Executive Search Professional Recruitment Talent Leadership - PDF document

1 Executive Search | Professional Recrui
Executive Search | Professional Recruitment | Talent & Leadership Advisory | Worldwide Extraordinary results. It’s all about people ™ Challenging the Status Quo in Senior Management Roles - How to asses and develop the necessary capabilities for implementing effective change? UN Career Development Roundtable in St . Gallen, 9 December 2019 Sebastian Volkers, Director, Mercuri Urval About Mr

2 . Sebastian Volkers Mr . Sebastian
. Sebastian Volkers Mr . Sebastian Volkers is a Danish national who designs and implement organizational processes that optimize the use of human resources and strengthen performance . He leads a team committed to the development of an even better and more efficient International Public Sector based on a Nordic management approach . The

3 team motivates individuals, team
team motivates individuals, teams and organizations to develop capabilities beyond expectations and to raise the bar for innovation and efficiency . The aim is to bring enhanced value and quality for citizens and businesses as well as providing an improved working life for staff members . He has advised a number of international and

4 national organizations and busin
national organizations and businesses such as the European Commission, WHO and WIPO . Specialties : Executive Search, Professional Recruitment and Talent and Leadership Advisory . CONTACT : Mr. Sebastian Volkers Director, Mercuri Urval Telephone: +32 491 62 96 05 sebastian.volkers@mercuriurval.com Web : www.mercuriurval.com 1. How can successful change leadership be d

5 efined? 2. Which capabilities are ne
efined? 2. Which capabilities are needed to be a good leader? 3. How can capacity for leadership be identified? 4. How can psychometrics be used to make valid predictions about future performance? Questions to be covered: Executive Search | Professional Recruitment | Talent & Leadership Advisory | Worldwide Extraordinary results. It’s all about people ™ 1. Why is change important and what is leadership

6 of change? Challenging the Status
of change? Challenging the Status Quo in Senior Management Roles Unsuccessful leadership of change result in…  Lower productivity  Passive resistance  Active resistance  Turnover of valued employees  Disinterest in the current or future state  Arguing about the need for change  More people taking sick days or not showing up  Changes not fully implemented  People finding work - aro

7 unds  People revert to the old way
unds  People revert to the old way of doing things  The change being totally scrapped  Divides are created between ‘us’ and ‘them ’. What forces organizations to change?  Political, financial and socio - economic changes  Change in end - user’s demands  Change in input costs/supply availability  Enforced legislation change  Organizational Change  Technological advancements

8 Tool Kit Culture of change  Rapid
Tool Kit Culture of change  Rapid organizational change is thus one of the most important leadership development challenges in all types of organizations  Yet, studies show that 50 to 70 % of planned change fall short . While organizations have mastered the operational or structural side of change, little attention has been given to the

9 people side of change  Ch
people side of change  Change leadership requires leaders, and the organization as a whole, to address beliefs and mindsets and to develop the practices and behaviors that help people adapt to change . The three states of organizational change How things are done today How things will be done tomorrow How to move from current to future Current

10 state Transition state Future
state Transition state Future state 15 Leadership of change is an approach to transition individuals, teams, and organizations to a desired future state. Change leadership operates at 3 levels  Self. How do I deal with change? What is my current change challenge? What do I need to do differently? How do my change style preferences impact those around me?  Others . How do I help my people throug

11 h change, especially when they have no
h change, especially when they have no control or choice? How do I understand and respond to the feelings and response people have to change. How do I build relationships and persuade supporters and detractors ?  Organisations. How do I lead change in the context of the larger organisational culture and political realities? How do I forge a network of change agents, How do I influence up, down and across the organisation?

12 4 main reasons people resist change
4 main reasons people resist change  Fear of unfamiliar  Fear of incompetence  Fear of failure  Fear of losing status Executive Search | Professional Recruitment | Talent & Leadership Advisory | Worldwide Extraordinary results. It’s all about people ™ 2. Which leadership competencies are key for driving change? Challenging the Status Quo in Senior Management Roles

13 What provides change leadership impact
What provides change leadership impact ? - l eaders ’ own assessment of various aspects of leadership Sanction/Reward Formal position Leadership experience Professional expertise Values and Attitudes Personal characteristics No impact Low/moderate impact High/very high impact Transactional and transformational leadership Intellectual stimulation Charisma - inspiration via personality Conditional

14 rewards Laissez - faire Correction
rewards Laissez - faire Correction of mistakes Inspiration by vision Individual attention Transactional leadership Transformational leadership Tomorrow’s leadership ( Henley Business school) Leadership of change is relational – and the leader must demonstrate personal leadership for others should follow The leader will acquire authority: • From within - to th

