, King and Fischer-Wright, 2008
Kevin Roberts’ Credo (CEO worldwide Saatchi & Saatchi)
1. Ready. Fire! Aim. 2. If it ain’t broke ... Break it! 3. Hire crazies. 4. Ask dumb questions. 5. Pursue failure. 6. Lead, follow ... or get out of the way! 7. Spread confusion. 8. Ditch your office. 9. Read odd stuff. 10. Avoid moderation!
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http://www.saatchikevin.com/
Different Generations
• Radio Babies/Traditionalists born 1930 – 1945
• Baby Boomers 1945 – 1965
Rock and Roll Generation 1950 - 1965
• Generation X 1965 – 1980
• Generation Y 1980 – 1996
• Generation Z 1996 -
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Today’s Authorities
...This is the first time in human history when children are authorities
on something really important
A youngster’s father may have been an authority on model trains.
Today young people are authorities on the digital revolution that is
changing every institution in society.
Don Tapscott, ”Wikinomics”
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The New Generation Has Arrived!
• Frame
• No hierarchy and bossing around, but a clear framework for work; challenges and responsibilities
• Freedom
• Opportunities to use one’s own brain in relation to tasks and organization
• Feedback
• Giving and receiving feedback, real-time; two way communication is a given
• Friendship
• Being part of a collective; openness and transparency are a must
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The 8 Norms of the Generation Y
1. Freedom
2. Customization
3. Scrutiny
4. Integrity
5. Collaboration
6. Entertainment
7. Speed
8. Innovation
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What do Yers Expect from their Organizations
• Opportunities for Learning and Development
• Collegial Culture and Coaching attitudes
• Continuous Learning and Innovation in Organization DNA
• Socially Responsible Companies
- Respect for Environment
- Care for Employees
- Meaningful Products or Services
- Give back to Local Communities
• Fair payment and rapid
advancement Opportunities
• Cutting Edge Technology
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Source: Urgency to Opportunity, Second Edition,
by Carolyn A. Martin and Bruce Tulgan
Case 1
According to his status, Y is playing Floorball in
the middle of his working day. Your reaction?
Case 2
An important project is starting, but the most
competent guy is heading to Sodankylä film
festival just when the kick off meeting is due.
What actions will you take?
Case 3
Y is sharing internal training material in Slide
Share. Your reaction?
Case 4
Y gives a top notch presentation and uploads it to
YouTube immediately. Your reaction?
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Discussion: Y Causes Headaches? Case 5
Y is discussing a company project in Twitter. The
discussion gives fruitful new angles to the
project. But?
Case 6
After a fixed term contract you offer Y a
permanent job based on the fact that he has
done an excellent job on a project which is now
to be continued. Y prefers to go to Thailand to
dive for 6 months.
Case 7
You need a partner in a project with international
experience. Y says he knows a couple in
LinkedIn. Is that a good source in your opinion?
Case 8
Y tells you she will change jobs since she is not
satisfied with your company’s environmental
policies. What do you do?
It is all about People
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Boomer Gen X Gen Y
Training Too much and
I’ll leave
Required to keep
me
Continuous &
expected
Learning style Facilitated Independent Collaborative &
networked
Communication
style Guarded Hub & spoke Collaborative
Problem-solving Horizontal Independent Collaborative
Decision-making Team informed Independent Team decided
Leadership style Get out of the
way Coach Partner
Feedback Once per year Weekly/daily On demand
Technology use Unsure Unable to work
without it
Unfathomable if
not provided
Job changing Sets me back Necessary Part of my daily
routine Source: Lancaster, L.C. and Stillman, D. When Generations Collide: Who They Are. Why They Clash. How to Solve the Generational Puzzle at Work. Wheaton, IL.
Harper Business, 2003.
Common Ground for Different Generations
1. Flexibility
2. Leaders as coaches
3. Development opportunities
4. Respect
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The House with 16 Rooms
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The Leadership Map
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jlj
Leadership
mindset
Leardership Behaviors
Context
Results
Measures
Impact
Viewpoints
Beliefs
Skills
Competencies
Abilities
Style
Who you are
What you bring
Habits of behaviour
Overlap=Choices
Learning Loop= Increase awareness, find new ways to think,
try new behaviors.
The Power of Introverts
• www.youtube.com/watch?v=c0KYU2j0TM4
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Alignment Intergity
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The Intuitive Compass (Francis P. Cholle 2011)
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Play
Instincts
Results
NE
SE
NW
SW
The Intuitive Compass and Organizations (Francis P. Cholle 2011)
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Reason
Play
Instincts
Results
Organized Implementation
Exceptional Sales
Creative Thinking
Value Driven
SJ(T)
NJ(F/T) NP(F)
SP(T/F)
”No doubt emotional intelligence is
more rare than book smarts, but my
experience says it is actually more
important in the making of a leader.”
”Research shows convincingly that
eq is more important than iq in almost
every role and many times more
important in leadership roles.
This finding is accentuated as we move
from the control philosophy of the
industrial age to an empowering
release philosophy of the knowledge
worker age.”
Some Aspects of Emotional Intelligence and Expression
• Ability to listen without judgment
• Ability to create engagement and interest
• Ability to empathize and view the world from another’s perspective
• Ability to choose words and content of speech sensitively and appropriately
• Ability to connect to another’s core values/purpose
• Ability to have inspiring conversations
• Ability to put another person at ease
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Emotional Capital
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LEADERSHIP
PERFORMANCE
SELF MANAGEMENT
Self Control
Self Confidence
Self Reliance SOCIAL SKILLS
Relationship skills
ADAPTABILITY
Adaptability
Optimism
Self Actualization
SELF AWARENESS
Self knowing
Straightforwardness
SOCIAL AWARENESS
Empathy
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