The Path to Product Excellence: Avoiding Common Pitfalls and Enhancing Commun...
Fostering Leadership at Every Level.
1. Leadership in a VUCA World
Paul Devoy
Head of Investors in People
2. 1. Change is the “New Normal”
2. How can understanding Neuroscience help us be
better leaders?
3. What kind of leaders do we need for a VUCA world?
Themes
5. How are we programmed for change?
• Advances in technology giving us
greater insights into how the brain
works
• Our brains find change hard as it is
still largely driven by survival
instincts
• When we feel threatened, the fight
or flight instinct kicks in
• This takes energy away from
prefrontal cortex where we do our
rationale thinking
Nancy Kanwisher
7. How are we doing?
• Office of National Statistics estimate value of UK workforce
is £17.2 trillion – that 2.5 times value of tangible assets
• Poor Management costs the UK £19billion a year (BIS
2012)
• Almost half of employers have staff with skills and
qualifications beyond those required to do their job*
• This equates to 16% of staff, or 4.3 million workers with
under-utilised skills*
• We are growing skilled people 7 times faster than we are
growing high skilled jobs*
*UK Commission for Employment & Skills (UKCES) Research
9. Start with why and harness the power of purpose
People don't buy what you do; they buy why you do it. And
what you do simply proves what you believe”
― Simon Sinek
10. Aim to become “Anti-fragile”
“Wind extinguishes a candle and energizes fire.
Likewise with randomness, uncertainty,
chaos(Change):
You want to use them, not hide from them.
You want to be the fire and wish for the wind.”
- Nasim Taleb
12. Encourage healthy failure
• Organisations are more organic than
systemic
• Organism need stressors and failure to learn
and grow
• By trying to manage out failure we actually
make our people and organisation more
fragile
• Industries and organisations where failure is
seen as a gift for growth and learning are
more sustainable
• This enables empowerment & involvement
as you can push decision making down the
organisation and support people in learning
from failure
13. Have great expectations
• Talent is over rated
• Most people have the capacity
to achieve amazing things
• Leaders unconsciously stop
people from realising their
potential
15. The new framework – key principles
The framework is based on the concept of sustainable
high performance through people
Reflects the 9 key areas to enable high performance
through people
Organisation ambition is at the heart of the framework
2 new concepts added to the framework: Structuring
work and Sustainable success
Organisations progress through the framework via
levels of maturity
Each indicator has 3 themes
Guiding evidence has replaced evidence requirements
Leaders and People have replaced ‘Top Manager’
‘Manager’ ‘People’
LEAD: Paul Devoy
The consultation helped to shape what the new framework would look like and it was based around these key principles.
Walk through each of the points on the slide:
Based on concept of sustainable high performance through people
Reflects the latest thinking where the 9 areas are indicators of high performance
The organisation’s ambition is at the heart of the framework – the framework is about helping the organisation understand where it needs to focus and how it needs to improve to achieve its ambition
We have 2 new concepts - structuring work and sustainable success
Organisations now progress through the framework via organisational maturity
Structure of the framework:
3 Overarching themes: Improving, Leading, Supporting
9 Indicators
3 Themes within each indicator
We now assess organisations at the criteria level (with guiding evidence to support this) rather than directly against evidence requirements
Leaders and People have replaced ‘TM/M/P’ but reference is made to the ‘line manager’ when the activity relates specifically to direct report responsibilities