Monday, November 18, 2013
In this valuable and interactive workshop you will lean what is agile leadership and how to leverage agile learning to build greater capability across the organization. Leadership Agility is critical to future leaders. Today and tomorrow’s business climate require leaders to deal with increased ambiguity, ever changing business models, a breakneck pace and ever present instability.
Agile leaders have a natural ability to respond vs. react in changing times, generate greater collaboration, and use ambiguity and curiosity to uncover opportunity in the midst of the ambiguity. They enjoy learning and consider it part of continuous part of their job, their life, and as a serious responsibility to provide for their workforce. Learning leaders need to respond in kind, with greater ability to create learning experiences in an agile fashion, embrace a culture of experimentation, and build capability in the core areas that will help the leader and the organization thrive.
Join us for this special peer-to-peer workshop where Ellie Gates, Director, Management Effectiveness, Learning & Development for Adobe Systems, will incorporate lecture, interactive discussion, and table work to drill down into what it takes to develop the agile leader and create a continuous culture of learning in your organization.
In this session you will learn:
- Understand the key capability areas required for building capability for agile leaders
- Discover mindset & methods to increase learning agility at all levels
- Share challenges and best practices in building leadership capability
- Lean from one another
Change is inevitable. Success is no longer determined by working through the obvious or using yesterday’s tools. Transformative leaders need a roadmap to navigate the complexity and the courage to search through the uncertainty. In the 1980’s, author and scholar, Peter Drucker called it “Turbulent Times”. The chaos did not normalize. In the 1990’s, Peter Vaill introduced the term, “Permanent Whitewater”– metaphor for the change, uncertainty, and turbulence that characterizes organizational life. The turbulence and whitewater are here to stay. Instead of paddling against the current or trying to conquer uncertainty, leaders can benefit from reframing these challenges into opportunities that produce effective learning, actionable ideas, and innovative leaders.
In this workshop we will explore and examine key leadership factors that can make a difference in how we lead in class 5 permanent whitewater of today’s world. The workshop will address how leaders might navigate complexity and uncertainty – searching for gaps and spotting clues they have missed.
Drawing upon decades of CCL’s research, participants will learn and engage by:
- Reframing how we think about and practice leadership and evaluate how we are developing tomorrow’s leaders today.
- Tapping and developing a set of often neglected creative leadership competencies leading to effective collaboration and innovation.
- Experiencing some of the innovative Leadership Explorer ™ Tools for transferring the learning and fostering a culture of continuous learning.
Developing leadership across internal and external boundaries inherent in organizational work.
Tuesday, November 19, 2013
Thought Leadership Opening Remarks
How does Google encourage and foster transformational leadership? How do Googlers learn at work? As the corporate learning environment rapidly changes what is Google learning about learning along the way. Google faces many of the same corporate challenges of scale and pace that afflict most major companies. Even wondered how they are structured to keep up? What can others learn and apply from Google’s experimental approach.
You will learn:
- How Googlers learn at work
- What Google is doing to help teach people to be better learners at work
- How corporate learning is evolving
- How to use data and research to transform
- What is Google learning about learning
Effective decision making is a fundamental ingredient of successful leadership. However, decision making can be swayed in the wrong direction – predictably and by seemingly irrelevant factors. Through the lens of behavioral psychology, Gino will discuss the main differences between effective and ineffective leaders; focusing on judgment and decision-making, and trace the unintended consequences for individuals, groups and organizational outcomes. Drawing on extensive research, Gino will highlight three major roadblocks impacting a leader’s ability to make sound decisions, analyze the forces diverting an effective leader’s decisions, and share actionable advice on how to overcome the forces working against you. Attendees will walk away with the decision making know-how of successful leaders.
You will learn:
- How people weigh external factors (for better or worse) in making important decisions and how to affect the decision making process
- How to re-evaluate and process information in a way that helps you to make better, more informed decisions
- New research in negotiation skills that will increase your ability to bargain and win
In order to perform in today’s knowledge economy and adapt to the ever-changing and increasingly complex world, an organization must learn – a seemingly reasonable principle that has sparked considerable interest in organizational learning. It is argued that the traditional bureaucratic orientation is no longer appropriate and, rather, a learning orientation is needed, which includes leaders who accommodate the collaborative, intra-organizational dynamics of working in a knowledge economy. However, models of leadership appropriate for the past century do not easily accommodate such a transition. Therefore, implementing a learning orientation is significant change.
An intra-organizational form increasingly being used by organizations in support of organizational learning is communities of practice. In addition, they are known to facilitate change and help an organization achieve its goals especially in the area of innovation. Communities of practice were originally conceived of as a grassroots and self-organizing structure with minimal management involvement; however, in recent years, they are being integrated into the formal structure of organizations. Some argue that doing so “displaces the emancipatory aspirations of the original notion of a community of practice” (Swan, Scarbrough & Robertson, 2002). An under-examined area is whether or not communities of practice can be purposefully created – and, importantly, how leaders can intentionally establish them for organizational advantage.
