Tuesday, September 19, 2017
"See the opportunity in every difficulty.”
Winston Churchill’s words offer compelling counsel as we look at the Learning & Development landscape in today’s transforming workplace.
Although “difficulties” may seem to abound, these challenges offer game-changing opportunities for leaders and organizations to take Learning to a higher level – where we prioritize Learning, and prepare employees for success in both their current and future roles.
In her thought-provoking presentation, SAP CLO Jenny Dearborn will discuss the six forces that are shaping the workplace of today and tomorrow. These forces are revolutionizing our long-held beliefs about life expectancy and the implications for career duration (up to 60 years!) and for Learning. As a result of these forces, Digital Learning is now the #2 topic on the minds of CEOs and HR leaders. Yet there’s also a troubling disconnect between the demand for employees to learn and the supply of time (an average of just 24 minutes per week) that they have available for learning.
This session will explore how to transform these challenges into opportunities.
You will learn:
- What these six disruptive forces are, and how they’re impacting companies, employees and Learning organizations
- How SAP’s robust leadership development program is equipping their leaders for greater business impact, improving leadership trust and driving employee engagement
- How you can close the demand/supply Learning gap – by prioritizing and protecting L&D -- so that employees can successfully manage their career aspirations, stay relevant and maximize their contributions to the organization.
In this session, Harvard Business School Professor Francesca Gino will discuss her provocative new research on constructive non-conformity in the workplace – how letting employees break the rules and be themselves is the key to fixing the employee engagement crisis. Professor Gino will share the research and inspiring stories of global organizations that have built energized workforces and increased business performance with effective approaches that deviate from tradition, business norms, and the status quo – the usual ways of thinking and doing.
You will learn:
- Why conformity exists in organizations and how to identify the traditional norms and behaviors that hurt business performance.
- Key strategies leaders can apply to strike the right balance between conformity and nonconformity and constructively deviate from traditional ways for positive business impact.
- Effective approaches leaders can take to support nonconformist behavior that enables employees to do their best work for the benefit of the organization.
*Attendees will receive a complimentary copy of Rebel Talent, the preeminent article that launched Harvard Business Review’s “Big Idea” series.
Takeda Pharmaceutical Company Ltd. is the largest pharmaceutical company in Japan and Asia and the 18th largest in the world. Its world class, patient-focused research and development (R&D) organization is committed to innovation in oncology, gastroenterology, and central nervous system diseases as well as vaccines.
Takeda is a leader today because of a complex, thoughtful transformation of its global R&D capabilities. A carefully conceived change management program has embraced external innovation, focused resources, fostered investment in new capabilities, and attracted the best people to ensure success. This companywide effort has not only improved R&D productivity and provided sustainable growth over the long-term but also motivated employees to excel in an increasingly competitive external environment. Working with other senior leaders, Paul Graves, vice president and head, R&D network relationships and strategic communications, played a key role in initiating and managing change and re-shaping the culture of Takeda R&D to embrace new external opportunities and partnerships while increasing the company’s profile, reputation, credibility, and attractiveness as a place to work. The success of this initiative is of special interest given Takeda’s deep Japanese roots and the importance of maintaining a unique global culture.
· Reshape company culture to drive performance and innovation
· Communicate and manage change strategically in complex global organizations
· Identify external partnerships that enhance your organization’s capabilities
· Elevate employees’ experiences through new business models and opportunities
At Google, we believe that everyone should have the opportunity to grow and develop, no matter where they are in the world, or the organization. Google’s g2g program (“Googlers-to-Googlers”) is an internal volunteer teaching network of over 6000 Google employees who make that possible. These Googlers dedicate a portion of their time to helping their peers learn and grow; all outside of their core job responsibilities. Nearly 80% of all internal training at Google is provided through the g2g community - whether it's by teaching courses, providing 1:1 mentoring, or designing learning materials. So what’s the secret? The answer is actually pretty simple; trust people to do great work, given them the tools they need to do it well, help them understand how it connects to the big picture, and then step aside and watch the magic happen.
