PowerPoint Presentation

Marno Boshoff

The Purpose of leadership

ProcessesTechnologyStructurePolicies

This is the consequence of discretionary engagement

The human factorThe business factor

PerformanceFactor Optimise Stabilise

1. We shift mental models:

Stap 1 Understanding your current mental models?

Mindset of leadership:Reframe, reflect and systems thinking.Postpone judgment so that you can understand different views.

We must develop very critical questioning to understand their current mindset.Ons het nodig om mense te toetsop hulle eie denkraaamwerke. Skep ander perspektiese, nie noodwendig beter perspektiewe nie, maar ANDERS.

Mindshift glo:Mense skep waarde soos wat kliente dit verlang. Groei mense om die org te groei. Masjiene voeg waarde by, maar mense skep die waarde.

2. We bring practicesOns skep nuwe praktyke na aanleiding van nuwe denk prosesse.

Gevare:Besluitloosheid

Bemarkings vrae?

Ons bemark n tweede gesprek.

Ons verkoop n interfensie, nie net n produk nie.

Wat is jou wishlist vir jou organisaie of personeel of afdeling?

Wat is die huidige realititet van die organisasie?

Ons kan die maatskappy in die 1ste gesprek uitdaag deur middel van kritiese vrae oor wat hulle doen.

STABILIZE AND OPTIMIZE:Mpye is op een van twee plekke:Probleme in die huidige situasie, of,Organisasies wat excellDit gan goed maar hulle wil groeiOrganisasies wat in die moeilikheid is

Optimize kan nie gebeur indien die stabiliseerders in plek nie.

Kultuur (dink, praat en optree) laat n organisasie ontplof.The ability of water: Dit kan enige vorm aanneem. Become like water.Leierskap kultuur: Leierskap moet die volgende kan doen: Span effektiwiteit:Inligting kan inwinbepaal konteks, determine realityLos probleme opleer in die game Vestig synergieAanpasbaarheidmaak die skyf

"thinking about thinking"[4]"the intellectually disciplined process of actively and skillfully conceptualizing, applying, analyzing, synthesizing, and/or evaluating information gathered from, or generated by, observation, experience, reflection, reasoning, or communication, as a guide to belief and action"[5]"purposeful, self-regulatory judgment which results in interpretation, analysis, evaluation, and inference, as well as explanation of the evidential, conceptual, methodological, criteriological, or contextual considerations upon which that judgment is based"[6]

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75%

UNHAPPYWORKPLACEUNHAPPYWORLDemployees in the worldDISENGAGEDin lostPRODUCTIVITY(U.S. alone)Gallup 2012Pictured: Office Space, 20th Century Fox 1999

BEST WORKPLACES VS. S&P 500GREAT PLACE TO WORK/FORTUNE MAGAZINE, 2010

Companies with a higher sense of PURPOSE outperform others by 400% in shareholder returns[Companies] who centered their business on a culture of improving peoples lives had a growth rate triple that of competitors. Jim StengelResearch by Millward Brown and Jim Stengel

Stengel Top 50S&P 500400 %300 %200 %100 %0.0 %-100 %200020012002 200320042005200620072008200920102011

-7.9%

382.3%

Stengel Top 50 v. S&P 500

WHY IT MATTERSEffects of Happiness at Work15 years of research shows300%more innovation HBR44%higher retentionGallup37%increase in salesSeligman31% increase in productivityGreenberg&Arawaka125% less burnoutHBR66% fewer sick leaveForbes51%less turnover of staffGallup

PERMA

The emotional spiral effect

Please write down your 3 to 5 most experienced emotions you experience regularly.

Nudge theory says that we are emotional thinkers

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BoredomFLOWFrazzle

Draw your own curveBoredom, FLOW and Frazzle.Story of the doctor operating for 8 hours and the roof caved in.RELATIONAL STRESS ARE THE WORST TYPE OF STRESSWORK Life integration:Share your best moment with someone

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Belief in Powerless-ness or unworthinessYour current realityYour VisionCreative tension

Creating creative tension with a stronger future vision and abandoning the pegs in the past

Have you clarified your vision?What are the pegs you have to let go of?

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People who break through learned helplessness are the ones who go to the top

Learned Helplessness

Learned PositivityWhen bad things happen

When good things happenLearned Positivity

PTSD vs PT GROWTH

Friedrich Nietzsche 1844-1900

The Keeper Test Managers Use:Which of my people, if they told me they were leaving,for a similar job at a peer company, would I fight hard to keep at Netflix?22

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Thank you

Executive coachingDeveloping strong leadership teamsOrganizational culture Building an engaged culturePublic Speaking engagementsStrategic planning and alignment

Good culture produces FLOW and better performance

Think of a time where you outperformed yourself: 26

Kellie Langham (KL) - Sam also recreate this one as well if possible please.

Autonomy

Mastery

PurposePay people enough to remove the issue of money off the table.What really motivate us?

count the fsFeature films of chimpanzees, of dolphins and of elephants are the result of years of scientific research combined with years of experience

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count the fsFeature films of chimpanzees, of dolphins and of elephants are the result of years of scientific research combined with years of experience

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Culture is a transmittable conditionA growth of microorganisms, in a specially prepared nutrient medium under supervised conditions.

The totality of socially transmitted behavior patterns, and all other products of human work and thought. Culture is learned and shared within social groups and is transmitted by non-genetic means = adaptive behavior

Humans are adaptive and 32

Culture eats strategy and structure and restructure

Culture is a stronger force than strategy. Ive been involved in facilitating many strategic planning sessions for organisations, and still do, and understand the clarity it brings to the team. It helps people to focus and understand the big picture. However, very often there is a default culture that nullifies the great intentions we place on paper during a strategic planning session.

If structure determined culture, why would we talk about culture? Restructuring is a way to solve many problems except for culture.Do you think structure will change behavior, or Culture - a new standard of Values rather?

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Culture is revealed in the way weThinkTalkBehave

It is important to understand that thinking always precedes all actions. The way we think determines the way we will speak and act. Therefor it is our thinking that needs to align first, then our speech will follow, and soon after our actions will also just confirm our thinking. Deep seated believes will always surface through our actions. The one disconnect that can actually take place, is the disconnect between speech and actions. I can say one thing, yet do another, but what I do (action) can never be in disconnect with my believe system.

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Kellie Langham (KL) - Sam please can you give new icons to this slide.