In this session, these tensions will be explored and it will be asserted that there is an important role for leaders in the purposeful creation of communities of practice and that leadership effectiveness can be understood as an outcome of what is called “social identity.”
In this session you will learn:
- How leaders can purposefully create communities of practice in their organizations and be effective by using three approaches developed through the study of social identity
- Why a future leadership paradigm is needed for the purposeful creation of communities of practice
- Why a call to action is important and how we can all start learning how to lead again
The 2013 HCI Learning and Leadership Development Conference is centered on creating transformative leaders and building a continuous culture of learning. Facebook’s mission of making the world more open and connected is applicable not only to people connecting with each other on its platform but also is applicable to the way we work as a company – one might refer to that as “culture.” Through this openness and connectedness, we endeavor to create a continuous learning culture that fosters transformative leadership at all levels within the company.
The session will cover the following:
- How Facebook grows and develops managers by executing cross-functional HR strategies, including traditional classroom training, executive coaching, manager-to-manager training, and training individual contributors to articulate developmental and career needs to managers.
- How Facebook creates a culture of transformative leadership by espousing the belief that we are all learners and we are all teachers. L&D’s role is to function as learning consultants who connect people with something to teach with those who are hungry to learn. After all, we learn the most from people around us.
- How Facebook encourages transformative leadership at all levels within the company, no matter the role of the individual, through social learning, crowdsourcing, training, and executive, career, and peer-to-peer coaching.
Integral to all of this is Facebook’s belief in creating the ability for its employees to be their authentic selves personally and professionally.
Talent is more critical than ever, and yet most companies are hobbled by outmoded talent practices and modes of thinking. A Havas Worldwide survey affirms the sorry state of affairs: Only half of senior executives surveyed are satisfied with the quality of the job candidates available to them—a dismal number in any case but especially at a time when the economy has knocked so many good people out of work. Nearly two-thirds (62 percent) are concerned enough about the situations within their organizations that they are making significant changes in how they manage talent.
It is time companies stop paying mere lip service to the adage “Our people are our greatest asset” and start behaving accordingly. Having the right mix of talent—and creating an environment in which they will flourish—is now the prime differentiator between companies that innovate and grow and those doomed to stagnate and sputter out. Talent must be a top priority of the C-suite—starting with the CEO.
In this session, Havas Worldwide global president Andrew Benett will draw on insights gleaned from his years of leadership experience, as well as on his interviews with leaders across a range of companies, both traditional (e.g., Aetna, United, Morgan Stanley, Ford Motor Co., Nestle, CVS, Dow) and less so (e.g., DreamWorks, Facebook, The Motley Fool, JetBlue, Zappos, Timberland, Quixey, Pandora, Rackspace). Andrew will address what makes the talent issue so vital and how the smartest businesses are addressing it.
You will learn:
- How a values-led culture can be a company’s most powerful competitive tool
- How to empower your people to be your biggest source of innovation
- How the millennial mindset is changing the modern workplace for the better, including an emphasis on digital, collaboration, flexibility, and entrepreneurialism
- Why command-and-control is a management technique on its way out
When Siemens Drive Technologies, a leader in drive technology for the energy industry, acquired a US-based plant to broaden its global footprint and gain patented technology, the challenge of combining two distinct cultures during a significant economic downturn signaled the need for change.
And, when process improvements aimed at better quality weren’t leading to better results, senior leadership knew that an overall culture shift was essential to creating long-term sustainable growth and profitability of the expanding company.
Shifting to a change-ready culture started with identifying the right stakeholders, gathering data through interviews, and implementing practical tactics to empower the people to change the business. Although senior leadership drove the project, the Drive Forward initiative was, in reality, a grassroots effort implemented by managers and individual contributors.
Learn how empowered, grassroots teams, proven planning tools, and going back to basics helped increase employee engagement, streamline critical business processes, and align strategic goals to generate one Siemens culture focused on positive business opportunities.
You will learn:
- The process Siemens used to create and maintain a change-ready culture
- How Siemens aligned culture change with business needs to achieve measurable results
- How to cascade organizational strategy, leading to a committed, collaborative, and creative culture
- The results of the latest culture survey, administered in August of 2013
Over its 200+ year history, The Hartford Financial Services Co, Inc. had never faced as tumultuous a time as it did in 2009 during the economic downturn, causing the company to dramatically scale back on leadership development. A new CEO stabilized the company and developed a go-forward strategy to divest of underperforming businesses and focus on capital generating businesses to help the company grow and prosper.
