Joaquín Uríbarri

Kiev• June 2013

The Challenge of Talent Management Today

Is global…… Is digital……

today’s world…

Is fast changing…… Is unpredictable……

today’s world…

the power of customers

Freeze upon decisions

Brain saturation

Intuition vs. Information

Information jugglers

Regret Instant responses vs.

quality & accuracy

Errors, frustration, anxiety

Decision making abilities

A digital world impact

information overload

the reality of today’s managers

Uncertainty Ambiguity

New Leadership required

Fast changing Digital impact Globalization

How can employee engagement be increased?

How can teams achieve higher performance?

How should managers deal with uncertainty?

How do managers really motivate others to change?

How can top employees be retained?

What factors really drive customer satisfaction?

How can management decision making be improved?

issues for companies

is leadership working?

21%

41%

38%

Disengaged or Disenchanted

Fully Engaged

Employees not fully engaged in their work

Partially Engaged

Source: Towers Perrin Global Workforce Study (2007/08)

Gallup: The cost of employee disengagement £32 billion in the UK • €100 billion in France • $370 billion in USA

agenda Positive Leadership Positive Psychology Tuning-Up Mindware Harnessing Strengths

Final Thoughts / Wrap Up

1

2

Positive Psychology

positive psychology

Positive Psychology

Clinical Psychology

Ok Good Great Extraordinary Illness Difficulty

Human Performance

Fixing Problems Optimizing Performance

Psychological Healing Psychological Fitness

from strong to extraordinary

Positive Psychology …Identifying the factors that drive greatness. …Training people to perform at their best.

Positive Leadership …Positive psychology applied to managers and their teams. …Science of driving results, by optimizing behavior.

Tuning-Up Mindware

big leadership situations low frequency, major impact

“Closed the plant and moved

production overseas”

“Redesigned the customer

relations management system” “Developed the strategy that put

us on the track to success”

moments of truth high frequency, with subtle and cumulative impact

“Changed format of weekly

marketing meeting”

“Got past emotions, chose influence

tactic that convinced ___ to support the

change.”

“Decided to bring an outsider

into the design process”

“Pushed the team to adopt

promotion campaign A, not B”

Emotional System*

mindware

Whiteboard Controller

Attention

Hard Drive

* Gospik, Mohlin, et al ( 2011), PLoS Biology

Try it: Elephant

IMAGINE

Whiteboard Test

Whiteboard Test

F A S G M E C O V K P W X

Whiteboard Test

Q: How did it go?

F A S G M E C O V K P W X

Cognitive Control Test

say the words Blue

Green

Yellow

Red

Yellow

Yellow

Green

Blue

Red

Green

Blue

Red

Green

Yellow

Blue

Green

say the colors ******

******

******

******

******

******

******

******

******

******

******

******

******

******

******

******

say the colors Blue

Green

Yellow

Red

Yellow

Yellow

Green

Blue

Red

Green

Blue

Red

Green

Yellow

Blue

Green

married and looking Stefan is looking at Ana...

…but Ana is looking at George.

Stefan is married, George is not.

Q: Is a married person Looking at

an unmarried person?

Stanovich, Toplak & West (Winter, 2010), Rotman Magazine.

correct answer? !   Is a married person looking at a unmarried person?

10% 7%

83%

Yes No Can't Determine

% R

espo

nden

ts

Typical Group

Stefan (married)

Ana

(?) George

(unmarried)

situation: the words we use How long was the last movie you saw?

short

80

90

100

110

120

"Long" "Short" Min

utes

(avg

)

Mode: 120

Mode: 90

Emotional System

mindware the basis of our thinking

Whiteboard

Controller

Spotlight

Hard Drive

Cognitive Limitations

Not only ……..

But we also have……..

Limited

control over our

reflexive behaviors judgments about people

reflexive reactions emotions…

+

reflexive behaviors

33

Defaults that worked in World 0.0 …don’t always work now.

reflexes and risk Given €1000

Get €500 more, for sure.

