Insights on Leadership for the 21st Century

Leading The Millenials

Roshan Thiran

roshan.thiran@leaderonomics.com

www.facebook.com/roshanthiran.leaderonomics

Are the “world’s best” leaders

born or developed? Is

leadership genetic or learned?

Question

Gro

wth

Time

My “Growth” Experiences

10. Johnson & JohnsonIndustry : HealthcareFunction: HRGlobal Role

9. GE Asia PacificIndustry : MultiFunction: HRAsia Role

7. GE AircraftIndustry : AviationFunction: FinanceCFO & ED 8. GE Crotonville

Industry : MultiFunction: HRLearning Role

6. GE CIGIndustry : MultiFunction: ITProject Mgmt Global

5. GE CapitalIndustry : Financial ServiceFunction: Finance/SourcingEurope Leader

4. NBC UniversalIndustry : MediaFunction: FinanceProduct Leader

1. GE InvestmentsIndustry : Investment BankingFunction: Business DevIndividual Contributor

3. GE GCSIndustry : Oil & GasFunction: FinanceInventory Mgmt

2. GE InternationalIndustry : MultiFunction: FinanceAnalyst Global

12. LeaderonomicsIndustry : MultiFunction: CEOBusiness leader

11. Star Media GroupIndustry : MediaFunction: CEOBusiness leader

Key question: How did they become the best?

So, what does this mean?

Clearly, because of high performance leadership

Question: What is Leadership?

Leadership is . . .AttentivenessAssertivenessResponsibilityDiligence Dependability

Obedience

Loyalty ThoroughnessTruthfulness InitiativeHospitality

Humility

Forgiveness Tolerance

CompassionSincerity

CReativity

Having followersPersuasiveness Virtue

VisionDeference

DiscretionBOLDNESS

Determination Gratefulness Self-ControlSensitivity

ThriftinessGenerosity Punctuality

Proactiviness

Purpose

Enthusiasm

Availability

OrderlinessResourcefulness

Flexibility

WisdompedInnovation

Execution

If we invested in people and

taught every single skill listed on

the previous slide, would we be

able to “create” leaders?

Question

motherteresaHer story in India

Time

Current Reality – Self AwarenessAb

ilit

y/A

ch

ieve

me

nt

Decision-making

GAP

Purpose/Vision

The Essence of Leadership is . . .

Learning/

Execution/

Action

GAP

Fuels our energy

Ensures reality

OrganisationalResponsibility (you)

Individual Motivations (them)

There are 2 responsible parties:

70% of all Change or Transformation programs

Our research on Change has the following findings on transformation projects:

• 100% of all “Successful” projects had a good technical solution/approach to it

• 98% of all “Unsuccessful” projects had a good technical solution/approach to it

So, why do companies FAIL?

QUESTION ?

Because of their people?

People are NOT the “real” issue when it

comes to scaling your company . . .

There are CONSTRAINTS on people. . .Organisationalconstraints to scale

My Research on Organisational ConstraintsTHE 4 CONSTRAINTS THAT ARE SUFFOCATING YOUR MILLENIAL TALENT

Note: The 4 constraints model is based on the work of

Roshan Thiran who spent more than 20 years studying

various successful and failed organisations. The model is

copyrighted to him and has been used in many successful

organisational growth, transformation and scaling projects

Jack

Welch

… and his Six Sigma failure at NBC

Talent development is A PROCESS

Leadership is A PROCESS

story…

is a

process

story…

wayne rooneythe

Principle

Talent needs to be MANAGED & DEVELOPED. This includes enabling talents to maximize

potential and grow

Process and Tools

Succession Planning

Performance Mgmt

Career Paths

Talent Pools

Leadership Development Programmes

Learning Curriculum

Talent Acceleration Programmes

Feedback & Reflection

Principle

Identify & select leaders that have the passion, desire and ability to make a difference

in your organisation

Process and Tools

Entry Level Leadership Program

Competency Model/Values

Enterprise Assessment System

Interviews & Assessments

On-boarding

Cultural Assimilation

Principle

To retain talent, 2 key factors:

1. Internal motivations (comp/ben, engagement

2. External factors (company brand & mktg perception)

Process and Tools

External Branding initiatives

Mentoring Programmes

Engagement Programmes

Total Rewards Structure (Comp & Ben)

External Perception of the Organisation & Leadership

Culture of Organisation

Organisational Responsibility – The Talent Process

Talent Acquisition

Talent Development

Talent Retention

An Infrastructure to Enable Leadership Development

Companies work hard to

remove the constraints and

build the proper processes,

culture, leadership and biz

model for your success

What does this mean?

