Presentation by Prof. Peter De Prins during the 8th editon of Vlerick HR-day 2011.

1. “Knowing others is intelligence; knowing yourself is true wisdom”
“Intelligence is like a four-wheel drive. It allows you to get stuck
in more remote places”
Self-knowledge as change agent for leadership behaviour
HR Day 2011
How can HR contribute to self-awareness?
Prof. Peter De Prins
Director of Centre of Excellence for Leadership & Coaching
Vlerick Management School

2. EXECUTIVE SUMMARY: HR CAN DRIVE SELF-KNOWLEDGE BY….
Taking on its role of strategic partner, focusing on
people as differentiator towards competition
Understanding the new set of productivity drivers
Driving the development of a new breed of leaders
Installing a coaching culture
Conducting a values assessment
Stimulating peer to peer feedback
Stimulating the use of a 360 degrees feedback and
other development tools
2| © Vlerick Leuven Gent Management School

3. SELF-KNOWLEDGE
Self-awareness theory (1)
Self-awareness is the capacity to take oneself as the object of thought—
people can think, act, and experience, and they can also think about what
they are thinking, doing, and experiencing
95% of what we say and do comes from subconscious program
that we have learned when we are very young
We use these programs over and over without realizing:
automatic reactions without thought or choice
Self-awareness is the core of Emotional Intelligence.
Self-awareness is comprised of three competencies;
emotional self-awareness, where you are able to read and understand
your emotions as well as recognise their impact on work performance and
relationships;
accurate self-assessment, where you are able to give a realistic
evaluation of your strengths and limitations;
self-confidence, where you have a positive and strong sense of one’s self-
worth.
The starting point and key in these areas is the ability to be
critically self-reflective.
(1) Duval, Shelley, and Robert A. Wicklund. 1972. A Theory of Objective Self Awareness. New York: Academic Press.
3| © Vlerick Leuven Gent Management School

4. GOLEMAN’S EMOTIONAL INTELLIGENCE MODEL (2002)
4| © Vlerick Leuven Gent Management School

5. HR HAS BECOME MORE A STRATEGIC PARTNER
Higher profitability
Customer satisfaction
Reduced costs
Bottom line impact
Good communication
Changing working culture
© Vlerick Leuven Gent Management School

6. UNDERSTANDING WHY A NEW SET OF PRODUCTIVITY DRIVERS
ARE COMING
The Talent Mismatch is deepening as the working age
population declines and the nature of work changes.
Technological Revolutions have the power to
change where, when and how we work.
Individual Choice will be exercised by those
with the skills that are most in demand.
Rising Customers Sophistication requires businesses
to work in a new way, driven by innovation and
delivering greater value and efficiency
© Vlerick Leuven Gent Management School

7. THE TALENT MISMATCH
Lack of resources
creates tension
Demand on the high-skills
for skill market
Oversupply of
Supply low or wrongly
of skill skilled resources
generates under-
employment and
unemployment
53% of European employers reported having difficulties
finding talent.
© Vlerick Leuven Gent Management School

8. RISING CUSTOMER SOPHISTICATION
Google search trends in
Every aspect of the value chain USA for past 30 days
is being tested by your 120
customers. iPhone 4
100
Internal and external. iPad
80
Customers are more global and
sophisticated, increasing the 60
complexity of their
40
relationships with
organizations and the 20
specificity of their value
demands. 0
Source:
Google Insights for Search. Past 30 days.
Faster. Cheaper. Better.
© Vlerick Leuven Gent Management School

9. INDIVIDUAL CHOICE
Each generation has different assumptions about how the
world works and is currently in a different life stage that will
affect what they demand from work.
Traditionalist Boomer Generation X Generation Y
Born 1928-1945 Born 1946-1964 Born 1965-1979 Born 1980-1995
Are you ready for the Next Generation when they hit your
workforce in 2020?
© Vlerick Leuven Gent Management School

10. TECHNOLOGICAL REVOLUTIONS
Do you Tweet?
600 per second
36000 per minute
2.1m per hour
52m per day
18.9b per year
Linkedin
founded in
Up 1,400% on 09
2002 Flickr
founded in
2004
New ways to collaborate, innovate & communicate.
Blending work, rest and play.
Source:
© Vlerick Leuven Gent Management School
http://blog.twitter.com/2010/02/mea
suring-tweets.html

