Self-knowledge as change agent for leadership behaviour HR Day 2011
How can HR contribute to self-awareness? Prof. Peter De Prins
Director of Centre of Excellence for Leadership & Coaching Vlerick Management School
“Knowing others is intelligence; knowing yourself is true wisdom”
“Intelligence is like a four-wheel drive. It allows you to get stuck in more remote places”
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EXECUTIVE SUMMARY: HR CAN DRIVE SELF-KNOWLEDGE BY….
Taking on its role of strategic partner, focusing on people as differentiator towards competition
Understanding the new set of productivity drivers
Driving the development of a new breed of leaders
Installing a coaching culture
Conducting a values assessment
Stimulating peer to peer feedback
Stimulating the use of a 360 degrees feedback and other development tools
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SELF-KNOWLEDGE
Self-awareness theory (1)
Self-awareness is the capacity to take oneself as the object of thought—people can think, act, and experience, and they can also think about what they are thinking, doing, and experiencing
95% of what we say and do comes from subconscious program that we have learned when we are very young We use these programs over and over without realizing: automatic reactions without thought or choice Self-awareness is the core of Emotional Intelligence. Self-awareness is comprised of three competencies;
emotional self-awareness, where you are able to read and understand your emotions as well as recognise their impact on work performance and relationships; accurate self-assessment, where you are able to give a realistic evaluation of your strengths and limitations; self-confidence, where you have a positive and strong sense of one’s self-worth.
The starting point and key in these areas is the ability to be critically self-reflective.
(1) Duval, Shelley, and Robert A. Wicklund. 1972. A Theory of Objective Self Awareness. New York: Academic Press.
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GOLEMAN’S EMOTIONAL INTELLIGENCE MODEL (2002)
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HR HAS BECOME MORE A STRATEGIC PARTNER
Higher profitability
Customer satisfaction
Reduced costs
Bottom line impact
Good communication
Changing working culture
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The Talent Mismatch is deepening as the working age population declines and the nature of work changes.
Individual Choice will be exercised by those with the skills that are most in demand.
Technological Revolutions have the power to change where, when and how we work.
Rising Customers Sophistication requires businesses to work in a new way, driven by innovation and delivering greater value and efficiency
UNDERSTANDING WHY A NEW SET OF PRODUCTIVITY DRIVERS ARE COMING
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THE TALENT MISMATCH
Lack of resources
creates tension
on the high-skills
market
Oversupply of
low or wrongly
skilled resources
generates under-
employment and
unemployment
Demand
for skill
Supply
of skill
53% of European employers reported having difficulties finding talent.
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RISING CUSTOMER SOPHISTICATION
Every aspect of the value chain is being tested by your customers. Internal and external. Customers are more global and sophisticated, increasing the complexity of their relationships with organizations and the specificity of their value demands.
Faster. Cheaper. Better.
0
20
40
60
80
100
120
iPhone 4
iPad
Source: Google Insights for Search. Past 30 days.
Google search trends in USA for past 30 days
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INDIVIDUAL CHOICE
Boomer
Born 1946-1964
Are you ready for the Next Generation when they hit your workforce in 2020?
Traditionalist
Born 1928-1945
Generation X
Born 1965-1979
Generation Y
Born 1980-1995
Each generation has different assumptions about how the world works and is currently in a different life stage that will affect what they demand from work.
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TECHNOLOGICAL REVOLUTIONS
founded in
2002 Flickrfounded in
2004
Do you Tweet? 600 per second 36000 per minute 2.1m per hour 52m per day 18.9b per year Up 1,400% on 09
Source: http://blog.twitter.com/2010/02/measuring-tweets.html
New ways to collaborate, innovate & communicate. Blending work, rest and play.
Implications
MISALIGNMENT
New realities are coming to your workplace
New organizational models and structures are coming Organizational work styles and expectations are changing A new definition of employee engagement is emerging to embrace social / community values A new breed of leader is required, one that can win the hearts and minds of the pre-digital, digital and post-digital employee
Many organizations are misaligned with the new environment
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SELF-AWARENESS DRIVER #1
HR NEEDS TO DRIVE A NEW BREED OF LEADERS
7 Success Factors
1.Owned by senior management
2.Customized to the organization
3.Supportive of the organization’s strategy, mission, vision, values
4.Tailored to non-linear career paths
5.Delivered flexibly to meet the needs of leaders
6.Competency-based
7.Accountability-driven
ACTION: View Leadership as a 10-year program
Establishing Vision, values, strategies & enterprise capabilities tot create value
Defining strategy & driving business results & sustainability
Building managerial capability & functional expertise
Understanding yourself and developing others
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SOME FIGURES
CCL Study: Changing Nature of Leadership (2007-2009) 500 companies
Top/ Middle/Staff
USA (54%)/Europe (26%)/Asia (16%)/ROW (4%)
Age 29 tot 60
1-999 employees (32%)/1000-9999 (29%) / > 10.000 (26%) / unknown (13%)
Male (60%) / Female (28%) / Unknown (12%)
Overall conclusions Challenges are becoming more complex
Greater reliance on interdependent work
Shifting reward system
The rise of a new leadership skill set
Leadership is a collective process
Global organisations are at the cutting edge of collective leadership
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HAS THE DEFINITION OF LEADERSHIP CHANGED OVER THE LAST 10 YEARS?
….% yes!
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RESULTS OF THE CCL STUDY
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• A position/a process • Function / boundary-less orientation • Independent decision making / interdependent decision making • Individual leadership competencies/groups of networks
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LEADERSHIP HAS BECOME MORE WE-ADERSHIP
Leaders used to be powerful without people, but today
leadership is about the transition of power to
the people
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But… do you know your culture and its people?