15 e extent that the manager feels capable
e extent that the manager feels capable to act in the interest of others. • From above - the authority provided through his/her role - formal role - based authority • From below - to the extent that employees have confidence in the leader and decides to follow Within Below Above Expected/required leadership CAPABILITIES • The personality - relatively stable and constant feature of the person des

16 cribing what the person usually do, dis
cribing what the person usually do, dispositions and traits. • Motivation - what drives the person and stimulates particular patterns of behaviour or approaches to complete tasks. • Skills – what the person can do by virtue of cognitive and physical abilities. Personality Motivation Skills The personality is crucial for leadership… • Determines whether a person is appointed leader and whether this p

17 erson succeeds as a leader. • Is bec
erson succeeds as a leader. • Is becoming more and more important during a career. • Is becoming more important as the leaders climbs up in the hierarchy. “Management is more about skills, and leadership is more about character, integrity, passion, curiosity, daring and vision” , Warren Bennis. Leadership is implemented forward - and developed backwards Leadership development includes 3 key questions :  What r

18 esults should be achieved?  What mu
esults should be achieved?  What must be done to achieve it?  What should be learned to do it? Capabilities Behavior Results Leadership development = personal development = leadership development = personal development =  Leadership development and personal development are two sides of the same coin  Others can’t develop leaders. The leader choose to develop him or herself through dialogue and

19 interaction with employees, colleagues
interaction with employees, colleagues, managers and coaches  Development will happen in a social process, which is typically based on:  Self - directed learning  Action learning and  Blended learning. 1. My real self Who I am 2. My ideal self Whom I want to become 3. Learning - and Development needs 4. Practicing and experimenting Coaching In summary: 1. Leadership of chan

20 ge is a behaviour , and it can be exer
ge is a behaviour , and it can be exercised by leaders, managers and employees 2. Leadership of change is defined as a goal - setting, problem - solving and communicative interaction with others 3. Leadership of change is a relationship – leadership is performed and developed in interaction with others 4. Good leadership requires: Results, behaviour and capability, the capability includes: Personality, motivation a

21 nd skills. 5. Leadership is personall
nd skills. 5. Leadership is personally carried: Personality is crucial to whether one is selected as leader and succeed as a leader. 6. Leadership is about creating connection between who you are, what you need to do and how you normally do things. And therefore, leadership and personal development two sides of the same coin. Executive Search | Professional Recruitment | Talent & Leadership Advisory | Worldwide Extraordi

22 nary results. It’s all about people â„
nary results. It’s all about people ™ 3 . How can capacity for change leadership be identified? Challenging the Status Quo in Senior Management Roles How to be successful leader in your organization? The 5 Leadership Continuums As a leader you need to act along a full spectrum of seemingly opposing behaviors – and choose the most effective one in every situation. So how do you do it? LEADING ACTIVITI

23 ES SETTING STRATEGY LEADING PEO
ES SETTING STRATEGY LEADING PEOPLE INTERPERSONAL LEADERSHIP Core Leadership Competencies Behavioral Indicators for Leadership of Change REALISTIC DISRUPTIVE REFLECTIVE ACTION - ORIENTED INCLUSIVE DIRECTIVE CONNECTING INFLUENCING GOAL - ORIENTED PROCES - ORIENTED LEADERSHIP IMPACT Executive Search | Professional Recruitment | Talent & Leadership Advisory | Worldwide Extraordinar

24 y results. It’s all about people ™
y results. It’s all about people ™ 4. How can psychometrics be used to make valid predictions about future performance ? Challenging the Status Quo in Senior Management Roles Assessment Methodology Design A walk through our assessment methodology Behaviour that leads to success in a role and potential Capability & potential In order to predict success accurately it is critical to understand, and where possi

25 ble, measure, all influencers of human b
ble, measure, all influencers of human be hav iour. This method increases accuracy of prediction from typically 50 - 60% from a typical employer interview to over 90% as a result of an objective holistic assessment. Competencies acquired through learning and practice Knowledge Skills Experience Qualities determining how skills, knowledge and experience are or will be acquired and applied in a role Cognitive abilities Per

26 sonality Values, norms & attitudes I
sonality Values, norms & attitudes Interests & motivation We look at every facet of the individual Mercuri Urval Personality Inventory (MUPI) • Questionnaire, 276 questions • Clustered in 3’s (forced prioritizing) x 92 • 6 scale (nuancing, but no middle values) • Structured self - reporting • 28 factors (10 questions per factor) • Sum and STAN9 (1 = Low, 9 = High) Mercuri Urval Personality Inventory (M

