The New Normal: Everybody’s a Leader!
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The New Normal: Everybody’s A Leader
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Transcript of The New Normal: Everybody’s a Leader!
The New Normal:Everybody’s A Leader
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Your Speaker
Dana Sednek
Manager, Live Online
Interaction Associates
The Business Drivers
Next Generation Solutions
Habits That Get in the Way
Agenda
Agenda
The Business Drivers
Next Generation Solutions
Habits That Get in the Way
Changes Organizations Face
Internally
Driven
Strategy
Structure
Process
Externally
Driven
Markets
Globalization
Virtualization
Demographic Shifts
Business Drivers: Now and Foreseeable
• Working with people across time zones, generations, and cultures is required to keep up with the pace of innovation and competitive threat.
• Communication technology is opening up opportunities for anytime/anyplace collaboration.
• Management structures are getting flatter – both for business functions and large projects
• More individual contributors are taking on “leadership” roles without the corresponding decision-making authority.
• These contributors are being asked to lead from where they sit
The Workplace Now
Global Human Capital Trends 2014 & 2015 Deloitte
Forbes Magazine, 2015
Culture and Engagement#1 ISSUE
Employee motivations(and loyalties) have changed
Millennial's are taking over…fast
The office nolonger exists
Chat
How do you keep your company’s
culture going, when you can’t be
together in the same place?
Software CompanyCASE1
Accelerate implementation of new leadership skills in a
12,000 person organization that is growing to 20,000
over the next few years
Moving from a
product to a services
company, while
doubling growth in
cloud based
services.
Focus on in-role
and emerging
leaders to grow
leadership from
within
Operationalize 5
leadership principles
that will help get the
company there
CASE2
Refresh leadership principles for Manager and Director levels
while building leadership capability at the individual
contributor level – across the organization
Shift to a services
company to compete
with new cloud-
based entertainment
providers
Focus on in-role and
emerging leaders to
align leadership from
within, during
continuous & rolling
M&A’s
Increase instructor
reach: wider learning
offerings for
individual
contributors
Entertainment Company
CASE3
Reduce or eliminate
cost of travel for
face-to-face training.
(Typically 40%+ of
total cost of training.)
Focus on critical
skills for virtual
teamwork, e.g.,
How to:
• Build trust
• Communicate
• Build agreement
Increase just-when-
needed
responsiveness by
building internal
delivery capacity.
Global Manufacturing Company
Increase ability and confidence of global project managers
and mid-level functional managers to lead distributed teams.
The frame for today
Content
Live Online
Learning
Experience
Agenda
The Business Drivers
Next Generation Solutions
Habits That Get in the Way
Next Generation Live Online Approach
• Learner-centered journey
• Co-created experience
• Crowdsourced expertise
• Interactive
• Short format
• First level skills transfer
• Idea syndication
• Input and engagement
Characteristics Applications
Everyone Talk at Once
• Driven by questions & continuous chatter
• Learning is a personal journey: you can’t
take it all in, nor should you
• Expertise emerges in the collective
conversation
Everyone Talk at Once
Digital Out vs. Classroom In
• Driven by questions & continuous chatter
• Learning is a personal journey: you can’t
take it all in, nor should you
• Expertise emerges in the collective
conversation
• Open and flexible
• LESS words
• Videos, Webcam, and Text
Everyone Talk at Once
Digital Out vs. Classroom In
Right Tool: Right Reason
• Driven by questions & continuous chatter
• Learning is a personal journey: you can’t
take it all in, nor should you
• Expertise emerges in the collective
conversation
• Open and flexible
• LESS words
• Videos, Webcam, and Text
• Poll the group, honor the individual
• Strategic: 1st click, 2nd click, 3rd click
Everyone Talk at Once
Digital Out vs. Classroom In
Right Tool: Right Reason
• Driven by questions & continuous chatter
• Learning is a personal journey: you can’t
take it all in, nor should you
• Expertise emerges in the collective
conversation
• Open and flexible
• LESS words
• Videos, Webcam, and Text
• Poll the group, honor the individual
• Strategic: 1st click, 2nd click, 3rd click
Software CompanyCASE1
Accelerate implementation of new leadership skills in a
12,000 person organization that is growing to 20,000
over the next few years
Digital Labs
2k in 6 weeks
instead
of 200/year
Live Experience
300 leaders,
delivered regionally
Eliminate or align all
other programs to
the leadership
principles
Next Generation Solution
CASE2
Augment in-class
learning with
a virtual refresher to
reinforce key
leadership practices
Use those leadership
practices to
develop individual
contributors to lead
from where they sit
Director
onboarding – same
practices applied
at the strategic level
Next Generation Solution
Entertainment Company
Refresh leadership principles for Manager and Director levels
while building leadership capability at the individual
contributor level – across the organization
CASE3
Develop virtual
instruction and
engagement skills
of internal cadre (it’s
different than face-
to-face training
delivery!)
Seven 2.5 hour VILT
modules to groups
of 16 across three
major time zones –
Americas, EMEA,
and APAC.
Immediate
feedback from
participants for
rapid-cycle content
adjustments and
process
improvement.
Manufacturing Company
Next Generation Solution
Increase ability and confidence of global project managers
and mid-level functional managers to lead distributed teams.
Agenda
The Business Drivers
Next Generation Solutions
Habits That Get in the Way
Global Human Capital Trends 2014 & 2015 Deloitte
Forbes Magazine, 2015
Habit 1: Striving for Perfection
• If you build it they will come
• Perfect pilots that never launch
• Overproducing before validating its value
Chat
How does Striving for Perfection show up in your organization?
Done is better
than perfect.
Habit 1: Striving for Perfection
• If you build it they will come
• Perfect pilots that never launch
• Overproducing before validating its value
Habit 2: Classroom vs. Virtual
• Virtual is taking over / replacing classroom
• Virtual doesn’t have the quality of classroom
• Classroom doesn’t have the scale that virtual can offer
Chat
What other arguments do youhear for/against Virtual (over classroom)?
Requires a
BOTH/AND Strategy.
Habit 2: Classroom vs. Virtual
• Virtual is taking over / replacing classroom
• Virtual doesn’t have the quality of classroom
• Classroom doesn’t have the scale that virtual can offer
Habit 3: Adding More Offerings
• If it ain’t broke…
• Create the grocery store cereal isle
• Do more with less
Chat
What do you wish your organization would STOP offering?
Less is More:
with more less over time.
Habit 3: Adding More Offerings
• If it ain’t broke…
• Create the grocery store cereal isle
• Do more with less
Introduction to Interaction Associates
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Thank You!
On behalf of TrainingIndustry.com, thanks to:
▸ Today’s speaker: Dana Sednek
▸ Our sponsor:
▸ All of you for attending!
Questions or Comments? Please contact Amanda Longo:
