bcm professional of the future
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7th BCI NL Forum event BCM professional of the futureDoing today what is necessary for tomorrow
Date : Thursday, 16th March 2017Venue : AEGON NV, Aegonplein 50, 2591 TV, The Hague
Jan Wognum MBCI06 81894960Jan.wognum@dekernploeg.nl
I did a lesser good job in:
• Telling a simple inspirational story (‘Why’); ‘selling urgency’• Getting full commitment from management & the Business
• After that I mastered my soft skills (Change management, coaching, mediation)• Organizational behaviour
• Leadership
• Systems thinking
• It helped me in my current job : organizational coach / Agile coach / trainer
Sporting athletes vs. Business Continuity professionals
• Sporting athletes train very specific
• BCM Professionals deliver continuous performance and train relatively little
Thesis:
• BCM Professionals in general train too one-sided.
• They need balanced training.
• BC professionals do need more human- leadership- and communication skills in general
• Besides that, the urgency of knowing more about the soft stuff is becoming higher
WHAT WE DESIRE FOR
AUTONOMY
PERSONAL MASTERY
INSPIRATION
KNOWLEDGE
SKILLSPROCESSES
STRUCTURES
“HARD STUFF”
“SOFT
STUFF”
WE NEED BOTH!
THIS PRESENTATION IS ABOUT: MASTERY OF THE “SOFT STUFF”
Recovery is synonymous with growth
• Trials and setbacks make us stronger
• Stress which is not compensated by recuperation impairs efficiency
• Develop your endurance by voluntarily expose 'positive pressure'
• Better endurance means a faster recovery
• You do that as professional by training yourself (hard & soft)
THE NEED OF MASTERY SOFT SKILLS
Exponential & fast change
Working over borders and cultural boundaries; more global
More complexity; more data; Need of ‘bigger picture’ thinkers
Self organisation & alignment
Getting things done ‘faster’ and ‘leaner’
Current lack of sufficient ‘enable power’(change possibilities, power & skills)
Attracting talent; Different needs and choices professional
So the need is getting higher and higher !
World Perspective
Engagement
Organisational Leadership
Autonomy & alignment
Cultural dimension
Enable power
CHANGE PERSPECTIVES
How does this effect the BCM professional?
More innovation by mixing various sciences and know-how
It’s a fascinating and challenging time we live in
BC challenges, trends
Lack of budget & resources; Prohibitive costs
High complexity
Lack of top management commitment, buy-in and support
Low priority given to BCM compared to other deliverables
Lack of business unit support
Lack of a BC culture
Staffing difficulties (loss of business continuity staff and difficulties in recruiting staff with appropriate qualifications)
•Lack of competent staff
•Lack of staff involvement
Source: various BC companies
Human skills are needed
Lack of budget & resources; Prohibitive costs
High complexity
Lack of top management commitment, buy-in and support
Low priority given to BCM compared to other deliverables
Lack of business unit support
Lack of a BC culture
Staffing difficulties (loss of business continuity staff and difficulties in recruiting staff with appropriate qualifications)
•Lack of competent staff
•Lack of staff involvement
Coming from predictive surroundings
Work and outcome are understood before execution
Given a well-defined set of inputs, the same outputs are generated every time
Follow the pre-determined steps to get known results
Moving towards a more complex and fast worldthe future is in a hurry
Simple
• Everything is known
Complicated
• More is known than unknown
Complex
• More is unknown than known
• Somewhat predictable, but with many surprises
Chaotic
• Very little is known
• Very unpredictable
Project type Characteristics Leader’s Job
Chaotic • High turbulence• No clear cause-and-effect• Unknowable's• Many decisions and no time
• Immediate action to re-establish order• Prioritize and select actionable work• Look for what works rather than perfection• Act, sense, respond
Complex • More unpredictable than predictable
• Emergent answers• Many competing ideas
• Create bonded environments for action• Increase levels of interaction and
communication• Servant leadership• Generate ideas• Probe, sense, respond
Complicated • More predictability than unpredictability
• Fact-based management• Experts work out wrinkles
• Utilize experts to gain insights• Metrics to gain control• Sense, analyze, respond• Command and control
Simple • Repeating patterns and Consistent events
• Clear cause-and-effect• Well established knowns• Fact based management
• Use best practices• Extensive communication not necessary• Establish patterns and optimize to them• Command and control
Complexity & management style
We needed another way of working; Introduction Agile working
• Inspect• Adapt• Transparency
Faster delivery of added value
Like a guided missile:
We needed another way of working; Introduction Agile working
• Inspect• Adapt• Transparency
Faster delivery of added value
Like a guided missile
Why more agility?