You will learn how Google...
- Provides learning at scale through community-driven initiatives
- Recruits the right people by balancing passion and expertise
- Motivates and supports their volunteer faculty
- Drives consistency and quality across over 6000 participants
New data suggests employee engagement levels have been flat or declining in the last five years despite strong efforts to drive them. Still, the payoff attainable from a highly-engaged workforce means the focus is unlikely to fade (Gallup, Aon/Hewitt). That leaves many leadership teams asking themselves some tough questions. Could, in fact, the emphasis be on the wrong components of the employee experience?
Conventional wisdom says that engagement hinges on an employee’s direct supervisor. But the most recent research (Deloitte, Dale Carnegie, Aon) instead suggests that confidence in senior leaders steering the organizational culture in a direction that’s aligned with the employee’s personal values now has a greater influence. Today’s employees see, hear and experience much more than what comes through their own manager, and they are making their engagement decisions (consciously and unconsciously) based on the performance of the broader leadership team, inclusive of every level.
This session will help leaders learn how to:
- Create a safe environment for individuals at every level by modeling and supporting trusting relationships
- Develop other leaders who care about collaboration and will help create a culture that employees believe in
- Leverage the latest engagement trends and put the findings to work at your organization
Today’s managers know that you don't manage performance solely by conducting an annual or quarterly review. Employees need regular coaching, feedback and accountability to continually reach new levels of performance.
Millennial employees are no exception to this need for regular coaching and feedback. They seek authentic connections with their managers, fostered in environments indicative of trust and collaboration. Now comprising the largest share of the workforce, it is essential for employers to understand how to best engage and connect with the millennial generation in order to drive organizational performance and culture.
In this highly interactive session, we’ll review current millennial trends and research tied to engagement and performance. Additionally, you’ll explore coaching in the millennial context, how to recognize and develop the full potential of your people, and how to create in your employees a personal sense of ownership for their success.
Through scenarios and easy-to-apply action steps, you’ll learn how to:
- Assess your own readiness and mindset for successful coaching
- Help raise the game of your entire team, including helping the best get better
- Create a team of problem solvers, and as a result, make your job easier
Geopolitical uncertainty, market volatility, digital transformation, sustainability – how does a market leader with over 180 years of history change the way it formulates strategy in the midst of these global forces?
In this session, Schneider Electric will describe how it is using learning to do just that. Rather than hiring consultants, Schneider Electric brings together its global strategy team, led by the Chief Strategy Officer, for learning and development aimed at broadening perspectives and increasing agility in order to help the team shape the future of the organization and its efforts to lead disruption in its industry and beyond.
You will learn:
- How learning can drive strategic change in your company
- From a c-suite executive what makes an effective business case for learning
- How HR can lead the change effort
When it comes to attracting, developing and retaining Millennial talent, there’s still a gap between what we think we know and what’s true when it comes to the benefits and leadership development opportunities employees in this demographic crave.
To better understand this phenomenon, the International Coach Federation (ICF) and Human Capital Institute (HCI) invited individuals working in organizations as managers, leaders, internal coach practitioners and individual contributors to complete a research survey on developing future leaders and building coaching cultures. The results offer valuable insights into what employees across the generations want out of work, what organizations are doing to develop first-time people managers, and how HR and talent development professionals can leverage a coaching culture to fulfill both employee desires and strategic imperatives.
In this presentation, Dr. Tomas Chamorro-Premuzic, an international authority in psychological profiling, talent management and people analytics, will separate myth from fact and explore how organizations can develop a leadership development strategy driven by what first-time people managers really want and need.
Attendees will learn:
- What differentiates Millennial employees from their Gen X and Boomer counterparts—and what unites all three groups.
- What organizational decision-makers say works—and what doesn’t—when it comes to leadership development.
