Developing Resilience - Leading Talent in the 21st Century

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Developing Resilience — Leading Talent in the 21st Century

Speaker: Sarah Le Roy Vice President, Talent Linkage

Moderator: Kellye WhitneyManaging Editor

Chief Learning Officer magazine

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Kellye WhitneyManaging EditorChief Learning Officer magazine


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Sarah Le RoyVice President, Talent Linkage


Sarah Le RoyVice President, Talent

Developing Resilience—Leading Talent in the 21st Century

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Copyright © Linkage. All rights reserved. www.linkageinc.com

Bio

Sarah Le Roy is Vice President of Talent at Linkage. Sarah joined Linkage following a 20 year career in the financial services, consulting, and technology businesses where she focused predominately on human capital and talent management engagements.

Sarah has worked with leaders at all levels across a number of industries focused on driving business results through strategic talent management, action driven coaching, team building, and the development of innovative problem solving strategies. Sarah holds a BA from Williams College, and an SM from the Massachusetts Institute of Technology’s Sloan School of Management.

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The statistics

• According to a Mercer study, 32% of employees are ‘planning to leave’ their employers, versus only 19% two years ago.

• According to Pricewaterhouse Coopers 14th Annual CEO Survey, 83% of the 1,200 CEOs surveyed globally plan to change their firm’s talent management strategy over the next 12 months. For 31%, these changes will be major.

• The Towers Watson Talent Report found that 65% of companies are more concerned about the retention of critical skills and top performing employees now than they were before the economic crisis hit. And this percentage is growing.

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What is resilience?

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Resilience is…

• The ability to recover from difficulties• The ability to move forward in the face of adversity • The ability to adapt to the ‘new normal’ and thrive

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Why does resilience matter?

• Resilient leaders are capable of moving forward in the face of seemingly insurmountable obstacles

• Resilient people take failures and turn them into experiences that drive positive change for the future

• Resilient leaders are fundamentally optimistic which in turn helps to create a ‘can do’ atmosphere

• Resilient leaders help build organizational strength by enabling a culture that can flex in tough times

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Resilience = Flexibility = Adaptability

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The enemy is…

• Compressed deadlines

• Lack of decision making hierarchy

• Fewer resources doing more work

• Always on mentality

• Opacity

Resilience isn’t hard wired - it can be taught both individually AND systemically.

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Why does resilience matter?

• The ‘new’ normal is not static• The pace of change and innovation is just getting faster• Lack of resilient talent will result in higher rates of attrition• Organizations with high resilience quotients will be more successful

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What does it mean to be a resilient organization?

• Employees are engaged – trust is present• Leaders communicate what is going on internally and externally – clearly and often• There are sufficient resources to manage the workload• The culture enables and promotes flexibility • Culture is open to innovation and new ideas• Organization is a ‘learning organization’

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Polling Question - How Resilient is your Organization?

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How to lead to resilience

• Be very clear about setting expectations and defining parameters even in times of flux• Provide opportunities for further training or development – as the pace of work

increases employees (and organizations) need to be on the same learning curve

• Resilience is a ‘fancy’ word for continuous adaptability – building and leading for resilience is akin to leading and managing change on an ongoing basis

• Put your most effective leaders at the forefront of the most difficult challenges – they will create resilient teams that can weather the turbulence

• Put your most engaged, driven, resilient performers on the top priority work

• $10,000 work not $10 work

• Encourage sensible autonomy

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Resilient teams work interdependently

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The resilient leader gives…

• People the knowledge that they can have some control or ability to influence their work and how they accomplish it

• People the ability to prioritize and determine when and how their work gets done• Trust • But…requires accountability• Provides ‘air cover’

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Polling question - How good are your leaders at developing and leading for resilience?

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Competencies of the resilient leader

(seeing around corners; doing the smart, right thing)A Dream For the Future Sees it Clearly Hones Perspective

Achievability Believability Transferability

Creating A Vision

Steps in describing and

defining a vision

Flawless Execution

W W W & H

What - POV

Who – Work Profile

When – Critical Path

How – Work Breakdown

Seeing it clearly –

articulating it

Strategy

Execution

Systems

Growth

Developing A Strategy

Point of View

What you believe?

Where we are we headed?

Where we are now?

How we are going to get there?

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Strategies for building resiliency in your organization

Understand the organization’s approach to change and understand how constant change has an effect on your people. A few things to consider:

• Does your organization: Develop specific, actionable plans and strategies and consider the human impact of change or is your organization continually running behind the curve and just trying to keep up?

• Does your organization: Recognize that individuals and teams are in ‘different’ places regarding change/failures/projects? (e.g. Those closest to change will be well in advance of those who are just getting brought on board)

• Does your organization: Have consistent and transparent messaging around its initiative, especially those which require adaptability?

• Does your organization: Actively coach, mentor, and develop its talent and monitor progress and engagement?

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Fall down seven times…..

Get up eight!

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About Linkage

Linkage works with leaders and leadership teams worldwide to build organizations that produce superior results. For over 25 years, we have delivered on this promise by strategically aligning leadership, talent, and culture within organizations globally. We do this by providing strategic consulting on leadership development and talent management topics and through our learning institutes, skill-building workshops, tailored assessment services, and executive coaching. Linkage is headquartered in Burlington, Massachusetts with operations in Atlanta, Boston, New York, San Francisco, St. Louis and outside the U.S. in Athens, Bangalore, Brussels, Buenos Aires, Hamilton, Hong Kong, Istanbul, Johannesburg, Kuala Lumpur, Kuwait City, Mexico City, Rome, Seoul, Shanghai, Singapore, Sydney, Vilnius.

[email protected]

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Questions & Answers

Sarah Le RoyVice President, Talent Linkage

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Developing Resilience - Leading Talent in the 21st Century