27 UPI) MUPI - test protocol: How
UPI) MUPI - test protocol: How you approach tasks and decisions Description Factor Will to make decisions quickly Incisiveness Will to put more effort when setbacks are encountered Fighting spirit Need to avoid failure and criticism Failure avoidance Tendency to keep calm even under stress Balance Prefers a well - structured environment Structure Faith in one’s own capabilities Self confidence Want

28 s to be cautious in decision - making
s to be cautious in decision - making Security Good stamina in routine tasks Routine Puts much effort in completing demanding tasks Persistency MUPI test protocol (2): How you relate to other people Description Factor Involvement in other people’s way of thinking Empathy Doubts the motives and capabilities of others Doubt Ability to establish contact with others Contact Need for positive and supportive rel

29 ations Backing Level of openness tow
ations Backing Level of openness towards other people Trust Need of other people around you Social need Need to be independent and free of rules Self dependence Will to affect other’s opinions and actions Influence MUPI test protocol (3): Motives and interests in work situations Description Factor Need to be more successful than others Competition Desire to help and share with others Charity Need of c

30 hanging environments and experiences C
hanging environments and experiences Change Desire to meet and exceed high demands Challenge Level of energy and efficiency at work Capacity Reflective disposition and interest in problem - solving Thinking Desire to be respected and highly regarded Prestige Desire to have a powerful position Power Tendency to act quickly Impulsiveness Need to have well - defined goals Goal dependence Desire to get value for

31 money/effort Cost benefit If this w
money/effort Cost benefit If this workshop were a person…..this would be your profile 3 4 5 6 7 Self dependence Impulsiveness Backing Charity Change Prestige Structure Social need Doubt Empathy Failure avoidance Capacity Contact Power Security Influence Self confidence Trust Challenge Cost benefit Incisiveness Balance Goal dependence Competition Routine Fighting spirit Thinking Persistency If this workshop were a person…..this w

32 ould be your profile 3 4 4 5 5 6 6 7 7
ould be your profile 3 4 4 5 5 6 6 7 7 Self dependence Impulsiveness Backing Charity Change Prestige Structure Social need Doubt Empathy Failure avoidance Capacity Contact Power Security Influence Self confidence Trust Challenge Cost benefit Incisiveness Balance Goal dependence Competition Routine Fighting spirit Thinking Persistency 2018 VS 2019 2019 2018 MUPI traits aligned to Key Leadership Competencies 0 1 2 3 4 5 6 7 8 9 Change

33 Goal dependence Thinking Impulsiveness C
Goal dependence Thinking Impulsiveness Cost benefit Challenge Structure Failure avoidance Routine Security Incisiveness Self dependence Self confidence Backing Balance Capacity Empathy Power Fighting spirit Charity Social need Trust Contact Influence Doubt Prestige Competition Persistency Developing Strategy Establishing efficient work processes Organising Decision Making Role Modelling Direction setting Building teams Managing / coordinat

34 ing multiple stakeholders Delivering res
ing multiple stakeholders Delivering results Setting Strategy Being Disruptive and Realistic Leading Activities Being Action-oriented and Cautious Leading People Being Directive and Inclusive Interpersonal Leadership Influencing and Connecting Leadership Impact Goal-oriented and Process oriented Creating more value from assessments Through no or low cost activity Assessment Data Analytics Our digital testing suite allows us to rep

35 ort flexibly AND release the power of b
ort flexibly AND release the power of big data… Trusted Experts Extensive Track - record Unrivalled Methods • Consultants with deep expertise in your sector • Highest standards of integrity • Independent foundation owned firm • 5 Decades of delivering successful results • More than 3000 SME, corporate and public sector clients served per year • 70 teams working worldwide from 50 office

36 hubs • The latest methods • Qual
hubs • The latest methods • Quality Assured to ISO 10667 • Guaranteed to solve your problem 94% of executives we recommend succeed AUSTRALIA | AUSTRIA | BELGIUM BRAZIL | CHINA | DENMARK | ESTONIA FINLAND | FRANCE | GERMANY INDIA | ITALY | LATVIA | LITHUANIA THE NETHERLANDS | NORWAY POLAND | PORTUGAL | SINGAPORE SPAIN | SWEDEN | SWITZERLAND UNITED KINGDOM | USA Our of