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21ST CENTURY LEADERS NEED TO BE / BECOME GOOD COACHES!
Get the best out of your people! (not only out of yourself)
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COACHING: BOOMING BUSINESS…. (PROF. DR. KATLEEN DE STOBBELEIR)
Executive coaching...some facts
76% of companies hires executive coaches (U.S.: 93%)
+/- 47.000 (executive) coaches active in the market
Market of 1,7 billion euro Fees: 200 – 4000 euro/hour
Fastest growing business line in ‘consultancy’
More than 30 coaching models in use
+ Exponential growth of internal coaching
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HOW MUCH COACHING? (PROF. DR. KATLEEN DE STOBBELEIR)
Met dank aan Prof. Dr. Katleen De Stobbeleir
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YOU NEED TO UNDERSTAND THE HUMAN BEING BEHIND THE FUNCTION…
Using your values and the ones from your employees to drive decision-making so that you consciously create the future you want to experience and provide a consistently ethical basis for
decision-making.
“Therefor, values-based leadership is a way of making authentic decisions that builds the trust and commitment of employees
and customers.”
Kotter and Heskett, Corporate Culture and Performance (Free Press 2008)
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VALUES BASED LEADERSHIP
• ‘hard’ goals don’t motivate
• Leaders translate ‘hard’ objectives into ‘personal’ objectives based on personal values
• This can only be done if you have an in-depth understanding of the person behind the function (deep-dive interview)
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HR Driving the change!
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SELF-AWARENESS DRIVER #2
STRATEGIC VALUES ALIGNMENT PLANNING
ACTION: Truly link culture to business strategy
Understand the following
1. What’s Now – What kind of people are working in your company today? What do they
find important?
2. What’s Next - How does your company need to evolve to keep that culture? How will the
world of work trends affect your ability to attract, retain and engage that workforce?
3. Gaps - Where are the risks in your current approach that impact the delivery of business
strategy?
4. Actions - What options are available to drive the organization in the right direction?
5. Measure - How do you assess culture and measure success?
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THREE MANTRAS OF CULTURAL CHANGE
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THE SEVEN LEVELS OF ORGANIZATIONAL CONSCIOUSNESS (RICHARD BARRETT)
Service
SERVICE TO HUMANITY AND THE PLANET Social responsibility, future generations, long-term perspective, ethics, compassion, humility
External Cohesion
STRATEGIC ALLIANCES AND PARTNERSHIPS Collaboration, environmental awareness, community involvement, employee fulfillment, coaching/mentoring
Internal Cohesion
BUILDING CORPORATE COMMUNITY Shared values, vision, commitment, integrity, trust, passion, creativity, openness, transparency
Transformation
CONTINUOUS RENEWAL AND LEARNING Accountability, adaptability, empowerment, delegation, teamwork, innovation, goals orientation, personal growth
Self-Esteem
HIGH PERFORMANCE Systems, processes, quality, best practices, pride in performance,
Relationship
EMPLOYEE RECOGNITION Loyalty, open communication, customer satisfaction, friendship,
Survival
FINANCIAL STABILITY Shareholder value, profit, organisational growth, employee health and safety
Positive Focus / Excessive Focus
Control, Corruption, Greed
Bureaucracy, Complacency
Manipulation, Blame
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MANAGING THE ENTROPY
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IMPLEMENTING CULTURAL TRANSFORMATION
Workshop 1
Mission/Values Alignment
• Core Business
• Core Motivation
• Four Why’s Vision,
Mission and Values.
• Defining HR strategy
• Selecting Values and
Defining Behaviors.
• Balanced Needs Scorecard.
Workshop 3
Emotional Intelligence
• Self-Awareness
• Communication
Skills.
• Empowerment
Skills.
• Motivation
Skills.
• Review Team
Development
and Individual.
Performance
• Define Team
and Individual Objectives.
Workshop 2
Team Cohesion
• Self-knowledge.
• Interpersonal Awareness.
Organization/Team Culture Assessment
Leadership Values Assessment
Organization/Team Culture Assessment
Leadership Values Assessment
Workshop 4
Progress and Goal Setting
• Set personal-
development goals. • Individual coaching.
HR Strategy & teambuilding
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SELF-AWARENESS DRIVER #3
OFFER DEVELOPMENT TOOLS FOR INCREASING SELF-AWARENESS
Supports building a culture of evaluation, learning and performance Strengthen company values Supports a desired leadership style Facilitates and increase effectiveness of feedback Standardises priorities, competencies and qualities on which employees focus development Allows for identification of group development priorities
• 360 degrees • Multi-Rater Assessment (MRA) Mirella Perez, Arcelor Mittal
ACTION: Increase self-awareness through self-rating and feedback from manager, direct reports and peers.
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HOW DOES A HUMAN BEING DECIDE SUBCONSCIOUSLY?
……………………………………………?
……………………………………………?
……………………………………………?
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HR CAN DRIVE SELF-KNOWLEDGE BY….
Taking on its role of strategic partner, focusing on people as differentiator towards competition
Understanding the new set of productivity drivers
Driving the development of a new breed of leaders
Installing a coaching culture
Conducting a values assessment
Stimulating peer to peer feedback
Stimulating the use of a 360 degrees feedback and other development tools
© Vlerick Leuven Gent Management School © Vlerick Leuven Gent Management School 33 |
PLEASE WELCOME…
Mirella Perez
Leadership Development Manager
ArcelorMittal
Self-awareness and development
tool at ArcelorMittal