Global leadership forecast 2012

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Leadership Outlook 2012

Text of Global leadership forecast 2012

  • 1.The Talent Issue in 2012 : Leadership

2. Current Situationhttp://2012earth.net/global_economic_crisis_2012.html2 12/1/2011 3. How we do treat the problems ? Undesirabl Desirable e Expected Expected Desirable Unexpecte Crisis dzvezdan.horvat@asee.biz312/1/2011 4. The World is Facing anEconomic Crisis412/1/2011 5. The World in your hands.512/1/2011 6. Inspiring from this movie and so many others612/1/2011 7. Leadership quotes712/1/2011 8. Matching Key Business Goals with Executive Talent Mission Critical Corporate Objectives for 20121. Attracting new customers / Increasing market share2. Expanding Existing products and services3. Launching new products and services4. Focusing on our current core competencies, products and services5. Investing in innovation to develop new competencies, products or services forthe future AND Investing in / fostering innovation (tie) Most Sought After and Hardest to Find Executive Characteristics, according to executive search consultants Most Sought After by Employers Hardest to find for recruiters1. Ability to build and lead high 1. Industry specific experienceperformance teams 2. Ability to build and lead high2. Industry specific experience performance teams3. Leadership skills3. Strategy and execution leadership4. Strategy and execution leadership4. Leadership skills5. Change agent 5. Functional / technical expertise81 9 T H A N N U A L E X E C U N E T R E P O R T 2011 Executive Job Market Intelligence Report 12/1/2011 9. 9 12/1/2011 10. Overlapping Needs1012/1/2011 11. Leadership Functionhttp://www.lmcuk.com/insight/a-lesson-in-leadership-and-change11 12/1/2011 12. Engagement Level by Generation 52% 36%25% 20% Gen Y Gen XBaby Boomers Traditionalists Global Leadership Forecast 2011 Jazmine Boatman, Ph. D., Rich Wellins, Ph. D., and Aviel Selkovits DDI Report1312/1/2011 13. Effectiveness of Leadership Development6%7%29%30%Very HighHigh40%44%Moderate18% Low 14%7%5%Very Low HRLDR Development Dimensions International, Inc., MMXI. All rights reserved.14 12/1/2011 14. Overall Quality of Leadership 4%7% 22%Excellent31%Very Good 43%39% GoodFair 28%21% Poor 3%3%HRLDRDevelopment Dimensions International, Inc., MMXI. All rights reserved.15 12/1/2011 15. Confidence in Skills most Needed for Future Success61%Executing organizational strategy 52%58% Coaching and developing others50% 49% Fostering creativity and innovation50% 58%Identifying and developing futuretalent51%58% Driving and managing change 50%Others Gen Y Development Dimensions International, Inc., MMXI. All rights reserved.1612/1/2011 16. Critical Skills Needed in The Next 3 years48%1. Driving and managing change 40% 36% 2. Identifying and developing future talent32% 35% 3. Fostering creativity and innovation 39%32% 4. Coaching and developing others26% 32%5. Executing organizational strategy 30%26%6. Building customer satisfaction and loyalty16%24% 7. Improving employee engagemen 27%23% 8. Making difficult decisions 22% GlobalIndonesiaPercent of Leaders Who Report the Skill as Most Critical (order based on the global findings Globalleadershipforecast2011 Indonesia Highlights1712/1/2011 17. The Essentials of Executive Potential1812/1/2011 18. Percentile Ranking91.Five.Four89 .Three 81.Two 72 Leader with One 64 Leader with No outstanding 34 Strengths1912/1/2011 19. Five dimension of Leadership Adaption from five aspects of the centered leadership model and how they interact, McKinseys & Company Center2112/1/2011 20. What Skills will Magnify My Strengths ?2212/1/2011 21. What Skills will Magnify My Strengths ?2312/1/2011 22. Management Culture Killers Strategic and key business decisions are made mostly by those in positions of power, with very few opportunities for open discussion61 Organizational structure is soloed, rigid, and % hierarchical 54 Our management processes (e.g., strategic% planning) are highly bureaucratic and often a nuisance44 Senior leaders are the primary visionaries% and creators43 We almost exclusively focus on top/bottom- % line growth 41 Power and influence are held by those who % value the status quo38 Status and influence are based on a% persons formal position and accumulated power 37 Our company has a set of values and % aspirations, but they hold little meaning to most employees32% Percent of Leaders Who Agree with StatementDevelopment Dimensions International, Inc., MMXI. All rights reserved.2412/1/2011 23. Management Culture Statements by Factor globalleadershipforecast2011_singaporehighlights_tr_ddi.pdf25 12/1/2011 24. Driving Business Through Leadership Practices Globalleadershipforecast2011 Indonesia Highlights2612/1/2011 25. 