How Honeybees Inspire Sustainability-Minded Leadership

When was the last time your
Leadership agitated the world?
Sandy Beky
KyoSei Leadership
@SandyBeky
1/26/2015 © 2014 KyoSei Leadership Sandy Beky All rights reserved 0

Ambitions
Make you think about your
own leadership ambitions
and impact
Ideas to venture out of
the well trodden paths
Share my explorative journey into leadership

My Ingredients for Leadership Change
Leaders’ individual aspirations
Honeybees
Circular economy
and personal path

Discovery Journey
1/26/2015 3© 2014 KyoSei Leadership Sandy Beky All rights reserved
2009 Urban
Beekeeping

Context
• Engagement
• Motivation
• Purpose

Connection
Collaboration
Impact
Global Community

Key Leadership Lessons
• Organizational & Power Structure
• Succession Planning
• HR Management
• Productivity
• Communication

Organizational & Power Structure
• Bee World
Followership creates
leadership
Delegation
Accountability of every
member of the colony
Trust in every member of the
colony
Self-Governing Structure
• Corporate World
Leadership does not need
followership’s
endorsement
Delegation and control
Lack of accountability
Lack of trust
“Blind obedience” to
“informed acquiescence”
structure

Succession Planning
• Bee World
Decision-making by the
followers
Queen getting old, failing
or missing
Beehive population
getting too big >>
swarming
• Corporate World
Decision-making a few
(eg: shareholders,
executives, etc...)
Acquisitions, mergers
Interesting counter-
example: GORE WL
Associates

HR Management
• Bee World
Working life cycle based
on age, experience,
energy
Cross training &
redeployment
• Corporate World
Limited internal mobility
from one role to a
complete different one
Limited temporary
redeployment (eg: job
rotation)
= RISKS

Productivity
• Bee World
Not exceeding targets
Preserving physical well-
being
Preserving the
environment
LONG-TERM
• Corporate World
Exceeding targets
Unreasonable objectives
Quarterly earnings
with multiple negative
side-effects and
consequences
SHORT-TERM

Communication
• Bee World
Most efficient intranet in
the world !
Information is widely
shared
Information is
coordinated action
• Corporate World
Information overload and
fatigue
Information is power

Guiding Principles
• Service
• Long-Term
• Meaning/Purpose
• Sustainability
• Diversity
• How vs. How Much

Guiding Principles
For the last 100 million years:
“meeting the needs of our generation
without compromising
the needs of future generations”
It is the most sustainable and advanced
social organization on Earth

Discovery Journey Sustainability-
minded Leadership ?
“Give me a lever long enough and I can change the world”
Archimedes
Ancient Greek mathematician, physicist, engineer, inventor and
astronomer
“For sustainability that lever is leadership”
Michael Fullan
Canadian educational researcher

Discovery Journey
Corporate Research and Study
1/26/2015 15
2012
2013
© 2014 KyoSei Leadership Sandy Beky All rights reserved

Purpose, Meaning
Long-Term
How vs How Much
Sustainability
Diversity
Sales
Director/VP
Chief
Sustainability
Officer
Chief
Diversity
Officer
Consulting
Partner
Chief
Information
Officer
Chief HR
Officer
Leadership Practices
Decision-Making
HR Management and
Processes

Findings – Time Horizon
Corporate Reality
• Deliberate focus on proximate
matters, rather than more
systemic, non-linear, large-
scale, and long-term processes
• Delay in re-examining existing
business models to reflect
longer-term considerations
• Evade the exploration of how
strategy should relate to
ultimate ends (i.e. human
fulfillment and community)
Leaders’ Aspirations
• Put an end to ROI dictatorship
as the only way to measure
performance. Find other ways
than the stock price to measure
the performance of the whole
company.
• Focus attention on employees
ready to act within a greater
global conscience, a more
holistic view of things and a
greater sense of connection
• Pay more attention to the How
vs How Much and What

Findings – Leadership Mindset
Corporate Reality
• Information is processed through
predefined filters to maintain the
dominant logic
• Leaders who are eager to diverge
from the main path, may not rally
the necessary buy-in
• Leaders can be too trusting of
their own judgment, convinced
there is a rational basis for every
decision
• Create models and mechanisms
allowing them to make decisions
with fewer variables and a
simplistic understanding of cause-
and-effect
• Un-train and retrain managers : focus the
learning on behaviors, attitudes, mind-set so
they endure in their jobs not just because
they have the technical skills but also the
ability to elevate themselves and integrate
more complex topics such as sustainability
into their day to day decision making
• Promotion to a managerial role should not
be the result of technical excellence.
Individuals given people management
positions should be selected on their
passion to develop people and see them
change society and contribute to a thriving
world. Outstanding technical performance
denotes an excellent expert but not
necessarily an exceptional leader.

