leadership development in the 2020 workplace

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Leadership Development in the 2020 Workplace

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Speaker: Jeanne C. MeisterFounding PartnerFuture Workplace

Moderator: Mike Prokopeak,

Vice President, Editorial Director,

Chief Learning Officer Magazine


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Mike ProkopeakVice President, Editorial DirectorChief Learning Officer magazine


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Jeanne C. MeisterFounding PartnerFuture Workplace

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Copyright, 2010 Future Workplace

Leadership Development In The 2020 Workplace

Jeanne MeisterPartner, Future Workplace

Future [email protected]

Sponsored by Blackboard

For more information, please email [email protected] or call 888-719-6123

mailto:[email protected]


Available Now on Amazon

Research Conducted:2,200 Panel of Working Adults

Segmented By GenerationSurvey of 300 Leaders of HR/Talent

Management50 plus Personal Interviews

Buy On: 800CEOREAD

http://800ceoread.com/book/show/9780061763274-The_2020_Workplace

Leadership Development In The 2020 Workplace




AGENDA1. Three Trends In The 2020 Workplace

2. Impact On Leadership Development &

3. What Are Forward Thinking Companies Doing?

4. What Can You Do Now?


1880

1980

19902010

Industrial Revolution

Computer Revolution

Internet Revolution

Information Revolution

ParticipativeRevolution

Revolutions are happening faster and faster.

“The information revolution will empower individuals and democratize everything…” – - Steve Jobs, Apple

2020


Three Trends:

Globalization

Demographics

Social Technologies

BY 2020: global access to markets and talent will reshape business

BY 2020: five generations will be working side-by-side in organizations

BY 2020: social media will connect employees, customers, and partners for immediate communication


GLOBALIZATIONFinancial Times Top Fifteen Country Headquarter in the Global 500 Locations over the last 3 years.

Country 2005 2006 2007 2008 2009United States 219 197 184 169 181

Japan 43 60 49 39 49

UK 33 36 41 35 32

China 8 11 16 35 43

Canada 22 22 23 24 27

France 28 30 32 31 23

Germany 19 19 20 22 20

Australia 8 8 11 11 14

Spain 9 8 12 14 13

India 5 4 8 13 10

Switzerland 12 11 12 12 10

Brazil 5 8 7 11 9

Netherlands 9 8 10 8 8

Italy 12 11 8 7 7

Russia 4 8 8 13 6

2005 to 2009 change

17%

18%

438%

100%

75%

80%

42%

Globalization Changes the WorldTop 15 Changes for Headquarter Offices

Globalization


IBM: Building Global CitizenshipSkills With Corporate Service Corps

Globalization


In 2009 500 CSC Participants Went to 12 Countries IBM Designated as High Growth Brazil China Egypt Ghana India

Malaysia

Nigeria Philippines Romania TurkeyVietnam South Africa

Globalization


Will there really be five generations in the workplace?

15



QUICK POLL: What Generation Are You?

Traditionalists Born: prior to 1946

Baby Boomers Born: 1946-1964

Generation X Born: 1965-1976

Millennials Born: 1977-1997

Demographics


TR

AD

ITIO

NA

LIS

TS

BA

BY

BO

OM

ER

S

GE

NE

RA

TIO

N

X

MIL

LEN

NIA

LS

GE

N 2

020

>1946 >1964 >1976 >1997 1997 - ?

90m

70m

50m

30m

10m

??

?

Working side by side in 20205

GE

NE

RA

TIO

NS

Demographics

© 2010, Future Workplace


Today

Baby Boomers

Generation X

Millennials

Generation 2020

0% 20% 40% 60%

Traditionalists

22%

0

38% -7%

36%

4% -4%

58% vs 70%

• The median age in the US is 36.7 while in emerging markets…Median age: total: 26.3 years male: 25.3 years female: 27.3 years (2009 est.)

USA Emerging

Demographics


2020

Baby Boomers

Generation X

Millennials

Generation 2020

0% 20% 40% 60%

Traditionalists

20%

22% -9%

50% +6%

1

7% +6%

Demographics

© 2010, Future Workplace


In Just Two Years …

20

Demographics


Email Is So Yesterday

04/10/2023 21

Demographics


Diverse Communication Needs

Traditionalists Baby Boomers Generation X Millennials

Communication Style Formal

Guarded through hierarchical

channels

Hub & Spoke through specific

channels

Hyper Connected, transparent, Eye-

catching; fun

Delivery

Detailed; prose-style writing, prefer

print, f-2-f

Chunk it down but give me everything,

print, f-2-f and some online

Online, some f-2-f, games,

Wired, Seamlessly connected, In

Constant Search & Find Mode

Context

Relevance to my security; historical

perspective

Relevance to the bottom line and my

rewards

Relevance to what matters to

me

Relevance to now, today and my role

Problem-Solving HierarchicalAccept

Traditionalists “hierarchy”

Independent, self-Reliant

Collaborative, Rarely Individually

Peer/Manager Feedback Annual & formal

Annual or Biennial, Less Formal

Monthly or Weekly

Immediate, On-Demand, Constant need for mentoring

& coaching

Decision Making

Formal and Go through proper

channels

Self-Made, Inform The Team

Involve The TeamSeek Input &

Agreement From one’s “network”

Frequency Of Communication

In digestible amounts

As needed Whenever Constant

Demographics


(Note social Learning is defined as learning that leverages a host of social media tools inside the enterprise such as an internal social network, blogs, wiki’s, online video sharing, threaded discussions)

Yes No Yes In 2012 Want To But Trying To Get Buy-In

QUICK POLL: Is Your Organization Piloting Social Learning In 2011?

