BlessingWhite’s Leader in 2025 programme is based on the best-selling book ‘The 2020 Workplace’ and the ongoing work of author and futurist Jeanne Meister.
During this focused programme, leaders will focus on the most critical mega-trends currently affecting the future requirements of tomorrow’s workplaces.
Participants will consider aspects such as the presence of multiple generations of employees in a workplace, the rise of social media as a leadership tool, and the use of social learning & gamification.
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The Leader in 2025 | Navigating a Changing Landscape
1. 11
The Leader 2025
Navigating a Changing Landscape
Michael Castle Med, FITOL, MInstLM, MCMI
Director Executive Development
14 March 2016
2. 22
Overview
• Mega-Trends: what are they why they are important?
• The Future Workplace
Background
Partnership Collaboration
Activity - Short Table Discussion
A Look into the Future – Katya’s First Day at Work
• The Leader 2025
Forces Shaping the Workplace Today
Future Leader Focus
Emerging Role of the Leader
• Some Thoughts on Workplace Generations
• Some Thoughts on Globalization and Leadership
4. 44
What Are Megatrends?
Mega trends are global, sustained and macro economic forces of
development that impact business, economy, society, cultures
and personal lives thereby defining our future world, workplace,
and its increasing pace of change.
5. 55
Why Do Mega-Trends Matter?
Mega-trends have can different meaning, importance and
impact for different industry sectors, organizations, and people.
Developing an understanding of mega-trends in terms of what
they look like, how they relate to your organization, and how
they may impact on the organizations future is a fundamental
requirement of modern day leaders.
The potential effects of mega-trends on an organization now,
and in the future should inform future strategy development,
innovation process, and technology planning.
7. 77
Background
• ADUKG has a long standing partnership with GP Strategies, a top
20 global learning and development organization focusing on
performance improvement.
• We work with BlessingWhite, a division of GP Strategies in the
leadership development and employee engagement space.
• Partner with global thought leaders to develop practical
leadership solutions for organization success, including:
• Why Should Anyone Be Led By You?
• Leading Out Loud
• The Engagement Equation
• The Outthinker Process
8. 88
Partnership Collaboration
• Executive development company dedicated to
rethinking and re-imagining the workplace.
• Jeanne Meister, Co-founder of the Future Workplace
9. 99
Activity
Interactive Table Discussion
• What do you think the future workplace will look like?
• What trends are you seeing or foresee that will shape
the future priorities for leaders
• What are the implications for leadership?
10. 1010
A Look into the Future…..?
https://www.youtube.com/watch?v=j4faxBvTZSw&feature=youtu.be
12. 1212
Forces Shaping the Workplace Today
Shifting
Workforce
Demographics
The
Knowledge
Economy
Globalization
The Digital
Workplace
Ubiquity of
Mobile
Technology
A Culture of
Connectivity
The
Participating
Society
Social
Learning
Corporate
Social
Responsibility
Generational
Shifts
13. 1313
Future Leader Focus
Leader 2025
Generational
Shift
Globalization Social Media
Rise of
Wearable's
Virtual
Workplace
Social Learning
Corporate Social
Responsibility
Evolution
Brand Building
Connections
Recognition
Planning
Traditionalists
Baby-Boomers
Gen. X
Gen. Y
Gen. Z
Global
•Perspective
•Mindset
•Knowledge
•Culture
Smart Watches
Implants
Head Displays
Glasses
Fitness Bands
Technology
Values
Virtual Teams
Structure
Effectiveness
Social Platform
Gamification
Connecting
People
Benefits versus
Concerns
Ethics
Transparency
Leadership
Trust
Personal
Responsibility
Leaders need to understand how each trend will impact on the organization, change the workplace and help
define their roles as leaders.
14. 1414
Emerging Competencies of the Leader?
Collaborative Mindset
Developer of People
Digitally Confident
Global Citizen
Anticipates and Builds
for the Future
16. 1616
Research Shows……………
The Generational Shift
• Millennials (Gen. Y) becoming the majority in the workplace
• Millennials (Gen. Y) starting to become managers
• Earlier generational workers are staying in the workplace
longer
• Generation Z starting to enter the workplace
18. 1818
Generalizations, But……..