Fast forward to 2011 – when a key decision was made to re-invest and re-invent leadership development to support the new business strategy. Gone were the traditional models and programs of the past, and The Hartford proceeded to build a series of dynamic, ‘journey-like’ leadership development experiences. In this session, you will hear about best practices to transform leadership learning from an event into a continuous journey.
You will learn:
- How to design and implement a holistic learning journey
- How to move an organization from a traditional learning model to a more dynamic and innovative one
- How to ensure you are getting the results that will drive business success
We already know we will have 5 generations in the workplace of the future and the transformation will be bumpy. On average, one Baby Boomer is retiring every 8 seconds. Millennials will represent almost 47% of the workforce by 2014 and 75% by 2025. CEO’s and employees have high expectations. The right skills are in short supply and talent pipelines are shrinking. Younger people are getting bigger jobs sooner, and they think, learn and behave differently. This session will focus on what HR should be doing today to adapt the way we recruit, manage and develop our talent for the future.
You will learn:
- How to use engagement strategies as part of a compelling value proposition to recruiting new talent
- How to engage and retain the new generation of talent
- How HR needs to think differently to keep up with the changing landscape of business today
Flatter organizational structures and increased lateral movements within companies are altering the hierarchal structure of traditional teams. The top-down approach is waning, and taking its place are more autonomous contributors and team members. What skills are necessary to lead these kinds of groups that operate in an environment with vaguely defined chains of command? What types of development and skill-sets lead to increased team effectiveness? Attend this session and hear about the firsthand research conducted by Knightsbridge and HCI on this critical topic.
You will learn:
- How to recognize the prevalence of team organization structures in business today
- What kinds of training programs are tailored toward teams and how they work
- What sets apart team leaders from project leaders – and the special skills need
Book signing bonus by Liane Davey at the end of the presentation
Afternoon Networking Break
Culture and leadership transformation are at the forefront for many organizations as they determine their future and their future leaders. An historical focus on hard, tactical skills has left a gap in talent bench strength that requires not only new skills and competencies, but also a new way of leading multi-talented and multi-generational workforces.
In this interactive panel discussion, leaders across industries will share successful strategies in the emerging and traditional leadership concepts of authenticity, emotional intelligence, mindfulness, and positive psychology, demonstrating how these critical elements help to develop our future leaders.
You will learn:
- How to connect your personal leadership development to the success of your team and organization
- How to identify and measure soft skills throughout the talent life cycle
How to create an ROI picture using data analytics
As organizations are increasingly reliant on managers and executives who can do more with less, critical questions are being raised about what steps are necessary to develop such leaders. The domino effect of great leadership has repercussions in an organization’s ability to attract and retain key talent, increases productivity and supports more robust talent management. A foundation of research demonstrates that Emotional Intelligence can be a crucial differentiator between good leaders and great ones, but there remain questions about how such intelligence translates to ROI. The changing leadership competencies required for success today demand that we better understand how EI manifests in leaders, and whether those skills affect bottom-line performance through consistent and focused assessments and evaluations. Join us for this exciting session and learn about new groundbreaking research recently conducted by MHS and HCI.
You will learn:
- How leadership competencies be altered to more strongly correlate with the needs of organizations today
- How Emotional Intelligence defined by organizations and the impact it has on leadership development
- The leadership behaviors and skills that are most tied to financial performance
Can neuroscience help us to create better leaders? NeuroLeadership is a new field of research exploring the biological underpinnings of leadership tasks such as making decisions, regulating emotions, enabling collaboration and facilitating change. In this insight and research-rich session you will discover the big surprises emerging about the brain that help explain why selecting and developing leaders is so tough, and how we might do this better.
Networking Cocktail Party — Business Card Exchange
Wednesday, November 20, 2013
We are living in a VUCA (Volatile, Uncertain, Complex, Ambiguous) world, filled with constant change. And we have been for centuries. It’s now just more apparent and more present in our everyday lives than ever before.
This is the single largest source of opportunities and challenges facing organizations and individuals today. Helpful advice on how to deal with these has come from many perspectives and sources, under the guises of Transformative Leadership, Open Collaboration and Innovation, Leading without Authority, and countless other concepts. So many, in fact, that their sheer scope and volume often threatens to overwhelm and confuse the organizations and individuals that they are meant to help.
How can we, as learning and leadership development professionals, best equip our organizations and their leaders to succeed in dealing with a VUCA world of constant change? One important role is to boil this landscape of helpful advice into an easy-to-digest mental model of leadership effectiveness.
Positive Sum Leadership is one such model; it looks at the nature of the ‘game’ increasingly being played in society, business, and organizations, and asks: what does it take to successfully lead in this "game?" This session aims to provoke thoughts around leadership success factors in our current social and business environment.