- The role building a coaching culture can play in a forward-thinking, agile leadership development strategy.
Wednesday, September 20, 2017
“Nothing ever goes away until it teaches us what we need to know.” – Pema Chodron
In the face of adversity, why do some people flourish, while others fold? The essential condition required to live a flourishing life is not found in the absence of adversity, but rather in a person’s response to difficulty.
Here’s what resilience is NOT:
Merely bouncing back, resilience is dramatically more than elasticity.
A mentality of “this too shall pass.” As Andy Warhol said, “Time changes things, but you have to change them yourself.”
Adversity is a trip we take. Resilience paves the road. Resilience is, as Rumi said, “the business of being human,” the willingness to endure hardship, and, as a result, to allow ourselves be fundamentally and forever changed. In return for our effort, we receive gifts of enhanced confidence, strength, wisdom, and compassion.
After working with hundreds of extraordinary leaders, five core practices of particularly resilient people have emerged. Now it has a name: Adversity Quotient (AQ): The inability to be deterred by failure. Perhaps it’s not IQ or EQ, but the ability to persevere, despite the odds, to acknowledge fear, setbacks, and failure, and forge onward is the stuff of true success. In this keynote address, we will share all five practices (Vulnerability, Productive Perseverance, Connection, Grati-osity, and Possibility) including new ways to re-think high potential leadership competencies as well as our own.
“There is only one road to true human greatness: the road through suffering.” Albert Einstein
You will learn:
- The five practices of particularly resilient people
- How best to develop leadership (your own and others’) resilience
- How to create a culture of resilience in your organization
Research indicates that today's workforce wants the organization to provide opportunities for development. With the ever-increasing war for talent, organizational leadership must consider how they can invest in the development of their top talent in order to retain them. Identifying high potentials and distinguishing them from high performers can be a daunting task. Not all high performers are necessarily high potentials, those who are ready to take on leadership roles.
During this interactive presentation, participants will discover how to distinguish between high performers and high potentials, and how to develop a strategic development program to prepare them to assume critical leadership roles within the organization.
- Discover how to distinguish high performers from high potentials
- Design a strategic leadership development program tailored to the needs of high potentials
- Build a strong succession plan to retain top talent
Organizations of all shapes and sizes are feeling the pressure to find new ways to proactively lead change and to develop agile leaders and culture. Yet, the research continues to show that 70% of change initiatives fail. And, many of the leaders inside these organizations are struggling to find a solution to break the “change failure cycle” and build a meaningful culture. Despite this urgent need for leadership development as part of the solution, less than half of the organizations that acknowledge this need actually have a formal process for developing high-potential talent. As a result, leaders are not equipped with the mindset and skills they need to successfully lead change and transform the culture – for the better.
In this dynamic keynote, you’ll hear about how three organizations invested in their leaders during a time of significant change and strategically combined leadership development with cultural transformation in order to produce meaningful and lasting results. As part of the session, you’ll understand the tactics they used to break the “change failure cycle” and how to apply them to your organization.
You will learn how to:
- Contribute bottom-line value to your organization by understanding how to assess and enhance your approach to developing change leadership capacity.
- Capitalize on real-time changes happening in your organization to accelerate learning.
- Coach executives and managers of high potential talent to adopt a common language and process that engages for change up, down, and across the organization.
- Move beyond supporting the business strategy to driving the business strategy and molding an agile, innovative culture and agile, innovative leaders.
What was good enough yesterday is not good enough today. This keynote examines the challenges facing effective succession planning today and how succession planning will become more challenging and require far more dynamic management and collaboration outside of your organization in order to survive.
We’ll also explore the trends of succession planning over the past decade and touch on the classic, tried and true foundational elements of succession planning. We’ll also learn the next/best practices necessary to compete in the future retention of leadership talent. A great focus is placed on integrating succession planning seamlessly with development, talent acquisition and other talent management areas, since such integration will be essential in the future state for successful succession planning. We’ll also look at innovative ways that leaders can increase succession bench strength and ensure continuity in their organizational leadership roles.