Findings – Purpose and Values
Corporate Reality
• Shareholder value philosophy
• Employees are the most neglected
stakeholder group
• “as a people manager you are
measured on your numbers not on
your ability to recruit and develop the
right profiles; the experience, the
passion that you share with and instill
in your teams has an incredible value
that is not reflected in any metrics
and therefore not recognized. We
underestimate the value of
commitment, passion, and learning.
It’s a real shame because one
committed individual can make a big
difference and there is nothing more
infectious than commitment”.
•
• Adopt different corporate values such
as solidarity, humility, happiness,
health, gender equality, collective
intelligence.
• Define a new social contract, aim for
greater happiness and employee well-
being in the workplace, engage them in
meaning making jobs (that does not
mean that companies cannot downsize
or restructure if they have to).
• Revive the notion of respect towards
the employees and give them same or
better consideration as the
shareholders and customers.

Findings - Sustainability
Corporate Reality
• Sustainability as a tick in the
box approach
• Environmental bias
• Greenwashing
• Fluctuating budget and lack
of buy-in from the top
• Move away from an
inconsistent collection of
isolated and scattered
sustainability projects based
on optional engagement,
volunteering and quick wins.
• For corporate leaders to
factor sustainability into their
decision making,
sustainability needs to be
factored into their pay
structure and impact it
significantly.

Findings - Diversity
Corporate Reality
• Ratio female/male senior
managers is 25%-75%
• Succession planning is more
favorable to men
• Hiring women is more risky
• Lack of endorsement and
incentives to build more
gender inclusive leadership
teams
• Fluctuating budget and lack
of buy-in from the top
• The 21st century workplace
should be a gender balanced
one. Gender diversity should
be the norm and not a topic
that is still treated as an issue
• The lack of women in the
workplace is contributing to
the slow progress in the
integration of sustainability in
the corporate world

Superpower Dilemma
Doing more of the same
Recycling strategies
Sluggish adaptation
Company performance =
the first hindering factor

Emerging Leadership Transformation
Some leaders are eager
and
ready to surf
the wave of change

Circular Economy
2012
2014

Circular Economy
Cradle to Grave
Economy as a societal and
planetary threat and
burden
Cradle to Cradle
Restorative Economy

Product Life Cycle
in a Linear Economy
Manufacture Sell Use Dispose
Design/Build
Phase
Market
Phase
End Of Use
or Life
WASTE
Extract
Mine
Harvest
Natural Resources
Copyright © 2014 Sandy Beky. All Rights Reserved.

Reuse
Renewable Energy
Biological Nutrients
Users
+
Repair
& Reuse
Product
End of Life
Other
Users
Recyclable
Technical
Components
Biosphere
Sharing
Economy
Services
Product Life Cycle in a
Circular Economy

My Ingredients for Leadership Change
Leaders’ aspirations and
Honeybees
Circular economy
personal path

Moving Leadership to a Place Beyond
Bee-inspired
Organizations
Circular HRM
Action Logic
Leadership
Enneagram
revealed
Leadership
Sustainability-minded Leadership
1/26/2015 29

Bee inspired Organization
Put employees and human values at the heart of
the corporate vision and mission
F100 companies : less than 5% mention their
employees in the vision/mission statement

Face the truth, ask the tough questions, no tick the box
• Are the employees aware of the vision, values ?
• Do they understand them?
• Do they believe them?
• Do they translate it in their every day decision making and
behaviors?
• Do the corporate leaders demonstrate belief and
understanding of the vision and corporate values in their
managerial practices? How do leaders talk about the
corporate values?

• Drivers, Beliefs, Behaviors MRI
• Get every layer of the corporation mobilized,
• Diversity of tools: quantitative analysis, focus
groups, 1:1 interviews, idea wall, collective
intelligence workshops, anonymous polls,
etc…

Bee-Inspired Organization
• Refine/Define corporate vision/mission
• Refine/Define corporate values - eg:
Solidarity? Happiness? Health&Well-being
(people/planet) Truth? Transparence?
Purpose? Meaning? Long-Term?
Sustainability? Connected to our Emotions?
• Revisit on a regular basis for said/seen
alignment

• Company wide involvement
• A journey
• Demands courage, authentic,ity perseverance
• Example zero email 5 year initiative at Atos

Data and facts
Copyright© 2013 Sandy BEKY - All Rights Reserved
Confidence in
US Big Business:
22% in 2013
vs. 29% in 2012
(Gallup – June 2013)

Data and facts
Employee
Dis-Engagement
(Towers Watson 2012)
50% not engaged
20% actively dis-engaged
(Gallup 2013)
(Gallup 2013)

Data and facts
Depression in the
workplace in EU:
10% sick leaves
21,000 lost days in 2011
2014 Forecast: €100Bn vs.
€92Bn in 2012
(European Depression
Association)

