pdf of keynote · 2020-06-25 · v ( } ] À > z ] x o o z ] p z z À x v ( } ] À > z ] x o o...

© Center for Creative Leadership. All Rights Reserved.

TURNING CHALLENGES INTO OPPORTUNITIES: Reinventing Your Organization After COVID


Today’s Presenters

Alice CahillDirector, Organizational

Leadership PracticeCenter for Creative Leadership

[email protected]

Bill PasmoreSenior Vice President - Advisor to CEOs,

Boards, and Senior TeamsCenter for Creative Leadership

[email protected]

Mike SmithBusiness Development Lead,

Organizational Leadership PracticeCenter for Creative Leadership

[email protected]




Preview

Technology advances, a global pandemic, societal shifts and more to come

Which we can’t accomplish without new thinking and an aligned, agile and collaborative leadership culture

Reinvention of our worldand our organizations:• New vison, new strategies• More tech-enabled• More inclusive & just

Will demand


Even before the pandemic and the killing of George Floyd, this was happening…

© Center for Creative Leadership. All Rights Reserved.© Center for Creative Leadership. All Rights Reserved.

https://i.pinimg.com/originals/da/70/d5/da70d5fc299841eccd596a14d0d14e16.png



Zoom is now worth more than the world’s 7 biggest airlines

https://www.google.com/search?q=zoomboom+chart+of+the+week&safe=strict&rlz=1C1CAFA_enZA768ZA768&sxsrf=ALeKk01-uhZvnHIkUZ1kyprPeVC9us7dwA:1589915204267&tbm=isch&source=iu&ictx=1&fir=Jym2wrDRmhi6IM%253A%252CC4z3NpXHKNhApM%252C_&vet=1&usg=AI4_-kRxg8kA7JDBKq4pTRZQbxFOl8rZbA&sa=X&ved=2ahUKEwi4m-TXz8DpAhXuUhUIHUvQC0cQ9QEwAnoECAoQCQ#imgrc=Jym2wrDRmhi6IM:


The Impact of the Novel Corona Pandemic has not been Evenly Felt

Beneficiaries CasualtiesLikely Survivors Likely Reinventors or

IMPACT

• Travel• Education• Sports• Oil & Gas• Traditional

retail• China-

dependent• Others?

• Manufacturing• Fast food• Construction• Chemicals• Wind/ solar• Financials• Health Care• Government• Others?


For every organization, there will be an after.



Three Streams of Post-Covid Reinvention

Pre-Covid Covid Immediate Response~ 3 months

Reinventing Period~ 12-18 months

Future State~12-24 months

Vision • Status quo

• Cost reductions• Survive first then consider

options• Reassure stakeholders

• Accelerate work on new business models, tech platforms and H3

• Educate stakeholders• Articulate bold & flexible

vision

• Reinvent purpose, work, jobs to seize opportunities

• Experiment, fail fast. Learn as you go

Culture• Traditional• Change resistant• Not inclusive enough

• Dependent- follow instructions

• Define attributes of the culture that will be different

• EDI discussions• Inclusive process

• Interdependent, collaborative

• Real change with empathy & integrity

Leadership • Formal• Top-down

• Crisis mode• Change management

• Build DAC• Change leadership

• Accentuate the positive• Move forward, not

backward• Formal and informal• Shared responsibility

How do we make the most of this moment in time?


The single biggeststrategic mistakethat companiesmade before thecrisis was failureto change whenchange was needed.