Profiles Traditionalists
(Before 1946)
Baby Boomers
(1946-1964)
Generation X
(1965-1976)
Generation Y
(1977-1997)
Generation Z
(After 1997)
Preferred
Frequencyof
Feedback
No news is
good news
Once a year Weekly On demand Constant
Typical
Communication
Style
Formal Semi-formal Informal
Bold,
Impersonal
Striking,
Dynamic
PreferredFormat
ofInformation
In fine detail
Everything, but
in chunks
To the point
If I need it, I’ll
find it online
If I need it, I’ll
find it online
20. 2020
The Changing Landscape
The global economy is producing a competitive landscape
that is becoming more complex, dynamic and ambiguous for
organizations engaging in the global world.
Identifying, and bridging the global skills gap continues to be
a challenge for organizations looking for more effective and
efficient ways to develop, and deploy staff globally.
This is particularly true for leaders who have to navigate and
lead in ever changing business landscapes, multi-cultural
environments, and diverse workforces.
21. 2121
Developing a Global Mindset
One facet of preparing and developing future leaders for
global assignments is to ensure leaders are prepared
mentally, and have the knowledge to help them succeed, and
requires:
• Global business awareness and know-how
• International outlook, agility, and accepting of challenge
• Reasoning and rational thinking amid complexity
• Intercultural connectivity
• Interpersonal impact and self assurance
• Inclusive mindset
• Diplomacy, mediation, and negotiation
22. 2222
A Case for Global Competencies?
Is there now a case to develop leaders to lead globally rather
than have global leadership as a stand-alone topic in
leadership development programmes?
While research conducted by the American Management
Association shows that around 62% of companies around the
world report on having a global leadership development
programme of ‘some sort’ it was rated as one of their least
effective capabilities……………….
23. 2323
Taxonomy of Global Leadership
Competencies
Leaders Core Personality
•Genetics
•Culture
•Family
•Society
Locus of Control
•Accountability
•Motivation
•Actions & consequences
Big 5 Dimensions
•Extraversion
•Agreeableness
•Conscientiousness
•Emotional stability
•Openness to experience
Self Concept
•Self esteem
•Self efficacy
•Cognition
Leaders Core Values
•Ideas
•Cognitions
•State of existence
•Models of behaviour
Core Behaviours
Understanding the Big Picture
Attitudes are Everything
Teamwork and Followership
Leadership: The Driving Force
Communication: Leaders Voice
Innovation and Creativity
Leading Change
Meta Competencies
•Organization Knowledge
•Systems Thinking
•Technology Know How
•Global Sensitivity
•Ethical Practices
Meta Competencies
•Building trust
•Delegating
•Sensitivity and empathy
•Role Model
Meta Competencies
•Demonstrating Vision
•Inclusiveness- Diversity
•Overcoming Adversity
•Self Confidence
•Belief in others
Meta Competencies
•Active Listening
•Emotional Intelligence
•Non-Defensive
•Articulate
•Presence & Visibility
Meta Competencies
•Transformational
•Learning Culture
•Process & Execution
•Change Agents
•Communication
Meta Competencies
•Build Climate & Culture
•Creative Decision Making
•Triple Loop Learning
•Ideas Generation
•New Paradigms
Meta Competencies
•Empowerment
•Blame Free Culture
•Inclusion
•Dispersed Leadership
•Self Directed Teams
Tubbs & Schulz, 2006
Share some of the current thinking around the future workplace, and areas leaders need to be aware of and develop flexibility and competence in managing.
Some of the leading consultants such as PWC, KPMG cite
urbanization, people moving into and residing in cities
shifts in economic power based on inclusiveness and transparency
technological breakthroughs, and a new wave of technological advances that will create opportunities but also challenge organizations on how to manage them
demographic and social change, higher life expectancy rates, meaning people are working longer, but at the same time welfare systems are becoming stretched
Economic interconnectedness, with the global economy seeing a continued increase in the levels of international trade
Stress and pressure points related to world resources, including essential natural resources such as water, food, arable land and energy
Megatrends represent the probable future, based on research and what we know with a high degree of confidence about the future, but of course they are not absolute and as such by their very nature contain elements of uncertainty.
In developing future strategy organizations can use megatrends as a methodology to help them predict or forecast what is possible in the future, and their preferred direction and outcomes, using different scenarios
What messages do you take from the video.
Can you share examples of this already happening in the workplace?
