BCM professional of the future

7th BCI NL Forum event BCM professional of the futureDoing today what is necessary for tomorrow

Date : Thursday, 16th March 2017Venue : AEGON NV, Aegonplein 50, 2591 TV, The Hague

Jan Wognum MBCI06 [email protected]

I did a lesser good job in:

• Telling a simple inspirational story (‘Why’); ‘selling urgency’• Getting full commitment from management & the Business

• After that I mastered my soft skills (Change management, coaching, mediation)• Organizational behaviour

• Leadership

• Systems thinking

• It helped me in my current job : organizational coach / Agile coach / trainer

Could I have achieved more then with the knowledge I have now?

I want to share about that today

Sporting athletes vs. Business Continuity professionals

• Sporting athletes train very specific

• BCM Professionals deliver continuous performance and train relatively little

Thesis:

• BCM Professionals in general train too one-sided.

• They need balanced training.

• BC professionals do need more human- leadership- and communication skills in general

• Besides that, the urgency of knowing more about the soft stuff is becoming higher

WHAT WE DESIRE FOR

AUTONOMY

PERSONAL MASTERY

INSPIRATION

KNOWLEDGE

SKILLSPROCESSES

STRUCTURES

“HARD STUFF”

“SOFT

STUFF”

WE NEED BOTH!

THIS PRESENTATION IS ABOUT: MASTERY OF THE “SOFT STUFF”

Recovery is synonymous with growth

• Trials and setbacks make us stronger

• Stress which is not compensated by recuperation impairs efficiency

• Develop your endurance by voluntarily expose 'positive pressure'

• Better endurance means a faster recovery

• You do that as professional by training yourself (hard & soft)

Mastery of the BCM professional

CHANGE

THE NEED OF MASTERY SOFT SKILLS

Exponential & fast change

Working over borders and cultural boundaries; more global

More complexity; more data; Need of ‘bigger picture’ thinkers

Self organisation & alignment

Getting things done ‘faster’ and ‘leaner’

Current lack of sufficient ‘enable power’(change possibilities, power & skills)

Attracting talent; Different needs and choices professional

So the need is getting higher and higher !

World Perspective

Engagement

Organisational Leadership

Autonomy & alignment

Cultural dimension

Enable power

CHANGE PERSPECTIVES

How does this effect the BCM professional?


WORLD PERSPECTIVE

EXPONENTIAL CHANGE

Disruptive new techniques

Blade, the world’s first 3D-printed supercar

More innovation by mixing various sciences and know-how

It’s a fascinating and challenging time we live in

The 6th Innovation wave

The future is now

And hundreds of new companies still to comeIt will affect everything and everyone

BC Challenges

BC challenges, trends

Lack of budget & resources; Prohibitive costs

High complexity

Lack of top management commitment, buy-in and support

Low priority given to BCM compared to other deliverables

Lack of business unit support

Lack of a BC culture

Staffing difficulties (loss of business continuity staff and difficulties in recruiting staff with appropriate qualifications)

•Lack of competent staff

•Lack of staff involvement

Source: various BC companies

Human skills are needed

Lack of budget & resources; Prohibitive costs

High complexity

Lack of top management commitment, buy-in and support

Low priority given to BCM compared to other deliverables

Lack of business unit support

Lack of a BC culture

Staffing difficulties (loss of business continuity staff and difficulties in recruiting staff with appropriate qualifications)

•Lack of competent staff

•Lack of staff involvement

Coming from predictive surroundings

Work and outcome are understood before execution

Given a well-defined set of inputs, the same outputs are generated every time

Follow the pre-determined steps to get known results

Moving towards a more complex and fast worldthe future is in a hurry

Simple

• Everything is known

Complicated

• More is known than unknown

Complex

• More is unknown than known

• Somewhat predictable, but with many surprises

Chaotic

• Very little is known

• Very unpredictable

Project type Characteristics Leader’s Job

Chaotic • High turbulence• No clear cause-and-effect• Unknowable's• Many decisions and no time

• Immediate action to re-establish order• Prioritize and select actionable work• Look for what works rather than perfection• Act, sense, respond

Complex • More unpredictable than predictable

• Emergent answers• Many competing ideas

• Create bonded environments for action• Increase levels of interaction and

communication• Servant leadership• Generate ideas• Probe, sense, respond

Complicated • More predictability than unpredictability

• Fact-based management• Experts work out wrinkles

• Utilize experts to gain insights• Metrics to gain control• Sense, analyze, respond• Command and control

Simple • Repeating patterns and Consistent events

• Clear cause-and-effect• Well established knowns• Fact based management

• Use best practices• Extensive communication not necessary• Establish patterns and optimize to them• Command and control

Complexity & management style

Traditional waterfall projects

The illusion of manufactural projects

Failing projects

We needed another way of working; Introduction Agile working

• Inspect• Adapt• Transparency

Faster delivery of added value

Like a guided missile:

We needed another way of working; Introduction Agile working

• Inspect• Adapt• Transparency

Faster delivery of added value

Like a guided missile

Why more agility?