2011 and 2012 Leadership Development Budget Changes Globalleadershipforecast2011 Indonesia Highlights2712/1/2011 26. Payoff of Higher Leadership Quality Note*: Employee engagement reflects percent that are highly engaged Development Dimensions International, Inc., MMXI. All rights reserved.2812/1/2011 27. 29 12/1/2011 28. 5th Level of Leadership Follow becausethey ADORE you 5. Person Hood Follow becausethey BELIEVE in you 4. PeopleDevelopment 3. Production Follow because2. they TRUST inPermission youFollow because they LIKE you 1.PositionFollow becausethey HAVE TOThe 21 Irrefutable Laws of Leadership: Follow Them and People Will Follow You John C. Maxwell 3012/1/2011 29. 31 12/1/2011 30. Talent Leadership and Management rolesRole Leadership challenge Talent Spotter What talent do I need and how canIspot it? Talent Coach How can I bring out the best inpeople when it matters most? Talent Blender How can I blend the available talentto get maximum performance? Talent Conductor How can I create a flow of talentedpeople? Talent ManagementWhat will attract talented peopleandkeep them for longer?Talent leadership and management roles (Taken from Cross, 2007), Developing Successful Leadership, Springer Science+Business Media B.V. 20103212/1/2011 31. Importance / Effectiveness of Talent Management Development Dimensions International, Inc., MMXI. All rights reserved.3312/1/2011 32. Frequency and Effectiveness of Various Development Methods Formal 81% workshops, courses, seminars 73%Coaching from managers 68%63%Special projects or 68%assignments66% Movement to a different position to develop targeted47% 47% skillsWeb-based learning 43%(online, self-study courses)44% Coaching with internalcoaches (other than your 39%45%manager)Coaching with external 27%coaches37% Virtual classroom 27%28% Percent of organizations that use themethod oftenDevelopment Dimensions International, Inc., MMXI. All rights reserved.3412/1/2011 33. Leadership Communication Model Leadership Process Communication Action Visualizing and Verbalizing theVisionmessage Describing the steps thePlan organization needs to take to fulfill the vision Defining individual roles and team Delegate responsibilitiesCoachAdvising, counseling and listening Recognize the contributions of Motivateothers35 12/1/2011 34. Communication Paradigm Shift PASTTODAY Point-to-point Context based Linear Temporal Pre-defined Emergent Prediction Responsiveness LINEAR WORK CREATIVE WORK WHAT IS THE SEQUENCE? WHAT IS THE CONTEXT?3612/1/2011 35. The Ten Golden Rules37 12/1/2011 36. The 21 Irrefutable Laws of Leadership are Leadership ability determines a persons level1. The Law of the Lidof effectiveness The true measure of leadership is influence 2. The Law of Influencenothing more, nothing less 3. The Law of Process Leadership develops daily, not in a day Anyone can steer the ship, but it takes a4. The Law of Navigationleader to chart the course.5. The Law of E.F. Hutton When the real leader speaks, people listen 6. The Law of Solid Ground Trust is the foundation of leadership People naturally follow leaders stronger than 7. The Law of Respectthemselves Leaders evaluate everything with a leadership 8. The Law of Intuitionbias9. The Law of Magnetism Who you are is who you attract Leaders touch a heart before they ask for a 10. The Law of Connectionhand3812/1/2011 37. The 21 Irrefutable Laws of Leadership are cont11. The Law of the Inner A leaders potential is determined by those Circleclosest to him 12. The Law of Empowerment Only secure leaders give power to others13. The Law of Production It takes a leader to raise up a leader 14. The Law of Buy-In People buy into the leader, then the vision15. The Law of Victory Leaders find a way for the team to win.16. The Law of the Big Mo Momentum is a leaders best friend Leaders understand that activity is not17. The Law of Priorities necessarily accomplishment18. The Law of Sacrifice A leader must give up to go up When to lead is as important as what to do and19. The Law of Timing where to go 20. The Law of Explosive To add growth, lead followers to multiply, leadGrowth leaders A leaders lasting value is measured by21. The Law of Legacy successionThe 21 Irrefutable Laws of Leadership by John Maxwell Natural Church Development Empowering Leadership Review Notes Prepared by Greg Langille July, 199939 12/1/2011 38. 40 12/1/2011 39. 41 12/1/2011 40. Take Home Message 1. Recognize Organizational Problem 2. Call for Help 3. Address the Issue 4. Apply Resolution42 12/1/2011 41. for more information on these slides can email to: mochkurniawan99@gmail.com 43