Are your own organizations looking at integrating smart technology with employee wearables?
Do you have any examples?
Shifting Workforce Demographics: Aging populations, people living and working longer, decrease in overall population sizes, e.g. estimated in Germany that by 2020 the workforce will be 20% smaller than in 2000, and a retired population 50% larger.
Corporate Social Responsibility: Not a new concept, but one that has had some high profile exposure in the light of some unethical practices. CSR is now becoming a fundamental part of organizational strategy planning and execution; some organizations are now building CSR opportunities into leadership development programs and sending high potential managers to work in a local business or office where they anticipate future growth.
Ubiquity of Mobile Technology: Opinions are divided on the use of mobile technology and platforms in the workplace, but it is here and here to stay. Harnessed in the right way it can revolutionize how we deliver services, including healthcare, and education, while some believe it will be proven to be the most important ‘wearable’ learning platform in our history.
The Knowledge Economy: Related to the shift in demographics and the changing skill and knowledge levels needed to get and retain a job in the global economy, with a growing number of jobs requiring significantly more complex sets of interdisciplinary skills.
The Digital Workplace: According to research, the number of digital atoms (meaning the amount of digital content captured, created and replicated) in the digital universe is already bigger than the number of stars in the universe. Not surprising given hundreds of millions of people actively construct, maintain, and communicate their identities using a host of different media networks. Digitization is already here, the challenge for organizations is how they enable access to business content and knowledge so employees can carry out their roles, while securing the accuracy and appropriateness of this content in the technological world we live in.
A Culture of Connectivity: We live in a connected world. People are working, socializing, listening to music and engaging in messaging and chat all at the same time; this is commonly referred to as hyperconnected, multi-tasking using technology. People now have WEISURE time, which sits somewhere between work time, and leisure time.
The Participating Society: Developing strategies to connect with consumers and tap into their creativity and use this knowledge to develop new services and products to impact on business results is becoming a competitive advantage for the likes of Procter and Gamble and Unilever who re proactive in this area
Social Learning: there is a noticeable movement from the e-decade to the s-decade where social networking, media and learning are coming to the fore, making learning easy to access, fun, engaging and integrated.
Generational Shifts: Gen Y is set to be the predominant generation in the workforce, therefore the ability to manage the generational shift, and the inherent talents of all the different generations in the workforce continues to be a challenge for leaders now and in the future.
Globalization: The pace of change within the world we live and work no longer affords organizations the luxury of managing one major change initiative at a time. Globalization is affecting us all in one shape or another, and from an organization and leadership perspective, organizations are more organic, fluid and transient than ever before, with global workforces with an emphasis on speed to market, local decision-making, collaboration, and innovation
Collaborative Mindset: Inclusive decision-making and genuine solicitation of feedback
Developer of People: Increasing role as a coach, and mentor with the ability to give precise, and constructive feedback
Digitally Confident: Uses technology to connect customers and employees
Global Citizen: Has a diverse mindset, inclusive, and prioritizes social responsibility
Anticipates and Builds for the Future: Champions innovation, and builds accountability across all levels
Do you know your generational demographics?
How do you currently identify work preferences across your generations?
Does this help align expectations in terms of employee contribution, satisfaction, and mutual success?
Have you noticed generational differences in your workplace?
What seem to be the biggest disconnects?
What are the similarities between the generations?
Is there really a generational divide
Examples of best practices for managing across generations
How do you develop flexibility in leadership
So in essence, its being done, but not very well, or in the least there is room for improvement
Leaders Core Personality: Formed at a relatively early stage and influenced by:
Genetics, their biological make-up
Culture, how open they are to learn and experience new things, and the context in which behaviours are interpreted
Family, influences their belief systems, values and constitution
Social constructs, how they see the world, what is acceptable and not acceptable in social settings
Self Concept
Self esteem, self worth, value
Self efficacy, confidence to perform a particular task or function
Cognition, knowledge, opinions and beliefs
The Big Five
Extraversion, outgoing, talkative, sociable, assertive
Agreeableness, trusting, good natured, cooperative
Conscientiousness, dependable, responsible, achievement oriented, persistent
Emotional Stability, relaxed, secure, unworried
Openness to experience, intellectual, imaginative, curious, broad minded
Learning a set of competencies does not per se make a manager competent (Mintzberg)