Inspirational Leadership in the Era of Behavior
Due to the increasing complexity of our interdependent world, markets are proving ever more vulnerable to unpredictability, protests, bubbles, disruptive innovation, crashes, data privacy breaches, powerful natural disasters and ethical scandals. Since storms are hitting us with such frequency, we need to learn to build the institutional and individual capacity for resiliency and growth, says Dov Seidman. The only things that do double duty – that can socialize and control against crisis and unwanted consequences while simultaneously propelling us forward – are human values. He dissects the leadership challenge in this new normal, and explores the shift from a control-based or rules-based paradigm to a values-based paradigm necessary to create fully human organizations.
Shared Vision: Leaders who Inspire
Leaders and leadership models are under challenge as never before. Many leaders express uncertainty about how to align a global team of thousands or hundreds of thousands of people. Despite holding all the “reins of power,” these leaders increasingly are coming to believe that the traditional ingredients of success – while necessary — are no longer sufficient. They are looking for a better way to unite and inspire their people and their behavior. Today, leaders seek to inspire performance not only in terms of the new ideas that will become our next-generation products and services, but also in how they behave in and relate to the world around them. The old system of ‘command and control’ using carrots and sticks to exert power over people is fast being replaced by ‘connect and collaborate’ to generate power through people and to inspire principled performance in them. What leadership approaches do we need to get the kind of game-changing ideas and behaviors we need today…and what approaches must we do away with?
Trust: Your Company’s Innovation Strategy
In an era where every corporation wants to be at the forefront of disruptive innovation, the question becomes how do you create and scale a culture that incubates game-changing ideas? The answer can be found in purpose, mission, values, and perhaps most importantly, trust. Statistically, research has shown that employees who experience a high-trust environment are up to 22 times more likely to take risks that benefit the company; employees who operate in a culture of trust and risk taking are eight times more likely to report higher levels of innovation relative to their competition; employees functioning in a culture of high trust, risk taking, and innovation are six times more likely to report elevated levels of financial performance compared to the competition. How do you extend trust as a tested business strategy?
Reassessing Corporate Structure
The face of corporations are changing. Financial scandals and stymied innovation prove that complex no longer works. It simply leads to barriers that impede productivity and transparency, slowing growth and creativity. As a result, more institutions are seeing the organizational landscape of the future as flat. Tearing down a vertical structure is easy compared with the need to build up the right sized horizontal framework and a new self-governing mindset. How do business leaders strike the right balance between governance, leadership and culture that gives employees the freedom to collaborate, to make swift decisions and to innovate? This session would examine how institutions embracing a flat structure need to focus even more energy on what to build into the model as they do in tearing down structures.
Brand New Metrics: Rethinking Measures for Success
Business is always about metrics and measurement, and we have evolved complex systems to measure the quantity and quality of what we do. Yet, without question, our systems of measurement have not mapped to our 21st century realities. Conversations about “how much” echo throughout business, politics and our personal lives: How much revenue can we squeeze into this quarter?; How much debt can we tolerate?; How much growth can we generate?; How much government do we need? But “how much” and “how big” aren’t the right questions – not in a world with dwindling resources, and not in a business realm where competitive advantage cannot be sustained via out-producing, out-spending or out-selling. Instead of reflexively asking “how much,” we should examine the new models and frameworks that focus on the “question of HOW”: how decisions are made, how employees are treated,how service is delivered, how we relate and behave toward all stakeholders. This session will discuss the models, frameworks and tools that will enable a new set of metrics, and the past efforts (quality and safety movements) that serve as helpful models on how this change can become systemized.
New Frontiers in Business Behavior
The flood of information, unprecedented transparency, increasing interconnectedness – and our global interdependence are dramatically reshaping today’s world, the world of business, and our lives. We are in the Era of Behavior and the rules of the game have fundamentally changed. It is no longer what you do that matters most and sets you apart from others, but how you do what you do. What are commodities, easily duplicated or reverse-engineered. Sustainable advantage and enduring success for organizations and the people who work for them now lie in the realm of how, the new frontier of conduct. This session describes why how we behave, lead, govern, operate, consume, engender trust in our relationships, and relate to others matters more than ever and in ways it never has before.