cassandra goodman, global director, people engagement & experience, bupa
TRANSCRIPT
Leading Through ChangeCassandra Goodman
1980
Fast forward 37 years…
Source: officevibe.com
“To lead, influence and
inspire the creation of
high performance
organisations where
people can thrive and
realise their full potential,
both individually and
collectively.”
My Purpose
VUCA is here to stay”Many organisations around the world today
are in trouble. The world is changing around
them while they remain stagnate. The larger
the gap grows, the greater the chance
becomes that these organisations will not
survive.
However organisations shouldn't just want to
survive they must want to thrive and be
competitive in a new rapidly changing world.
To do this requires pioneering change, not
waiting for tragedy or crisis to force change. ”
Jacob Morgan – The Future of Work
The Impact Of Glassdoor
“Business has become, in the last half century,
the most powerful institution on the planet.The dominant institution in any society
needs to take responsibility for the whole”
Willis Harmon, World Business Academy
“The significant problems we have cannot
be solved at the same level of thinking with
which we created them.”
Albert Einstein
Connected Leadership
Connected leaders operate from
a strong connection to self, a connection to others
and a connection to the “bigger picture”
BRAND
CUSTOMER EXPERIENCE
EMPLOYEE EXPERIENCE
CONNECTED LEADERSHIP
CULTURE
“There isn’t a CEO on the planet who is responsible for the customer.
CEO’s are responsible for the people who are responsible for the customer.
Get that right, and everybody wins”
Simon Sinek
Creativity
Compassion
Courage
Head, Heart & Gut
“People will forget what
you said, people will
forget what you did, but
people will never forget
how you made them
feel.”
- Maya Angelou
How did it
make you
feel?
How effective
was it?
How easy
was it?
Experience Elements
“Like it or not, believe it or not, the new era of business
is as much about feeling as it is about thinking. As
much about trusting as it is about testing. As much
about emotion, intuition and instinct as it is about
listening, learning & leveraging. How your
employees feel about themselves, about each other,
about the work they do and the organisation as a
whole, greatly impacts the quality, quantity and
consistency of their output.”
- Mykel Dixon
“Neurologists say that our brains are
programmes much more for stories than
for abstract ideas. Tales with a little
drama are remembered far longer than
any slide crammed with analytics.”
John P. Kotter
The Power of Storytelling
Mindfulness“Mindfulness practice can reach to the deepest parts of what it means
to be human. Non-judgemental attention and relaxation are
gateways to finding the stability to examine with curiosity, our most
challenging emotions, our deepest-held beliefs, and the habits that
impel us from one moment and one day to the next. We see how
they arise and dwell and fall away. We see the effect they have on
ourselves and others. And finally, we can see others fully, sometimes
for the first time, with fewer of the filters we use to block out things
we don’t want to hear, see or feel. We reach beyond the comfort
zone of our own newsfeed.”
Barry Boyce, Mindful Magazine
Know Your Values & Strengths
www.viacharacter.org
Dr.Nick Udall
A New Movement for Leaders
A Shift is HappeningFrom ‘Achiever Cultures’ that are... To Cultures of Innovation that are…
Victims of time and therefore time poor Masters of time and therefore time rich
Driven by norms and metrics (same old same old) Purpose driven, creatively escaping forward step-by-step
Risk averse and tolerant of mediocrity Uses risk to heighten focus, as flow follows focus
Fact-based decision making Pattern-based decision making
Fear-driven, holding on too tight to the past and
present
Insights, flow, collective intelligence & peak performance
More comfortable avoiding conflict and tension Working intentionally with creative tension and struggle
Obsessed with accountability and execution Freedom, shared responsibility, candid feedback & trust
Only able to work the parts (unable to work the
‘wholes’)
Patterning, binding, blending and chunking
Embody the Explicit System: linear, fragmented & slow Embody the Implicit Systems: systemic efficient & fast
Emotionless, hierarchical and compensation based Emotional, passionate and intrinsically rewarding
Ego-centric: valuing similarities Eco-centric: valuing novelty and difference
Dominated by leaders who take up space. Shaped by leaders who can hold space
The importance of understanding ‘The System’
What is it about the way we operate that could help or hinder us from living our cultural intention?
Systems Thinking
• Our dominant systems reward and reinforce patterns of reductionist thinking
• We are addicted to the search for the silver bullet
• Simple solutions are seductive they provide us with short term relief from
uncomfortable complexity and uncertainty
• We need to be vigilant in our Systems Thinking Practice
• Systems Thinking is a muscle we have to keep using to keep it strong
Berkana Two Loops Change Model
“Tradition is a very powerful force”
John P. Kotter
Workin’ nine to five, what a way to make a livin’Barely gettin’ by, it's all takin’ and no givin’
They just use your mind and you never get the creditIt's enough to drive you crazy if you let it
Nine to five, yeah they got you where they want you
There's a better life, and you dream about it, don't you?