Faster time to market Early ROIFeedback from real
customersBuild the right
products
Early risk reduction Better quality Efficiency Customer satisfaction
Alignment PredictabilityEngagement existing
and new talent
And even sometimes:
•“Because someone told me”
•“Because our competitor does”
ENGAGEMENT
For great change we need engaged professionalshow do we get them in ? | how do we keep them in ?
Todays market & mindset makes that engagement gets more and more important
New: School of happiness | Escape of the city | The young rebels | etc.
Mastery needs learning and experiencing
Personal mastery
Mental models
Systems thinking
Team learning
Shared vision
Learning organization The learning organization (LO) – Peter Senghe
Mastery needs further development of EI & SI
Emotional Intelligence
(E.I.)
Self-awareness
Managing emotions
Self-motivation
Empathy
Handling relation-
ships
Peter Salovey - Yale psychologist
The 4 quadrants of EI :
Self Others
Aw
are
ne
ss
Self awareness Awareness of others
Act
ion
s
Self management EI or Social Skills
All change starts here
• Positive impact on others• Strong healthy and
effective relationships
A leader who is emotionally intelligent will
Better decision-making
Be more intentional in their actions
Create an environment where people want to work
Show they care and build trust
Use their energy and enthusiasm to motivate others
Temper negative responses to distressing situations
There is no need to push, pull or bully people to make a change; force and energy are not the issue.
The issue is meaning
Transformation of the
organisation to the next level,
demands a transformation of the
leadership first.
GANG
COMMUNITY
CORPORATE
ECOSYSTEM
CHURCH
- position
- fear
- what not to do?
- efficiency
- conformity
- what is being told?
- effectiveness
- recognition
- how am I rewarded?
- relation
- consensus
- what is expected?
- abundance
- fulfilment
- what do we believe in?
do as your told,
and stay alive
do as your told,
and live well
win,
and have a good life
contribute,
and live well
live well,
and prosper
TEAL’S THEMESEVOLUTIONARY PURPOSE AND FULFILMENT
ETHICS AND INTEGRITY
SELF-LEADERSHIP AND COLLABORATION
WHOLENESS, RESPONSIVENESS AND ADAPTABILITY
inspired by Frédéric Laloux, Ken Wilber, Clare Graves – stages of human consciousness
Book: Reinventing organizations
power
structure
result
harmony
purpose
identity
MAGENTA
TRIBE
follow traditions,
and survive
- survival
- inclusion
- how to do things
around here?
RED
AMBER
ORANGE
GREEN
TEAL
Agile organisation require agile leadership
stage objective drive structure leadership decisions promotion compensation transformation
purpose abundance fulfilmentself-organising
teams / networksself-leadership
intuition, dialogue
and trust
rearrangement of
roles
self-set salaries,
peer calibration
constant
adaptation from
within
harmony relation consensusempowered
pyramidservant leadership
dialogue and
consensusbest connector
team targets and
bonusses
co creation of
change
result effectiveness recognitionpyramid with
tunnels
hierarchical
leadership
top down
impact basedbest achiever
individual targets
and incentives
based on predict
and control
structure efficiency conformity rigid pyramidrule based
leadership
top down
rule based
right background,
matching criteria
fixed salary linked
to rankplanned change
powerindividual
positionfear
fluid,
personality based
fear based
leadership
top down
impulsiveboss’ darling
boss can give and
takecoup d’état
identity group’s survival inclusion tribal wise eldersconsulting the
spiritsseniority fair share
STAGES OF HUMAN CONSCIOUSNESS IN A BUSINESS CONTEXT
TEAL’S METAPHORE: THE LIVING ECOSYSTEM
Leadership is not defined by the exercise of power but by the capacity to increase the sense of power among those led. The most essential work of the leader is to create more leaders.
