We’ve evolved from Management to Leadership, and now need to evolve to Creativeship, defined as the necessity to create an organizational culture that can compete and thrive in this new era.
The combination of technological advances (including social media), globalization, shifting economic drivers, government intervention, vastly different motivational drivers within different generations, and the emergence of social responsibility is leading to a pronounced shift in the definition of leadership.
Over the past 25 years, we have seen the shift from managing things, data, process (management) to leading people (leadership).
Going forward, leaders will now need to focus on Creativeship – defined as creating sustainable cultures.
This presentation will push you to think differently on how best to flourish in this era of speed, technological advances, and innovation.
Key take-a-way points include:
* Why you need to link your employment brand to your product or service brand
* Importance of thinking global
* Why and how to leverage social media
* Best practices to boost innovation, speed, technology, engagement, purpose, inclusion, collaboration, and engagement
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The Evolution From Management From Leadership to Creativeship
1. Creativeship: The Evolution from Management to Leadership to Creativeship Presented by: Bob Kelleher President and Founder The Employee Engagement Group www.EmployeeEngagement.com http://www.facebook.com/monsterww @monster_works @monsterww http://www.monsterthinking.com/ http://www.youtube.com/user/MonsterVideoVault
2. Over the past 15 years, I’ve learned that Employee Engagement is the “Secret Sauce”
12. Creativeship:1. (noun) The Creation of Great and Sustainable Cultures and Business Models2. Made possible through a tenacious focus on Purpose, Engagement, Performance, Innovation, Branding, and Growth
17. Purpose It’s not just what you do, it’s why you do it Performance Innovation Engagement Purpose Branding Growth
18. “Provide choices for nurturing the body, the community, and the planet” "To inspire and nurture the human spirit -- one person, one cup, and one neighborhood at a time."
19.
20. “Tomorrow’s Companies will need to have the brains of a Business School Graduate….. …and the heart of a Social Worker” Thomas Friedman “The World is Flat”
25. “Commerce and justice must be linked. You can have profitable growth and be committed to the environment, your immediate community, and social justice abroad. Jeff Swartz, CEO The Timberland Company
32. Employee Potential Company Performance Employee Engagement:“Unlocking Employee Potential to Drive High Performance” Employee Engagement A Mutual Commitment …resulting in the capture of Discretionary Effort
36. According to a recent Deloitte report… 49% percent of employees are in the process of looking or plan to look for new employment over the next 12 months And 63%of Generation X plan on changing jobs over the next 12 months Deloitte 2009 Human Capital Report“Managing Talent in a Turbulent Economy
42. Only 49% of employees believe their executives create a work environment that drives high performance Blessing White Employee Engagement 2011 Report
60. Over the years, we correctly linked Diversity with Equity …but forgot to emphasis Innovation
61. Old Diversity ModelEquity Work Background Functional Specialty CommunicationStyle Education Age Generational Sexual orientation Race/ Ethnic Heritage ParentalStatus Income New Inclusion Model:Innovation Physicalabilities/qualities ReligiousBeliefs Organizational Role & Level Culture Gender Military Experience GeographicLocation Thinking Styles
62. “There is a fine line, betweenChaos and Creation” Paul McCartney It’s a Fine LineChaos and Creation in the Backyard, 2005,
63. “When New Technologies or Upstarts Cause Great Companies to Fail”Clayton Christensen Harvard Business School
66. Creativity is unlearnedas we go through life* #113 Laughter 98% Creativity #83 Questions #65 #41 32% #11 Frequency #6 2% 0 5 8 Age Retirement 44 * What a Great Idea Chic Thompson
67. As businesses grow, so does bureaucracy…and we move from cultures ofwhy,towhy not, to because
70. Case Study B E R Y L Paul Spiegelman, CEO of BerylAuthor of Why is Everyone Smiling?, The Secret Behind Passion, Productivity and Profit, (2007, Brown Books Publishing).
71. Create Cultures of Technology and Speed Performance Innovation Engagement Purpose Growth Branding
72. “640K of memory should be enough for anybody.” a guy named bill gates, 1981
75. “We tell our clients, scrap your 30 second TV ad. Let's do 200 online videos in two days..” Key Word Search: Super Bowl Ad Wieden+Kennedy, 2011 Fast Company
81. Employee Value Proposition (EVP) A clear and compelling story – Why Should People Work Here Differentiate you from your “competitors” Engage existing employees Encourages those who should work for you to FIND YOU
82. What do these companies have in common? Tri brands –Product, Employees, Customers
83. Brand Deliverers Brand Believers Brand Knowledge Brand Awareness The Holy Grail of Branding
103. 1990 1980 1970 1960 1950 1940 1930 The future workforce will change 4.5 4.0 3.5 The Boom Years: 1946-1964 Birth in Millions 3.0 The Bust Years: 1965-1980 2.5 2.0 Source: U.S. Census Bureau International Data Base C
114. Your New Organizational Model Career Bursting Climb the Ladder Job Rotation Career Deceleration Job Creation Movement Upward Horizontal Downward Within
119. ….do you still think leadership is justabout leading people Purpose Globalization Technology & Speed Growth Engagement Preparation Execution Career Bursting Creativeship Inclusion Branding Performance Career Bursting Socialization Innovation Generational Leverage Transparent Communication Sustainability
120. Questions Thanks for Listening… Bob KelleherThe Employee Engagement Group www.EmployeeEngagement.com