Data and facts
Sustainability minded
organizations
The choice of 46% of
employees globally
- even with lower pay
vs.
Higher pay
(Bain & Company 2013)

Employee Life Cycle in a Linear Model
Recruitment Employment
Leave of absence
Eg: sabbatical, parental, medical, garden
Retirement
Redundancy
Resignation
(Career Advancement)
(Training Development)
Experience
Exposure
Copyright © 2014 Sandy Beky. All Rights Reserved.(…) left to the discretion of the employer
Direct or Indirect
Cost to society
Potential not leveraged

Reuse
Internal
Redeployment
External
Rotation
Engage
Human Values
Retirement
Partner
&Customer
Ecosystem
Cross-company
Training,
Mentoring,
Coaching, Shadowing
Training
Mentoring
Coaching
Shadowing
Employee Life Cycle in a Circular Model
Development

Circular HRM
• Selection
- Who you are as an
individual
- The values guiding
your life
- How you
demonstrate those
values in
personal/social/prof
essional
environments
- Your potential in
serving and
enhancing the value
of the corporate
values
• Development &
Promotion
- How you serve the
corporate values
- How value other
people’s values
- People Impact
- Sustainability-
mindset
• Compensation
- Behavioral index
- How vs. How
much/What
- People impact
Behavioral HR

Circular HRM
• Selection
- Unconventional/disruptive
profile recruitment vs. cloning
recruitment
- Interpersonal skills vs. technical
skills
- Life experience and work
experience
- Cross-generation
representation
- Gender equal recruitment
- Diverse interviewer panel
- New way of drafting job
descriptions

People, the strong link
of the chainFuture
Society
Business
Leaders
Followers
Education
What Future do we want?
What Society do we need to create that Future?
What Businesses can contribute
to such Society?
What Leaders & Followers
do we need for those Businesses?
What Education will best
prepare those Leaders?

Enneagram Revealed Leadership
• A typology personality invented by Oscar
Ichazo and developed by Claudio Naranjo
• 9 personality types founded on
our basic fear
ego fixation
and our basic desires and motivations to
avoid that basic fear and serve our ego fixation

Enneagram Revealed Leadership
• Our personality is a set of structured strategies,
self-images, behaviors, reactions and defense
mechanisms to cope and survive in our
environment
• We are not just our personality
• We are spiritual beings who have a personality
• Beyond the limits of our personality, and our soul
Is our Essence which is our true nature

Enneagram-revealed Leadership
• Enneagram is one way of identifying how
our personality can gets us locked from a
mental, emotional and behavioral
standpoint and affect our leadership
potential, aspirations
• “The Enneagram does not put us in a
box, it shows us the box we are already
in – and the way out”
Don Richard Riso and Russ Hudson

HOW we construct meaningwe see ourselves & the world
We know what we know
we organize and interpret reality
Action Logic Leadership
Meaning Making System
WHAT needs we act uponends we move towards
we see as the purpose of life

RELATIONSHIP
WITH
Complexity Self
Ambiguity
Time
Past, Present, Future
Ego Development
Meaning Making System
Self Identity
Intuition
Uncertainty
World
Others

Human Development
• constant motion with movements possible in
various directions
Horizontal development = new
skills/methods/facts/ways of organizing knowledge
but worldview and meaning making system remain
the same
Upward vertical development = worldview and
meaning making system evolve and experience a
progression in making sense of reality
Downward vertical development = worldview and
meaning making system experience a regression

Opportunist
Diplomat
Expert
Achiever
Individualist
Strategist
Alchemist
Ironist

Sustainability-minded leaders
Opportunist
Diplomat
Expert
Achiever
Individualist
Strategist
Alchemist
Ironist
Highly-developed meaning making system
+ Very mature worldviews
+ Strengthened personal and interpersonal
awareness
+ Increased understanding of emotions
+ Ability to have a systemic view of reality
+ “and” vs. “or” approach of life
+ Capacity to transcend their ego
Higher stages need lower ones
All stages are necessary parts of an
overall evolutionary process.

They won’t tell you it’s easy…
“If you’re inventing
and pioneering, you have to be willing to be
misunderstood for long periods of time.”
Jeff Bezos
CEO Amazon
“Once you start, you can’t stop”
Yvon Chouinard
Founder and former CEO Patagonia
They will tell you it’s possible!

Thank You!