Are we building processes so that

every single manager in your

organisation is a people developer?

Or do we just prefer to send people

for training randomly?

Question

Root of many issues

Culture is the

Has to be

intentional

Beliefs & experiencesdetermine results

What drives Results?

New results is constrained by culture!

“For performance to go any higher, the limitation is not competency,

…it is culture.”

Joseph TanCEO, Leaderonomics Good Monday

Who creates culture at your organisation?

Each & everyone of you

OrganisationalResponsibility

Individual Motivations

There are 2 responsible parties:

2. Individual Aspirations & Motivations

Does your Millennial talent WANT to be a leader?

Is your talent WILLING to go through the pain of leadership

development?

So what does “high

potential” mean?

Question

Answer

NOTHINGabsolutely

Potential

Millennials need to understand Potentials does not mean performance

A measure of

demonstrated

desire to take on additional

responsibility and

motivation for progression

and growth

A measure of

skills and

capabilities to

learn and

grow in the

future

Future

Aspiration

Ability to

Learn

Potential

Demonstrates

ability &

aspiration to take

on tasks beyond

peers of same

level and track

record

How many of you like

to learn?

Question to the class

“Learning… the process by which change in

knowledge or skills is acquired through

learning or experience”

Key Questions:1. Change?

2. Learning

3. Experience

Learning….

Why is learning so

hard?

Question to the class

LEARNING

= CHANGE

What is learning?

1. What percentage of people reach their target weight ?

2. What percentage of people maintain their target weight?

3. What percentage of people quit smoking and never start again?

4. What percentage of people quit smoking after a physical crisis?

5. What percentage of re-engineering efforts are successful?

6. What percent of companies on the 1955 Fortune 100 list are still

around today?

7. What percent of Fortune 500 companies on the 1970 list had vanished

by 1985?

8. What percent of executives in Fortune 500 companies who had

financial losses in 1993-1994 attributed it to poor leadership and lack of change?

4%

1%

16%

43%

30%

32%

41%

>50%

Change Quiz

Learning is painful….

“I listen, and I forget; I see, and I understand; I do, and I can” – Confucius

Source: Pesquisa IBM; Whitmore, “Coaching for Desempenho”

Information/ Knowledge

Awareness

Skill

Advanced Skill

Expertise

Context Content

Composition of Delivery:

90% Content, 10% Context

Composition of Delivery:

10% Content, 90% Context

But learning is contextual

If learning is so hard (and

nobody likes it), how do we

get our Millennials to keep

learning?

Question to the class

• 70% of skills are learned from EXPERIENCE:

- Provide them challenging projects to complement their current role

- Get them to volunteer for special projects that will stretch and force them to learn and gain new experiences

• 20% of skills are learned from FEEDBACK:

- Create opportunity for feedback from their bosses, peers and subordinates.

- Give 360 degrees feedback and schedule weekly/monthly feedback sessions

- Encourage them to give feedback to others when it is appropriate and needed

• 10% of skills are learned from TRAINING/PRACTICE:

- Provide them time to practice whatever they learn

- Encourage them to time to learn online or through reading

- Always push them to look for ways to improve – be better tomorrow than they are today

What Millennials need to do to keep Learning:

Time

Current Reality – Self AwarenessAb

ilit

y/A

ch

ieve

me

nt

Decision-making

GAP

Purpose/Vision

The Essence of Leadership is . . .

Learning/

Execution/

Action

GAP

Fuels our energy

Ensures reality

www.leaderonomics.com

www.facebook.com/roshanthiran.leaderonomics

www.leaderonomics.com