Covid

If the past is any indication, this opportunity will be missed by many senior leaders


What do Senior Leaders Need to Do?BUILD DIRECTION STRENGTHEN ALIGNMENT INSPIRE COMMITMENT

- Articulate a bold but flexible vision

- Demonstrate singular focus- Embrace the challenge- Set aside the organization

chart- Take bold action- Be transparent- Build in sensemaking- Make the pivot

- Tighten coordination of cross-team initiatives

- Raise the bar for senior team collaboration

- Ensure more frequent all-way communications

- Set the climate for creativity- Model the behavior you

want to see from others

- Don’t be a change manager; be a change leader

- Take the right actions, the right way

- Respond with empathy- Show you are human- Help people learn the skills

they will need



Implications for Leadership

Senior TeamShift the emphasis from operational

concerns toward people and the future

CultureCreate a culture that thrives on innovation change and inclusion

InterdependentMore focus across than up and down

SharedEveryone can and

should lead

Vertical Development

Bigger minds

LeadershipChange the nature of leadership


Leaders Together(Collectives)

Have

Shared Beliefs& Practices

Produce

DirectionAlignment

Commitment

Impact

Leadership: A Social Process - Whole Systems View

Organizational Results


Direction:Agreement on what the collective is trying to achieve together

Commitment: Willingness to make the success and wellbeing of the collective a personal priority

Alignment: Effective coordination

and integration of work so that it fits together

DAC Leadership Framework




Have


Produce

DirectionAlignment

Commitment

Impact





Have


Produce

DirectionAlignment

Commitment

Impact





Have


Produce

DirectionAlignment

Commitment

Impact

Leadership Culture




Leadership Culture:

the set of shared beliefs, behaviors and practices that shape how individuals work together and collaborate in order to create Direction, Alignment and Commitment,

and drive organizational performance


Leadership is a collective activity

Leadership Culture

Leadership emerges out of individual expertise

People in authorityare responsible for leadership


Interdependent Indicators: • Collaboration mindset• Shared knowledge• Both/And thinking to navigate complexity

Independent Indicators: • Individual expert mindset• Knowledge is personal power• Problem-solving approach to thinking

Dependent Indicators: • Hierarchy mindset• Risk & conflict averse• Knowledge is protected• Either/Or thinking

Leadership Culture Framework

Leadership emerges out of individual expertise

People in authorityare responsible for leadership

Leadership is a collective activity




How do you create an interdependent leadership culture?


It’s about the interactions and exchanges that occur

across the organization



HOW WE GROW & TRANSFORM

HOW WE EXPLORE THINGS TOGETHER

HOW WE CONNECT WITH EACH OTHER

Practices that Foster an Interdependent Culture

HOW WE TALK TO EACH OTHERPsychological Safety

and Inclusion Dialogue Better Conversations

Boundary Spanning

Teaming

Networks

Innovation and Design Thinking

Polarity Thinking

Resilience

Feedback

Vertical Development

REFLECTION & SENSE-MAKING

DARE TO TRANSFORM: Advancing Toward an Interdependent Leadership Culture

(A Client Story)


Executive Team

Leadership Culture: Client Journey

Who

Top 80 Leaders

Culture Champions

Team

Everyone across the

Organization

~ 3 Months 6 Months Work in Progress




Have


Produce

DirectionAlignment

Commitment

Impact





Have


Produce

DirectionAlignment

Commitment

Impact




Creating DAC through Leadership Culture: Moving from Crisis to Opportunity



Ways to Build Direction


Ways to Strengthen Alignment


Ways to Inspire Commitment


CCL’s PrinciplesOf Culture

Change and Transformation

© Center for Creative Leadership. All rights reserved.

Senior leaders do the culture change work

first

Align collective beliefs, behaviors and practices with vision and strategy

Culture change occurs by

intentionally demonstrating new ways of interacting

Organizations navigate change & complexity by

developing a collaborative

capability

Sustainable culture change

becomes a continuous

learning process


Summary

Technology advances, a global pandemic, societal shifts and more to come

Will demand

Which we can’t accomplish without new thinking and an aligned, agile and collaborative leadership culture

Reinvention of our worldand our organizations:• New vison, new strategies• More tech-enabled• More inclusive & just

pdf of keynote · 2020-06-25 · v ( } ] À > z ] x o o z ] p z z À x v ( } ] À > z ] x o o...

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