Challenging the Status Quo in Senior Management Roles - How to - PowerPoint PPT Presentation

Extraordinary results. It’s all about people ™ Challenging the Status Quo in Senior Management Roles - How to asses and develop the necessary capabilities for implementing effective change? UN Career Development Roundtable in St . Gallen, 9 December 2019 Sebastian Volkers, Director, Mercuri Urval Executive Search | Professional Recruitment | Talent & Leadership Advisory | Worldwide

About Mr. Sebastian Volkers Mr. Sebastian Volkers is a Danish national who designs and implement organizational processes that optimize the use of human resources and strengthen performance. He leads a team committed to the development of an even better and more efficient International Public Sector based on a Nordic management approach. The team motivates individuals, teams and organizations to develop capabilities beyond expectations and to raise the bar for innovation and efficiency. The aim is to bring enhanced value and quality for citizens and businesses as well as providing an improved working life for staff members. CONTACT: Mr. Sebastian Volkers He has advised a number of international and national organizations and businesses such as the European Commission, WHO and WIPO. Director, Mercuri Urval Telephone: +32 491 62 96 05 sebastian.volkers@mercuriurval.com Specialties: Executive Search, Professional Recruitment and Talent and Web : www.mercuriurval.com Leadership Advisory.

Questions to be covered: 1. How can successful change leadership be defined? 2. Which capabilities are needed to be a good leader? 3. How can capacity for leadership be identified? 4. How can psychometrics be used to make valid predictions about future performance?

Extraordinary results. It’s all about people ™ Challenging the Status Quo in Senior Management Roles 1. Why is change important and what is leadership of change? Executive Search | Professional Recruitment | Talent & Leadership Advisory | Worldwide

Unsuccessful leadership of change result in…  Lower productivity  Passive resistance  Active resistance  Turnover of valued employees  Disinterest in the current or future state  Arguing about the need for change  More people taking sick days or not showing up  Changes not fully implemented  People finding work-arounds  People revert to the old way of doing things  The change being totally scrapped  Divides are created between ‘us’ and ‘them’.

What forces organizations to change?  Political, financial and socio-economic changes  Change in end- user’s demands  Change in input costs/supply availability  Enforced legislation change  Organizational Change  Technological advancements

Tool Kit Culture of change  Rapid organizational change is thus one of the most important leadership development challenges in all types of organizations  Yet, studies show that 50 to 70% of planned change fall short. While organizations have mastered the operational or structural side of change, little attention has been given to the people side of change  Change leadership requires leaders, and the organization as a whole, to address beliefs and mindsets and to develop the practices and behaviors that help people adapt to change.

15 The three states of organizational change Current Transition Future state state state How things How to move How things will are done today from current be done to future tomorrow Leadership of change is an approach to transition individuals, teams, and organizations to a desired future state.

Change leadership operates at 3 levels  Self. How do I deal with change? What is my current change challenge? What do I need to do differently? How do my change style preferences impact those around me?  Others. How do I help my people through change, especially when they have no control or choice? How do I understand and respond to the feelings and response people have to change. How do I build relationships and persuade supporters and detractors?  Organisations. How do I lead change in the context of the larger organisational culture and political realities? How do I forge a network of change agents, How do I influence up, down and across the organisation?

4 main reasons people resist change  Fear of unfamiliar  Fear of incompetence  Fear of failure  Fear of losing status

Extraordinary results. It’s all about people ™ Challenging the Status Quo in Senior Management Roles 2. Which leadership competencies are key for driving change? Executive Search | Professional Recruitment | Talent & Leadership Advisory | Worldwide

What provides change leadership impact? - leaders ’ own assessment of various aspects of leadership Sanction/Reward Formal position Leadership experience Professional expertise No impact Values and Attitudes Low/moderate impact Personal characteristics High/very high impact

Transactional and transformational leadership Individual attention Intellectual Charisma - stimulation Laissez- inspiration via Inspiration faire personality by vision Conditional Correction of rewards mistakes Transactional leadership Transformational leadership

Tomorrow’s leadership (Henley Business school)

Leadership of change is relational – and the leader must demonstrate personal leadership for others should follow The leader will acquire authority: • From within - to the extent that the manager feels capable to act in the Within Above interest of others. • From above - the authority provided through his/her role - formal role-based authority Below • From below - to the extent that employees have confidence in the leader and decides to follow

Expected/required leadership CAPABILITIES • The personality - relatively stable and constant feature of the person describing what the person usually do, dispositions and traits. Personality Motivation • Motivation - what drives the person and stimulates particular patterns of behaviour or approaches to complete tasks. Skills • Skills – what the person can do by virtue of cognitive and physical abilities.

The personality is crucial for leadership… “Management is more about skills, and leadership is more about character, integrity, passion, curiosity, daring and vision” , Warren Bennis. • Determines whether a person is appointed leader and whether this person succeeds as a leader. • Is becoming more and more important during a career. • Is becoming more important as the leaders climbs up in the hierarchy.

Leadership is implemented forward - and developed backwards Leadership development includes 3 key questions:  What results should be achieved?  What must be done to achieve it?  What should be learned to do it? Capabilities Behavior Results

Leadership development = personal development = leadership development = personal development =  Leadership development and personal 1. development are two sides of the same coin My real self Who I am  Others can’t develop leaders. The leader choose to develop him or herself through 2. My ideal self dialogue and interaction with employees, Whom I want 4. colleagues, managers and coaches Coaching to become Practicing and experimenting  Development will happen in a social process, which is typically based on: 3.  Self-directed learning Learning- and  Action learning and Development needs  Blended learning.

In summary: 1. Leadership of change is a behaviour, and it can be exercised by leaders, managers and employees 2. Leadership of change is defined as a goal-setting, problem-solving and communicative interaction with others Leadership of change is a relationship – leadership is performed and 3. developed in interaction with others 4. Good leadership requires: Results, behaviour and capability, the capability includes: Personality, motivation and skills. 5. Leadership is personally carried: Personality is crucial to whether one is selected as leader and succeed as a leader. 6. Leadership is about creating connection between who you are, what you need to do and how you normally do things. And therefore, leadership and personal development two sides of the same coin.

Extraordinary results. It’s all about people ™ Challenging the Status Quo in Senior Management Roles 3. How can capacity for change leadership be identified? Executive Search | Professional Recruitment | Talent & Leadership Advisory | Worldwide

How to be successful leader in your organization? The 5 Leadership Continuums As a leader you need to act along a full spectrum of seemingly opposing behaviors – and choose the most effective one in every situation. So how do you do it? Core SETTING LEADING LEADING INTERPERSONAL LEADERSHIP Leadership STRATEGY ACTIVITIES PEOPLE LEADERSHIP IMPACT Competencies Behavioral REALISTIC REFLECTIVE INCLUSIVE CONNECTING PROCES-ORIENTED Indicators for Leadership of Change INFLUENCING DISRUPTIVE ACTION-ORIENTED DIRECTIVE GOAL-ORIENTED

Extraordinary results. It’s all about people ™ Challenging the Status Quo in Senior Management Roles 4. How can psychometrics be used to make valid predictions about future performance? Executive Search | Professional Recruitment | Talent & Leadership Advisory | Worldwide