Faster time to market Early ROIFeedback from real

customersBuild the right

products

Early risk reduction Better quality Efficiency Customer satisfaction

Alignment PredictabilityEngagement existing

and new talent

And even sometimes:

•“Because someone told me”

•“Because our competitor does”

ENGAGEMENT


ENGAGEMENT

For great change we need engaged professionalshow do we get them in ? | how do we keep them in ?

Todays market & mindset makes that engagement gets more and more important

New: School of happiness | Escape of the city | The young rebels | etc.

What engages modern professionals?

3 main reasons

• Autonomy

• Mastery

• Purpose

Autonomy vs. Hierarchy

Mastery needs learning and experiencing

Personal mastery

Mental models

Systems thinking

Team learning

Shared vision

Learning organization The learning organization (LO) – Peter Senghe

Lets do a small test

But, after you learned something…

Things are not the same as before…

Learning is easy; re-learning is difficult

Mastery needs further development of EI & SI

Emotional Intelligence

(E.I.)

Self-awareness

Managing emotions

Self-motivation

Empathy

Handling relation-

ships

Peter Salovey - Yale psychologist

The 4 quadrants of EI :

Self Others

Aw

are

ne

ss

Self awareness Awareness of others

Act

ion

s

Self management EI or Social Skills

All change starts here

• Positive impact on others• Strong healthy and

effective relationships

A leader who is emotionally intelligent will

Better decision-making

Be more intentional in their actions

Create an environment where people want to work

Show they care and build trust

Use their energy and enthusiasm to motivate others

Temper negative responses to distressing situations

There is no need to push, pull or bully people to make a change; force and energy are not the issue.

The issue is meaning

Mastery BCM professional

ORGANISATIONAL LEADERSHIP

Transformation of the

organisation to the next level,

demands a transformation of the

leadership first.

GANG

COMMUNITY

CORPORATE

ECOSYSTEM

CHURCH

- position

- fear

- what not to do?

- efficiency

- conformity

- what is being told?

- effectiveness

- recognition

- how am I rewarded?

- relation

- consensus

- what is expected?

- abundance

- fulfilment

- what do we believe in?

do as your told,

and stay alive

do as your told,

and live well

win,

and have a good life

contribute,

and live well

live well,

and prosper

TEAL’S THEMESEVOLUTIONARY PURPOSE AND FULFILMENT

ETHICS AND INTEGRITY

SELF-LEADERSHIP AND COLLABORATION

WHOLENESS, RESPONSIVENESS AND ADAPTABILITY

inspired by Frédéric Laloux, Ken Wilber, Clare Graves – stages of human consciousness

Book: Reinventing organizations

power

structure

result

harmony

purpose

identity

MAGENTA

TRIBE

follow traditions,

and survive

- survival

- inclusion

- how to do things

around here?

RED

AMBER

ORANGE

GREEN

TEAL

Agile organisation require agile leadership

stage objective drive structure leadership decisions promotion compensation transformation

purpose abundance fulfilmentself-organising

teams / networksself-leadership

intuition, dialogue

and trust

rearrangement of

roles

self-set salaries,

peer calibration

constant

adaptation from

within

harmony relation consensusempowered

pyramidservant leadership

dialogue and

consensusbest connector

team targets and

bonusses

co creation of

change

result effectiveness recognitionpyramid with

tunnels

hierarchical

leadership

top down

impact basedbest achiever

individual targets

and incentives

based on predict

and control

structure efficiency conformity rigid pyramidrule based

leadership

top down

rule based

right background,

matching criteria

fixed salary linked

to rankplanned change

powerindividual

positionfear

fluid,

personality based

fear based

leadership

top down

impulsiveboss’ darling

boss can give and

takecoup d’état

identity group’s survival inclusion tribal wise eldersconsulting the

spiritsseniority fair share

STAGES OF HUMAN CONSCIOUSNESS IN A BUSINESS CONTEXT

TEAL’S METAPHORE: THE LIVING ECOSYSTEM

Leadership is not defined by the exercise of power but by the capacity to increase the sense of power among those led. The most essential work of the leader is to create more leaders.