11. Implications
MISALIGNMENT
Many organizations are misaligned with New realities are coming to your
the new environment workplace
New organizational models and
structures are coming
Organizational work styles and
expectations are changing
A new definition of employee
engagement is emerging to
embrace social / community
values
A new breed of leader is
required, one that can win the
hearts and minds of the pre-
digital, digital and post-digital
employee

12. SELF-AWARENESS DRIVER #1
HR NEEDS TO DRIVE A NEW BREED OF LEADERS
ACTION: View Leadership as a 10-year program
Establishing Vision, values, 7 Success Factors
strategies & enterprise
capabilities tot create value
1.Owned by senior management
2.Customized to the organization
Defining strategy & driving
business results & 3.Supportive of the organization’s
sustainability strategy, mission, vision, values
4.Tailored to non-linear career paths
Building managerial
5.Delivered flexibly to meet the needs
capability & functional of leaders
expertise 6.Competency-based
7.Accountability-driven
Understanding yourself and
developing others
© Vlerick Leuven Gent Management School

13. SOME FIGURES
CCL Study: Changing Nature of Leadership (2007-2009)
500 companies
Top/ Middle/Staff
USA (54%)/Europe (26%)/Asia (16%)/ROW (4%)
Age 29 tot 60
1-999 employees (32%)/1000-9999 (29%) / > 10.000 (26%) / unknown (13%)
Male (60%) / Female (28%) / Unknown (12%)
Overall conclusions
Challenges are becoming more complex
Greater reliance on interdependent work
Shifting reward system
The rise of a new leadership skill set
Leadership is a collective process
Global organisations are at the cutting edge of collective leadership
13 | © Vlerick Leuven Gent Management School

14. HAS THE DEFINITION OF LEADERSHIP
CHANGED OVER THE LAST 10 YEARS?
….% yes!
14 | © Vlerick Leuven Gent Management School

15. RESULTS OF THE CCL STUDY
• A position/a process
• Function / boundary-less orientation
• Independent decision making / interdependent decision making
• Individual leadership competencies/groups of networks
15 | © Vlerick Leuven Gent Management School

16. LEADERSHIP HAS BECOME MORE WE-ADERSHIP
Leaders used to be
powerful without
people, but today
leadership is about the
transition of power to
the people
But… do you know your
culture and its people?
16 | © Vlerick Leuven Gent Management School

17. 21ST CENTURY LEADERS NEED TO BE / BECOME GOOD COACHES!
Get the best out of your
people! (not only out of yourself)
17 | © Vlerick Leuven Gent Management School

18. COACHING: BOOMING BUSINESS….
(PROF. DR. KATLEEN DE STOBBELEIR)
Executive coaching...some facts
76% of companies hires executive coaches (U.S.: 93%)
+/- 47.000 (executive) coaches active in the market
Market of 1,7 billion euro
Fees: 200 – 4000 euro/hour
Fastest growing business line in ‘consultancy’
More than 30 coaching models in use
+ Exponential growth of internal coaching
© Vlerick Leuven Gent Management School

19. HOW MUCH COACHING?
(PROF. DR. KATLEEN DE STOBBELEIR)
© Vlerick Leuven Gent Management School
Met dank aan Prof. Dr. Katleen De Stobbeleir

20. YOU NEED TO UNDERSTAND THE HUMAN BEING BEHIND THE
FUNCTION…
Using your values and the ones from your employees to drive
decision-making so that you consciously create the future you
want to experience and provide a consistently ethical basis for
decision-making.
“Therefor, values-based leadership is a way of making authentic
decisions that builds the trust and commitment of employees
and customers.”
Kotter and Heskett, Corporate Culture and Performance (Free Press 2008)
© Vlerick Leuven Gent Management School

21. VALUES BASED LEADERSHIP
• ‘hard’ goals don’t
motivate
• Leaders translate ‘hard’
objectives into ‘personal’
objectives based on
personal values
• This can only be done if
you have an in-depth
understanding of the
person behind the
function (deep-dive
interview)
21 © Vlerick Leuven Gent Management School

