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"The bad news is time flies. The good news is you're the pilot."

"The bad news is time flies. The good news is you're the pilot.". Welcome to New World Thinking in Leadership Facilitated by Alison Hattersley. You’re in good company… (A sample of clients benefiting from our approach).

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"The bad news is time flies. The good news is you're the pilot."

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  1. "The bad news is time flies. The good news is you're the pilot." Welcome to New World Thinking in Leadership Facilitated by Alison Hattersley

  2. You’re in good company… (A sample of clients benefiting from our approach)

  3. How do we create a high performance environment where success is inevitable? Our Focus

  4. Leadership in the New World takes courage…

  5. Busy Do Do Fire Fight Are we really reaching our full potential? Nothing Changes! Experiment With New Approaches Review what happened Do Do Understand Why Do Blame

  6. Would you… • Run a formula one car using a steam engine? • Power a Boeing 737 with a water wheel? • Run a notebook computer using transistors? • Fuel a laser-guided smart bomb with gunpowder? • Drive the screen of a palm pilot using valves? • Put your star striker in goal? • Focus on results rather than performance? • Organise a new world organisation using a 100 year old command and control hierarchical structure? New World Thinking…

  7. What’s UP? NEW WORLD OLD WORLD Pace of Change / Complexity Speed of Learning / Adaptation Before Now time

  8. Business Changes Social Expectations Changing Rightsizing/Delayering Re-engineering/Re-structuring Globalisation Merging/not merging Outsourcing Funding changes Complex Customers Increased Competition Increased visibility of results Measurement overload Information Technology Challenges Complex Marketplace Speed of Change Increasing Personal Pressures Confusion Excessive Demands Coping with ambiguity Conflicting Priorities Lack of Control Uncertainty Job Insecurity Information Overload Need to be Multi Skilled Need to Self Market Internally Greater need for mental toughness Leading without knowledge The NEW World…

  9. New World: • Leadership from the Front • Leading by getting others to fix things • Leading without knowledge & experience • Old World: • Leadership from the Top • Leading by fixing things yourself • Leading from knowledge and experience

  10. FOLLOWER ‘Receives’ They share your vision They are motivated They feel included They are prepared to learn They have some sense of direction One way to think about it...

  11. FOLLOWER ‘Receives’ LEADER ‘Transmits’ They share your vision They are motivated They feel included They are prepared to learn They have some sense of direction Behaviours which support Emotions which help Actions which make it concrete Thinking which is ahead One way to think about it...

  12. Unknown Method of Solution Quest Fog Known Paint by Numbers Known Movie Unknown Nature of Problem 4 Leadership Situations

  13. LEADER ‘Transmits’ FOLLOWER ‘Receives’ They share your vision They are motivated They feel included They are prepared to learn They have some sense of direction SITUATION ‘Filters’ Fog, Quest, Movie, Paint by Numbers Plus Values Behaviours which support Emotions which help Actions which make it concrete Thinking which is ahead V M I L D

  14. What the Leader Brings…. • Vision • Motivation • Inclusion • Learning • Direction What the Situation Demands... • Thought • Behaviour • Emotions • Actions Fog What the Followers Experience... • PAINT-BY-NUMBERS • FOG • QUEST • MOVIE

  15. STARTING OUT ON A NEW PATH CAN BE SOMETIMES FRIGHTENING... Try a mountain trail stroll in China.1st - Let's take the tram up to the start of the trail.

  16. Now follow the path.

  17. Be sure to hold on to the railing.

  18. Keep an eye on the person in front of you.

  19. Be very careful when passing someone going in the opposite direction.

  20. Now just up a few steps. (They are on the left in the picture)

  21. Gets a little steeper here - so put your toes in the holes.

  22. A few more steps to go.

  23. Finally in sight, the Teahouse!

  24. UNDERSTAND the human in front of you • This will improve their SELF ESTEEM • If you do this you will increase their SELF CONFIDENCE • If you do that they will feel EMOTIONALLY ENGAGED with you Reward or Expectation of a Reward A Curran - Neuro Biologist

  25. The human brain responds to being treated fairly the same way it responds to winning money and eating chocolate, UCLA scientists report. Being treated fairly turns on the brain's reward circuitry

  26. Lessons from Pike Place Fish • Choose Your Attitude • Play • Make Their Day • Be Present “FISH” Stephen C. Lundin, Ph.D., Harry Paul, and John Christensen

  27. Leadership in the New World takes courage…

  28. Mind-Set Zones Natural Resting Point Panic Zone V= +/- Stretch Zone V+ CHANGE/LEARNING Comfort Zone V= Boredom Zone V- TIME

  29. King Arthur's Story…

  30. The Most Effective Way to Manage ‘P-B-N’ Change Definition Planning Resourcing Implementing Milestoning Close Out Handover Agreeing Terms of Reference

  31. The Most Effective Way to Manage ‘Quest’ Change Definition Selecting Options Resourcing Setting Limits Implementing Building Commitment Implementing Selecting Options Resourcing Setting Limits Definition Building Commitment Time / Money Limit Review Assessment & Selection Close-out Handover Time / Money Limit Implementing Implementing Implementing Implementing

  32. The Most Effective Way to Manage ‘Movie’ Change The Idea Explore Goals Review with Stakeholders Seek & Identify Stakeholders Final Editing The ‘Shoot’ Check VS Vision & Modify Step Review The Script Step Implement Re-Define Goals Review with Stakeholders Review With Stakeholders Agree Goals Step Review Location & Actors Step Implement The Launch! Setting the Vision Resourcing Core Team Create Storyboard Modify Goals to Match Resources Sticky Steps Planning

  33. The Most Effective Way to Manage ‘Foggy’ Change Seeking & Identifying Stakeholders Review With Stakeholders Review With Stakeholders Close Step Handover Close Step Handover Establishing Communication Methods Step Implement Gaining Problem Agreement Step Implement Plan Next Step Step Review Plan Next Step Step Review Setting the Vision Decide Next Step Decide Next Step Resourcing Core Team Sticky Steps Planning Record Learning Record Learning Review & Develop Vision Review & Develop Vision

  34. Stakeholder Management Avoiding Dead Body Syndrome Bridging the Anxiety Gap Engaging Stakeholders

  35. Focus on the task Focus on the People

  36. Focus on the task Focus on the People

  37. Focus on the task Focus on the People

  38. Focus on the task Focus on the People

  39. Focus on the task Focus on the People

  40. manage the task Focus on the task Manage the people to Focus on the People

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