You will learn:
- The crucial ideas behind Positive Sum Leadership
- Proven practices from Siemens Leadership Excellence on how elements of Positive Sum Leadership can be effectively developed
- Why Positive Sum Leadership will position your organization for future success
American Dental Partners (ADPI) is an organization that believes in building healthy, enduring organizations to serve local communities for generations to come. Through the commitment of their time and resources, American Dental Partners and its affiliated dental groups help improve the health and well-being of its communities.
The organization assists dentists at more than two dozen affiliates in more than 20 states with the business side of dentistry so they can focus on patient care. Two fundamental components of the company’s values-based leadership program are its Leadership Institute and its “Healthy Organization” culture. This exceptional culture has an enduring purpose, alignment of business strategies, and perhaps most importantly, an inspiring work climate.
ADPI and Hay Group have developed a strong partnership in that the foundation of the Leadership Institute is built on Hay Group’s research of Emotional Intelligence, Leadership Styles, and Climate. This foundation has enabled ADPI to ignite each individual’s passion for personal and professional growth, which has been the catalyst to cultivate leadership throughout the system, and has in turn created a healthy and inspiring culture.
You will learn:
- How to unite employees across numerous locations
- How to develop leadership capabilities in-house
- How to use leadership development to engage and retain employees
- How to build an enduring organization rooted in shared values
- How to create an empowering and motivating business climate
- How to improve morale and unify the workforce around a central culture
Are you tired of those lovey-dovey panels at conferences where everyone agrees with each other? So are we! This panel will tackle topics pointedly and snarkily to reach an understanding that will not be shared for sure. Then we will ask the audience where they come down on the topic and see how influential (or not) that we have been in shaping the audience’s thoughts on the topic. You might even find yourself on stage with us!
As learning and development becomes more formally integrated into the lifecycle of talent development programs, the role of learning leaders and the competencies needed to stay relevant will also change. We will discuss future trends, new skill sets, and other critical elements necessary for learning leaders to navigate in an increasingly complicated and fast paced environment.
You will learn:
- Best practices in the ISD process: Need for detailed analysis vs. learning at the speed of business
- New Skills for Learning Professionals: Need new skills vs. Need to think differently
- More about Big Data and the workforce: Is it a big opportunity vs. big waste
In 2012 and 2013 PayPal experimented with a new kind of leadership development experience. Dubbed Customer to Code (or C2C) the experience threw twenty high potential senior leaders into an immersive learning journey designed to expand their ability to lead in PayPal’s fast-paced, highly disruptive environment. Their job: to create in six short months a fundamentally new growth opportunity for the company.
Ranging from emotional field experiences with potential customers in India and Brazil, ‘Stress Test’ sessions with skeptical colleagues, heated debates with PayPal executives, and a pressure-filled timeframe that tested their limits, C2C features a number of techniques that we believe foreshadow the future of leadership development.
In addition to describing these innovations, the presentation will explore the risks and potential rewards that learning professionals face when they attempt to create genuinely transformative experiences for leaders. A critical insight from C2C was that it isn’t just the participants who must exercise new forms leadership. So must we.
You will learn:
- Ideas, frameworks, and techniques at the frontier of leadership development—what we call the "Third Wave"
- Why transformative experiences require learning professionals to exercise the very same capabilities we expect from our leaders—particularly the willingness to take risk and tolerate uncertainty.
- That the most genuine and powerful learning moments are inherently unpredictable.
Change is constant – we know this. And as the world has adapted to getting information within milliseconds, the expectation for organizations to change quickly is high. Shareholders, analysts and executives see an opportunity for a new business model, and they want implementation to happen quickly and flawlessly. Change management practitioners are getting this type of challenge again and again. And then layer on top of that a change project that does not have the luxury of experienced change leaders. Changes that occur deep in an organization with those that are far away from the ideas and demands of shareholders, analysts and boards.
In this session, we will draw on a case study of a major organizational redesign to show how to tackle the challenge of teaching best practice change management as it is being planned and executed.
You will learn:
- How do you coach, teach and organize a major change effort in a short period of time with inexperienced leaders
- What tools can you use to boil down the concepts of change management into bite size pieces to allow manager to learn process and execute in a matter of weeks
- What role can you play as a practitioner, and how can you manage the fast expectation of stakeholders
Since 1983, Jim Kouzes and Barry Posner have been researching leadership. They’ve examined real-life cases and analyzed 360-degree assessments from hundreds of thousands of leaders and over two million observers. From their analyses of the data they've found that there are Five Practices of Exemplary Leadership® that leaders demonstrate when performing at their best. Exemplary leaders Model the Way, Inspire a Shared Vision, Challenge the Process, Enable Others to Act, and Encourage the Heart.
You will learn:
- What leaders do to exhibit these practices and how you can apply them to your work
- How "regular people" can make a huge, positive difference in their organizations
- Why leaders with the highest levels of commitment are those who are clearest about their own personal values – and how you can help others clarify their own values.