BACK UP SLIDES

The Achiever
Basic Fear: of being worthless
Basic Desire: to feel valuable and worthwhile
Key Motivations: want to distinguish themselves from
others, to have attention, to be admired, and to
impress others
Direction of Disintegration
Become disengaged and apathetic at Nine
Direction of Integration
become more cooperative and committed to others,
like healthy Sixes

They can and do achieve great things in the world.
They embody the best in a culture and people often
look up to them because they are able to see their
hopes and dreams mirrored in them
They are posed, self-assured, ambitious, competent
energetic, diplomatic , attractive, and charming.
The Achiever
They can be overly status-conscious, concerned
with their image and what others think of them.
They typically have problems with workaholism
competitiveness and can be highly driven for
advancement.
Healthy Threes :
are self-accepting, authentic,
believe in themselves and in
developing their talents and
capacities and truly act as living
“role models”
Unhealthy Threes:
become so alienated from
themselves (have adapted their
lives to the expectations of
others) that they no longer
know what they truly want, or
what their real feelings or
interests are. An easy prey to
self–deception, deceit, and
falseness of all kinds.

Achievers
World-centric
product of western cultures,
Action and goal-oriented, suited for managerial roles
coordinator, relies on logical argument, data and experience,
function well in diverse groups
Focus
Delivery, results, goals, effectiveness,
personal and team success, effective use of time, feedback,
analysis, truth
Time horizon
1-5 years, linear view of time with a future-orientation

Achievers
Sustainability sensitivity
In favor of sustainability committees/councils to integrate sustainability issues
into organizational and procedures
Response to market concerns with respect for ecological issues
Follow-up on organizational sustainability performance
Conventional implementation of sustainability
(e.g.: ISO 14001)
No questioning of management system in place
Focus on eco-efficiency measures

Behavioral dimension
• DOING
How do we interact?
What are the needs we act upon?
What ends do we try to achieve?
How do we cope and master our lives?
What function do others play in our life?

Affective dimension
• BEING
How do we feel about things?
How do we deal with affect?
What is our range of awareness?
How are we experiencing and processing
events?
What are our preferred defense mechanisms?

Cognitive dimension
• THINKING
How do we think?
How do we structure experience?
How do we explain things,
How do we make sense of our experience?
What is the logic behind our perspectives on
ourselves and the world?

Flipping heads…
(Bain & Company 2013)

…or tails
* 81% of 766 CEOs interviewed by Accenture in 2010
*

The Voice of the Expert
YES
in 1 to 2 % companies only

POWER STRUCTURE GLOBAL STUDY
• 2011 – Study by 3 complex systems theorists
from the Swiss Federal Institute of Technology
• Analysis of the relationships between
transnational corporations (TNCs) to map the
power structure of the global economy
• Main finding : control of the global economy is
tightly concentrated into a small core of top
players

43060 TNCs
194
countries
1318 major
players
147 top
players
controlling 40% of
the total wealth
= 20% of global
operating revenues
but own 60% of
global revenues
(control the majority of the world's
large blue chip and manufacturing
firms)
Global Economy
Power
Structure
Barclays, Axa, StateStreet, Allianz
Merryl Lynch, JP Morgan, Aviva,
BNP Paribas, Credit Suisse, Lloyds,
Deustche Bank, Société Générale,
China Petroleum, Morgan Stanley,
Bank of America, Mitsubishi

Yellow dots
1171 very
connected
companies (2 to
20 inter-
connections)
Red dots : 147
tightly knit
companies with
all of their
ownership held
by other
members of the
super-entity

Global Economy Power Structure
• A self contained network of power and wealth
• Highly connected members attract newcomers
• Money flows towards the most highly connected members.
• Distress affecting one member is propagated to the others
• Chain reaction throughout the economy
SNOWBALL EFFECT
E.g.: global financial crisis

Reverse Snowball Effect
• The 1% super-entity could act 'as one’ and make the
conscious decision to become true corporate citizens i.e.
place the interests of Society and Humanity before their
own interests.
• Positive chain reaction
• The rest of the world would have to follow
“Once you start, you can’t stop”
Yvon Chouinard CEO Patagonia

Milton Friedman about
Corporate Social Responsibility
1/26/2015
71
“There is one and only one
social responsibility of
business: to use its resources
and engage in activities
designed to increase its
profits so long as it stays
within the rules of the game,
which is to say, engages in
open and free competition
without deception or fraud."

CORPORATE VISION (or motto, reason for being, essence,
mission)
Values
Beliefs
Drivers
Personal/individual
Management
Principles or
Rationale
Corporate Culture
(beliefs, drivers,
values)
Corporate Governance
(decision making,
business practices,
behaviors)
HR CORE PROCESSES
HIRE, ENGAGE RETAIN
BUSINESS OPERATIONS/FUNCTIONS
Written
and
unwritten
CUSTOMERS, SUPPLIERS, REGULATORS, SOCIETY

Sustainability minded Leadership
Ability to put your values into actions to
get the best of other people from a value and
behavioral perspectives
Value your values
&
Value the people
who make your business valuable

From awareness to action
bEmployee Engagement Pyramid
(Melcrum)

How Honeybees Inspire Sustainability-Minded Leadership

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