Get €1000 or €0 (50/50%)

Given €2000 Give up €500 for sure.

Give up €1000 or €0 (50/50%)

A

B

A

B

reflexes and risk

94%

6%

Sure Thing Risky Bet

% P

artic

ipan

ts

28%

72%

Sure Thing Risky Bet

% P

artic

ipan

ts

Getting More Giving Up

wired for negative simple finding, worth a Nobel Prize

36

Gain Loss

Pleasure

+500 -500

Pain

moving reference

Negatives hurt

2-3x as much as positives please.

Employee Feedback?

Source: Kahneman & Tversky (1979), Econometrica.

Costs

moment of truth

Costs

Benefits

BENEFITS •  Often delayed •  Often less certain •  Often harder to “simulate” •  Often less quantifiable

COSTS •  Often immediate •  Often certain •  Often easy to “simulate” •  Often easy to quantify

2-3x (psychological multiplier)

Your Proposal

Trend

impact on behavior 1

2

3

learn to identify moments of truth greater awareness provides foundation for doing better.

better understand reflexive behaviors design teams, work processes to maximize use of strengths.

tune and train mindware mindfulness, self-regulation, practical exercises.

4 shift from reflexive to effective behaviors leveraging science of habit formation and change.

Harnessing Strengths

…it’s a science

strengths bravery creativity

caution curiosity fairness gratitude

future-mindedness

teamwork

authenticity humility

open-mindedness kindness energy perseverance appreciation of excellence

forgiveness humor learning

perspective command self-regulation social-intelligence

purpose

return on development what research is showing

Perf

orm

ance

Development Effort

Weakness Trajectory

Strength Trajectory

change in emphasis Strengths •  Identify (there are tools) •  Develop •  Maximize use •  Don’t over-use

Weaknesses •  Identify •  Accept •  Develop to minimum required

Learn to use strengths…

… to work around weaknesses.

examples Who: Toyota's North American Parts Centre

Fact: 400 employees went through strengths-based interventions: 1-year later, per-person-productivity at the warehouse increased by 6% (normal variation 1%)

Connelly, 2002 Who: Wachovia Bank

Fact: Increase in performance of 13% with a group of employees who they positively engaged in the purpose of the Bank vs. a control group who wasn’t positively motivated.

Harter & Schmidt, 2002 Who: Zappos.com

Fact: Implemented positive management approaches , became “Top 25 companies to work for” (Fortune) , reached $1b sales target, acquired by Amazon

Financial Times,2011

impact Employees engaged, positive Fact: Productivity 31% greater.

Fact: Sales 37% higher.

Fact: Take 56% fewer sick days.

Companies focusing on strengths Fact: Stores scoring higher on EE satisfaction add $21/sq.ft in earnings

than other stores.

Fact: 75% engaged employees believe can improve cost/quality/Service vs. only 25% for disengaged employees .

Fact: Companies in “Best Companies to Work For”, profits � 315%.

power of strengths they produce well-being, and performance

feel more positive

become more engaged

develop deeper relationships

experience greater meaning

feel more accomplished

P E R M A achieve extraordinary results

win-win Psychological well-being of employees

Financial well-being of the company

across levels Transforming Leadership

Individuals

Teams Workplace

Final Thoughts / Wrap Up

positive leadership recognize moments of truth better understand behavior train mindware shift to more effective behaviors focus on positive development architect teams, functions, organization

… to allow people to perform at their peak.

positive executive education

§  Behavioral Decision Making §  Managing Ambiguity & Uncertainty §  Developing Individual Strengths §  Positive Methods for High Performing Teams §  Positive Approaches to Innovation & Creativity §  Psychology of Leadership & Change §  …others.

Translating science…

…into practical training for managers.

THA

NK

YOU

... LEAD POSITIVE

Email Joaquin.Uribarri@ie.edu