Challenging the Status Quo in Senior Management Roles - How to - - PowerPoint PPT Presentation
Extraordinary results. Its 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,
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UN Career Development Roundtable in St . Gallen, 9 December 2019 Sebastian Volkers, Director, Mercuri Urval
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. He has advised a number of international and national organizations and businesses such as the European Commission, WHO and WIPO. Specialties: Executive Search, Professional Recruitment and Talent and Leadership Advisory.
CONTACT:
Director, Mercuri Urval Telephone: +32 491 62 96 05 sebastian.volkers@mercuriurval.com Web : www.mercuriurval.com
Executive Search | Professional Recruitment | Talent & Leadership Advisory | Worldwide
Extraordinary results. It’s all about people™
Challenging the Status Quo in Senior Management Roles
development challenges in all types of organizations
little attention has been given to the people side of change
address beliefs and mindsets and to develop the practices and behaviors that help people adapt to change.
How things are done today How things will be done tomorrow How to move from current to future Current state Transition state Future state
15
Leadership of change is an approach to transition individuals, teams, and organizations to a desired future state.
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?
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?
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?
Executive Search | Professional Recruitment | Talent & Leadership Advisory | Worldwide
Extraordinary results. It’s all about people™
Challenging the Status Quo in Senior Management Roles
What provides change leadership impact?
Sanction/Reward Formal position Leadership experience Professional expertise Values and Attitudes Personal characteristics
No impact Low/moderate impact High/very high impact
Intellectual stimulation Charisma - inspiration via personality Conditional rewards Laissez- faire Correction of mistakes Inspiration by vision Individual attention
Transactional leadership Transformational 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:
manager feels capable to act in the interest of others.
through his/her role - formal role-based authority
employees have confidence in the leader and decides to follow
Within Below Above
and constant feature of the person describing what the person usually do, dispositions and traits.
and stimulates particular patterns of behaviour or approaches to complete tasks.
virtue of cognitive and physical abilities. Personality Motivation Skills
“Management is more about skills, and leadership is more about character, integrity, passion, curiosity, daring and vision”, Warren Bennis.
Leadership is implemented forward - and developed backwards
Leadership development includes 3 key questions:
Capabilities Behavior Results
Leadership development = personal development = leadership development
= personal development =
development are two sides of the same coin
choose to develop him or herself through dialogue and interaction with employees, colleagues, managers and coaches
which is typically based on:
1. My real self Who I am 2. My ideal self Whom I want to become 3. Learning- and Development needs 4. Practicing and experimenting Coaching
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 3. Leadership of change is a relationship – leadership is performed and 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.
Executive Search | Professional Recruitment | Talent & Leadership Advisory | Worldwide
Extraordinary results. It’s all about people™
Challenging the Status Quo in Senior Management Roles
The 5 Leadership Continuums
As a leader you need to act along a full spectrum of seemingly opposing behaviors – and choose the most effective
LEADING ACTIVITIES SETTING STRATEGY LEADING PEOPLE INTERPERSONAL LEADERSHIP
Core Leadership Competencies Behavioral Indicators for Leadership of Change
REALISTIC DISRUPTIVE REFLECTIVE ACTION-ORIENTED INCLUSIVE DIRECTIVE CONNECTING INFLUENCING GOAL-ORIENTED PROCES-ORIENTED LEADERSHIP IMPACT
Executive Search | Professional Recruitment | Talent & Leadership Advisory | Worldwide
Extraordinary results. It’s all about people™
Challenging the Status Quo in Senior Management Roles
A walk through our assessment methodology
Behaviour that leads to success in a role and potential Capability & potential
In order to predict success accurately it is critical to understand, and where possible, measure, all influencers of human behaviour. This method increases accuracy of prediction from typically 50-60% from a typical employer interview to over 90% as a result of an objective holistic assessment.
Competencies acquired through learning and practice Knowledge Skills Experience Qualities determining how skills, knowledge and experience are or will be acquired and applied in a role Cognitive abilities Personality Values, norms & attitudes Interests & motivation
We look at every facet of the individual
Mercuri Urval Personality Inventory (MUPI)
MUPI - test protocol: How you approach tasks and decisions
Description Factor Will to make decisions quickly Incisiveness Will to put more effort when setbacks are encountered Fighting spirit Need to avoid failure and criticism Failure avoidance Tendency to keep calm even under stress Balance Prefers a well-structured environment Structure Faith in one’s own capabilities Self confidence Wants to be cautious in decision-making Security Good stamina in routine tasks Routine Puts much effort in completing demanding tasks Persistency
MUPI test protocol (2): How you relate to other people
Description Factor Involvement in other people’s way of thinking Empathy Doubts the motives and capabilities of others Doubt Ability to establish contact with others Contact Need for positive and supportive relations Backing Level of openness towards other people Trust Need of other people around you Social need Need to be independent and free of rules Self dependence Will to affect other’s opinions and actions Influence
MUPI test protocol (3): Motives and interests in work situations
Description Factor Need to be more successful than others Competition Desire to help and share with others Charity Need of changing environments and experiences Change Desire to meet and exceed high demands Challenge Level of energy and efficiency at work Capacity Reflective disposition and interest in problem-solving Thinking Desire to be respected and highly regarded Prestige Desire to have a powerful position Power Tendency to act quickly Impulsiveness Need to have well-defined goals Goal dependence Desire to get value for money/effort Cost benefit
3 4 5 6 7
Self dependence Impulsiveness Backing Charity Change Prestige Structure Social need Doubt Empathy Failure avoidance Capacity Contact Power Security Influence Self confidence Trust Challenge Cost benefit Incisiveness Balance Goal dependence Competition Routine Fighting spirit Thinking Persistency
If this workshop were a person…..this would be your profile
3 4 4 5 5 6 6 7 7
Self dependence Impulsiveness Backing Charity Change Prestige Structure Social need Doubt Empathy Failure avoidance Capacity Contact Power Security Influence Self confidence Trust Challenge Cost benefit Incisiveness Balance Goal dependence Competition Routine Fighting spirit Thinking Persistency
2018 VS 2019
2019 2018
MUPI traits aligned to Key Leadership Competencies
1 2 3 4 5 6 7 8 9
Change Goal dependence Thinking Impulsiveness Cost benefit Challenge Structure Failure avoidance Routine Security Incisiveness Self dependence Self confidence Backing Balance Capacity Empathy Power Fighting spirit Charity Social need Trust Contact Influence Doubt Prestige Competition Persistency Developing Strategy Establishing efficient work processes Organising Decision Making Role Modelling Direction setting Building teams Managing / coordinating multiple stakeholders Delivering results Setting Strategy Being Disruptive and Realistic Leading Activities Being Action-oriented and Cautious Leading People Being Directive and Inclusive Interpersonal Leadership Influencing and Connecting Leadership Impact Goal-oriented and Process oriented
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Our digital testing suite allows us to report flexibly AND release the power of big data…
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