You will learn how:
- To provide leaders with an understanding of the past and changing trends of succession planning
- To challenge leaders to examine their succession planning processes in order to explore whether or not their current strategies will be sufficient for the near future
- To integrate succession planning seamlessly with other areas of talent management for healthier leader bench strength
- Develop leaders for tomorrow beyond yesterday and today
We all know that decision making is hard. For leaders of large organizations, decision making is as much about making hard choices as facilitating good decisions within their organizations. A common lament of top managers is that decisions take too long and that employees are too risk-averse. Today, technology and global marketplaces introduce two additional and very different challenges: an abundance of data that makes some decisions straightforward as well as novel business situations in which plentiful data are of limited use.
In this session, Professor George Wu of University of Chicago Booth School of Business outlines some elements of smart organizational decision making.
You will learn:
- Why there is not a tradeoff between better and faster. Smarter decision making means better and faster.
- That accepting that uncertainty is a reality of every important decision enables firms to be more agile in acting and less paralyzed by risk.
- How leaders in organizations can support all members of their organization in contributing to better decisions.
As the workforce moves to a more integrated “work” and “life” approach, leadership development is synonymous with self-development. Today’s leaders want to build skills and collect experiences that will help them in all aspects of their lives – not just what’s needed for their job. With the demands of our “change is constant” environment, it’s imperative that we support leaders in mastering context vs. content and help them shift from competence to consciousness.
What often separates successful leaders from unsuccessful ones is not experience or expertise in their day-to-day arena – it’s often in their mental models, their ability to adapt and master the context of the world around them, and their grit and resiliency to course-correct as priorities shift through the process. Focusing on psychological agility and safety can increase your organization’s ability to move at the speed of business – without the aftermath of burnout and fatigue.
You will learn:
- VMware’s mindset-focused leadership development strategy
- How whole person growth and creating an environment of psychological agility and safety supports your business and your people
- Strategies for evolving from competencies to mindset shifts – without derailing the system
In this session, we will learn how agile approaches to projects and work make new demands on the businesses that use them, especially in human resources. Among these are the continuing efforts to eliminate annual performance reviews and shifts toward continuous feedback. Similar changes are underway in adapting the recruiting process to a more flexible approach, again with more feedback from clients. HR practices themselves are being developed and designed in agile ways, eliminating plans and timelines – in some cases even pilot projects – and instead using iterative approaches that adjust the practices to reactions from employees as they are being developed.
You will learn:
- The key elements of agile approaches
- The practices in HR as well as in areas like finance that conflict with agile methods
- How to make the choice: whether agile approaches make sense for your operations or parts of them
With the recent advances in neuroscience, we have seen compelling research around the old paradigm that its success first and then happiness later and how this has been turned on its head. By retraining the brain and developing new positive mental models, we can improve our outlook, how we respond to negative challenges, and upgrade our own work performance. Psychologists have completed a meta-analysis and determined that a positive mental model leads to success in every relevant domain, including work, home, health, and relationships. This also is a fresh approach to employee engagement and well-being. HOP employees are engaged employees and improving engagement scores on a team, business area, or organization has irrefutable benefits. [i]A multi-industry study of six companies found on average that a thriving workplace increased performance by 16%. [ii]Happy employees are 85% more efficient at their work and 10 times less likely to take sick leave. By increasing engagement, productivity and well-being, “going positive” has immediate impact on the bottom line.
You will learn how to:
- Explain how happiness, optimism, and positivity literally changes the physiology of the brain
- Provide a roadmap to overcome our evolutionary bias to negativity
- Begin developing new neuromaps that default to the positive
[i] Author Glen Rifkin, Happy People Spark High Performance.
[ii] The Science of Happiness, globoforce.