22. HR Driving the change!
©2006
22 © Vlerick Leuven Gent Management School LinkPower

23. SELF-AWARENESS DRIVER #2
STRATEGIC VALUES ALIGNMENT PLANNING
ACTION: Truly link culture to business strategy
Understand the following
1. What’s Now – What kind of people are working in your company today? What do they
find important?
2. What’s Next - How does your company need to evolve to keep that culture? How will the
world of work trends affect your ability to attract, retain and engage that workforce?
3. Gaps - Where are the risks in your current approach that impact the delivery of business
strategy?
4. Actions - What options are available to drive the organization in the right direction?
5. Measure - How do you assess culture and measure success?
© Vlerick Leuven Gent Management School

24. THREE MANTRAS OF CULTURAL CHANGE
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25. THE SEVEN LEVELS OF ORGANIZATIONAL CONSCIOUSNESS
(RICHARD BARRETT)
Positive Focus / Excessive Focus
SERVICE TO HUMANITY AND THE PLANET
Service
Social responsibility, future generations, long-term
perspective, ethics, compassion, humility
STRATEGIC ALLIANCES AND PARTNERSHIPS
Collaboration, environmental awareness, community
External Cohesion involvement, employee fulfillment, coaching/mentoring
BUILDING CORPORATE COMMUNITY
Shared values, vision, commitment, integrity, trust, passion,
Internal Cohesion creativity, openness, transparency
CONTINUOUS RENEWAL AND LEARNING
Accountability, adaptability, empowerment, delegation,
Transformation teamwork, innovation, goals orientation, personal growth
HIGH PERFORMANCE
Systems, processes, quality, best practices, pride in
Self-Esteem performance,
Bureaucracy, Complacency
EMPLOYEE RECOGNITION
Loyalty, open communication, customer satisfaction,
Relationship friendship,
Manipulation, Blame
FINANCIAL STABILITY
Shareholder value, profit, organisational growth,
Survival employee health
Control, Corruption, Greed
and safety
© Vlerick Leuven Gent Management School

26. 26 | © Vlerick Leuven Gent Management School

27. MANAGING THE ENTROPY
27 | © Vlerick Leuven Gent Management School

28. IMPLEMENTING CULTURAL TRANSFORMATION
Workshop 1 Workshop 2 Workshop 3 Workshop 4
Mission/Values Team Emotional Progress and
Alignment Cohesion Intelligence Goal Setting
Organization/Team Leadership Values • Self-Awareness Organization/Team
Culture Assessment Assessment • Communication Culture Assessment
Skills.
• Empowerment
• Core Business Skills. Leadership Values
• Self-knowledge. • Motivation Assessment
• Core Motivation
• Interpersonal Skills.
• Four Why’s Vision,
Awareness.
Mission and Values.
• Defining HR strategy • Review Team
• Selecting Values and Development
• Set personal- and Individual.
Defining Behaviors.
development goals. Performance
• Balanced Needs
• Individual coaching. • Define Team
Scorecard.
and Individual
Objectives.
HR Strategy & teambuilding
© Vlerick Leuven Gent Management School

29. SELF-AWARENESS DRIVER #3
OFFER DEVELOPMENT TOOLS FOR INCREASING SELF-AWARENESS
ACTION: Increase self-awareness through self-rating and feedback from manager,
direct reports and peers.
Supports building a culture of evaluation, learning and performance
Strengthen company values
Supports a desired leadership style
Facilitates and increase effectiveness of feedback
Standardises priorities, competencies and qualities on which
employees focus development
Allows for identification of group development priorities
• 360 degrees
• Multi-Rater Assessment (MRA) Mirella Perez, Arcelor Mittal
© Vlerick Leuven Gent Management School

30. HOW DOES A HUMAN BEING DECIDE SUBCONSCIOUSLY?
……………………………………………?
……………………………………………?
……………………………………………?
© Vlerick Leuven Gent Management School

31. HR CAN DRIVE SELF-KNOWLEDGE BY….
Taking on its role of strategic partner, focusing on
people as differentiator towards competition
Understanding the new set of productivity drivers
Driving the development of a new breed of leaders
Installing a coaching culture
Conducting a values assessment
Stimulating peer to peer feedback
Stimulating the use of a 360 degrees feedback and
other development tools
31 | © Vlerick Leuven Gent Management School

32. Prof. Peter De Prins
peter.deprins@vlerick.com
Thanks !

33. PLEASE WELCOME…
Mirella Perez
Leadership Development Manager
ArcelorMittal
Self-awareness and development
tool at ArcelorMittal
33 | © Vlerick Leuven Gent Management School