Mary Parker Follett - 1925


AUTONOMY & ALIGNMENT

From command & control to self-organizing

METAPHOR OF THE WILD GARDEN

“Also a wild garden needs direction.”

AUTONOMY & ALIGNMENT


CULTURAL DIMENSION

Organizational cultures - Quinn and Cameron

• Creative work environment• Leaders are innovators• Experimentation and innovation• Leading, Flexible and

Individualistic

I don’t believe in cultural change programs. I do believe in positive enabelers in practice.”

Jan Wognum


ENABELERS

To build a great adhocracy culture we need enough ‘enabelers’ and ‘ambassadors for change’ in the organization.

Jan Wognum

The need of enabelers within teams

Self organizing needs enable power within the teams

Tools of the Enabelers:

• Good listener

• Powerful observations

• Powerful questions

• Understanding and knowledge of organizational change & human behaviour

• Coaching skills

• System thinker

Enabelers characteristics

Servant leader

Open minded; Open to change

Unbiased; Objectively

Collaborative

Humble

Cool minded

Enthusiastic

Honest

Courageous

Dare to be different

Challenging (‘against the wind’)


HOW DOES THIS EFFECT THE BCM PROFESSIONAL?


REAL CHANGE STARTS WITH ME

How does this effect the BCM professional?

BCM is part of all this change; we’re not apart of it!

Be prepared for more complexity

Like the Sport Athlete, we need to train our self wide

We need to engage our self and the professionals we work with

We need to understand the importance, different needs and choices around Autonomy, Mastery and Purpose

More Agile projects will come

We need next to IQ also EI / SI skills to achieve goals

We need to know more about Agile Leadership to lead coalitions and get more influence

We need to know more about Self organization & alignment

We need to know more about creating a positive culture

We need to be part of the new ‘enable power’

Mc. Clelland

visible behavior

convictions

motivations

values

How?

What?goals

Why?

THE ICEBERG

I, you, we

We need others to grow

Johari window

Courage and persistence

Success is not final. Failure is notfatal. It is the courage to continuethat makes the difference.

— Winston Churchill

We need broad specific education and training ?

In practice; De Kernploeg

• Our goal is to raise enablement power in organizations

• We trained hundreds of professionals to be more enablers in their profession

• The basic training is the same; By target specific customization

• Everybody can improve if he’s open to learn

• “How practicable is this training in your field?” : 9

• “Has this training given you insights that will help in practice more quickly achieve your goals“: 9Ratings:

Possible programme design

• Individual intake, 3 blocks of 2 days and intermediate assignments

• 12 Weeks after last block: reflection block of 0,5 day

• 6,5 Days in total, group size 12

• (Experiential) learning – teaching – applying – reflecting

• Horizontal and vertical synchronisation

• Individual coaching session

• Peer to peer coaching

• Optional: Coaching on the job

• Self awareness: personal purpose, beliefs, behaviour and wholeness

• Leadership: the art of helping and nurturing craftsmanship; from ego- to eco-system

• The others: connection, empathy and intuition

• Listening and asking questions

• Collective purpose and story telling

• Alignment and autonomy, fulfilment and voluntary contribution (ethics)

• Responsive enterprise

• Transparency, inspection, adaptation, continuous improvement and adding value

• Influencing team dynamics, dialogue, feedback, handling conflict and crisis

• HR systems and mechanisms that fit the innovative organisation

• Diversity and x-cultural collaboration

• Follow up

• Peer to peer coaching

• Optional on the job coaching

• Vertical synchronisation

• Made to measure topics especially for the professional group

Possible topics

Conclusion

• So… Could I have achieved more then with the knowledge I have now?

• Mastery is about de hard stuff and the soft stuff• Both are important; Together they determine your effectiveness

• It needs continuous attention

• BCI needs an executive made to measure soft skill training for BCM professionals world wide• I’m willing to help

THIS STUFF REALLY WORKS ...... EXCEPT IF YOU DON’T USE IT

Still questions?

• Questions about (customized) soft skill training for the BCM professional?

• Questions about how to build enable power in your organization?

• Questions about the philosophy Agile or the Scrum framework?

• Questions about Agile implementations?

• Questions about the role of the Agile coach

• Questions about self-organization & alignment?

• Questions about Agile Leadership or the Agile culture?

You can always call or write me:

Jan Wognum MBCI

06 81894960

[email protected]

mailto:[email protected]

De kernploeg geef hun eigen rainingen op een unieke buiten locatie midden in de Randstad en midden in Het Groene hart’

Het Koetshuis, Hazerswoude DorpM. 06 - 28 688 112 ; [email protected]

BCM professional of the future

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