Mary Parker Follett - 1925
Organizational cultures - Quinn and Cameron
• Creative work environment• Leaders are innovators• Experimentation and innovation• Leading, Flexible and
Individualistic
I don’t believe in cultural change programs. I do believe in positive enabelers in practice.”
Jan Wognum
To build a great adhocracy culture we need enough ‘enabelers’ and ‘ambassadors for change’ in the organization.
Jan Wognum
The need of enabelers within teams
Self organizing needs enable power within the teams
Tools of the Enabelers:
• Good listener
• Powerful observations
• Powerful questions
• Understanding and knowledge of organizational change & human behaviour
• Coaching skills
• System thinker
Enabelers characteristics
Servant leader
Open minded; Open to change
Unbiased; Objectively
Collaborative
Humble
Cool minded
Enthusiastic
Honest
Courageous
Dare to be different
Challenging (‘against the wind’)
How does this effect the BCM professional?
BCM is part of all this change; we’re not apart of it!
Be prepared for more complexity
Like the Sport Athlete, we need to train our self wide
We need to engage our self and the professionals we work with
We need to understand the importance, different needs and choices around Autonomy, Mastery and Purpose
More Agile projects will come
We need next to IQ also EI / SI skills to achieve goals
We need to know more about Agile Leadership to lead coalitions and get more influence
We need to know more about Self organization & alignment
We need to know more about creating a positive culture
We need to be part of the new ‘enable power’
Mc. Clelland
visible behavior
convictions
motivations
values
How?
What?goals
Why?
THE ICEBERG
I, you, we
Courage and persistence
Success is not final. Failure is notfatal. It is the courage to continuethat makes the difference.
— Winston Churchill
In practice; De Kernploeg
• Our goal is to raise enablement power in organizations
• We trained hundreds of professionals to be more enablers in their profession
• The basic training is the same; By target specific customization
• Everybody can improve if he’s open to learn
• “How practicable is this training in your field?” : 9
• “Has this training given you insights that will help in practice more quickly achieve your goals“: 9Ratings:
Possible programme design
• Individual intake, 3 blocks of 2 days and intermediate assignments
• 12 Weeks after last block: reflection block of 0,5 day
• 6,5 Days in total, group size 12
• (Experiential) learning – teaching – applying – reflecting
• Horizontal and vertical synchronisation
• Individual coaching session
• Peer to peer coaching
• Optional: Coaching on the job
• Self awareness: personal purpose, beliefs, behaviour and wholeness
• Leadership: the art of helping and nurturing craftsmanship; from ego- to eco-system
• The others: connection, empathy and intuition
• Listening and asking questions
• Collective purpose and story telling
• Alignment and autonomy, fulfilment and voluntary contribution (ethics)
• Responsive enterprise
• Transparency, inspection, adaptation, continuous improvement and adding value
• Influencing team dynamics, dialogue, feedback, handling conflict and crisis
• HR systems and mechanisms that fit the innovative organisation
• Diversity and x-cultural collaboration
• Follow up
• Peer to peer coaching
• Optional on the job coaching
• Vertical synchronisation
• Made to measure topics especially for the professional group
Possible topics
Conclusion
• So… Could I have achieved more then with the knowledge I have now?
• Mastery is about de hard stuff and the soft stuff• Both are important; Together they determine your effectiveness
• It needs continuous attention
• BCI needs an executive made to measure soft skill training for BCM professionals world wide• I’m willing to help
Still questions?
• Questions about (customized) soft skill training for the BCM professional?
• Questions about how to build enable power in your organization?
• Questions about the philosophy Agile or the Scrum framework?
• Questions about Agile implementations?
• Questions about the role of the Agile coach
• Questions about self-organization & alignment?
• Questions about Agile Leadership or the Agile culture?
You can always call or write me:
Jan Wognum MBCI
06 81894960
Jan.wognum@dekernploeg.nl
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