Demographics


9% 87%

Predicted over next three years, they would

likely use Web 2.0 in learning function

Web 2.0 playing a major role in

learning function

2008 2011

Creating Connecting Collaborating Reacting Organization Acceleration

BlogsUser Gen

Podcasting

Soc NetsVirtual

Online Comp

WikiOpen Source

Basecamp

CrowdsourceRSS

Widget

ForumsRatingsReviews

TaggingMashUps

UniqueSearch

Web 2.0 Relationship Model“Groundswell”

Social Technologies


5 Top Benefits (Increased)

CollaborationPeer-to-peer learningKnowledge sharingProductivityMeet Development Needs

Benefits & Barriers Of Social Learning(Based Upon Social Learning Boot Camp Attendees & Consulting Clients)

5 Top BarriersConfidential LeaksConfusion on UsageLack Of Client Understanding Decreased ProductivityPass Along Wrong Data

Social Technologies


www.socialmediagovernance.com Social Technologies


Inability to rapidly develop skills to address current/future business

needs Lack of leadership capabilities Employee skills not aligned with current organizational priorities Inability to collaborate/share knowledge across the organization Inability to attract qualified candidates Inability to build an engaged/motivated workforce Unable to deploy/realign resources against new opportunities Inability to retain key employees Labor costs higher than competitors Difficulty in modifying staffing levels due to local labor regulations

Social Technologies

QUICK POLL: What Do You See As Top Three Workforce Related Issues Facing Your Company


Growing Importance Of Leadership Development

Social Technologies


Think About This As You Explore Leadership 2020

5 Generations In The Workplace % Employees Work Outside Of USA % of Employees Have A Remote Manager % of Employees Are with Current Employer Under 5

Years % Of Employees Report To A Leader From A Different

Generation #1 Reason Employees Leave Their Job Is A Poor

Relationship with Their Immediate Manager

Social Technologies


Leadership 2020 Model: Being This Kind of Leader… Requires These Management Behaviors

Collaborative Mind-set

• Inclusive decision making• Genuine solicitation of feedback

Developer of People

• Mentors and coaches team• Provides straight feedback

Digitally Confident

• Uses technology to connect to customers and employees

Global Citizen

• Has a diverse mind--set• Prioritizes social responsibility

Anticipates and Builds for the Future

• Builds accountability across levels• Champions innovation

Copyright, 2010 Future Workplace 31

Collaborative Mindset

“Being a successful collaborative leader is

about delivering results across boundaries.”

David Archer & Alex Cameron


uCern - Realize the Potential of the Network…

uCern is…- Cerner’s collaboration network for associates,

clients, and partners where healthcare and IT intersect

uCern has…- Discussions, blogs, videos, wiki

documentation, and social networking

uCern’s vision…- Leverage mass collaboration to reduce time

between DISCOVERY and ADOPTION

uCern Member Organizations

Current Stats:• Over 4,250 communities covering every topic our clients

and associates care about• Over 26,000 members including over 18,000 clients• 3601 Videos , 99,096 Discussions 45,448 Documents,

112,816 Wiki pages

Current Stats:• Over 4,250 communities covering every topic our clients

and associates care about• Over 26,000 members including over 18,000 clients• 3601 Videos , 99,096 Discussions 45,448 Documents,

112,816 Wiki pages


Developer Of People

“People development is directed at employee, team & community”Brian Schipper, SVP HR, Cisco


Developer Of People: Cisco: CCMP

Self, Team, Community Focus Training, Activities, Assessments, Points based Leverage Quad technology platform Integrated solution to support other corporate initiatives;

Rewards, Talent Connection, Collaboration


Digitally Confident

1) Digitally proficient with technology: computer, blackberry w/ Bluetooth, web casts, Twitter, Yammer, FourSquare etc.

2) Leveraging the speed of technology to generate growth (ie: shorter period of time for great ideas to spread like a virus)

3) Utilizes and leverage social networks (Facebook LinkedIn, Twitter, Yammer, )

• Leverages technology to accelerate speed of decision making and business impact


Digitally Confident

Web 2.0 usage

Study of 743 Companies who say they will leverage the web for learning & development

9% use the web today

87% will use by 2011


Global Citizenship • Global citizenship: Understand

how to conduct business in a

foreign country, develop an

increased cultural intelligence

and a deeper appreciation of

relationships between

business & society, as defined

in The 2020 Workplace:

How Innovative Companies

Attract, Develop & Keep

Tomorrow’s Employees

Today


Build A Global Mindset: www.globesmart.com

38


http://www.cisco.com/en/US/solutions/ns669/images/tps_3000_large.jpg

Champion Innovative Thinking :A Cisco TelePresence Meeting


Yes, Likely Now Yes, In Five Years Never

QUICK POLL: How Likely Do You Think It Is That Leaders Will Be Rated On A Tool Like YELP?


Every Person Will Have a Reputation Score …

starting with leaders

www.futureworkplace.com 4104/10/2023


Who Would You Rather Work For? Now You Can Rate Your Peers


What Can You Do NOW?

Understand Trends Clarify Implications To Your Markets Identify Next Practice Benchmarks Build & Recruit For Leadership Competencies 2020 Introduce social tools in pilots and low-risk situations Get to know some Millennials! Consider reverse

mentoring with one. Review your HR programs for Millennial friendliness. Open up to allow peer-to-peer feedback


Social Learning Boot CampDetails at www.sociallearningbootcamp.com

The Social Learning Boot Camp, March 7-9, 2011- An Executive Education Programme Taken Directly From Chapter 6: Of The 2020

Workplace book- Partner Is IESE Business School,165 West 57th Street, New York, NY

- Experience and use the iPad during the workshop- Learn from peers and subject matter experts what works in

re-inventing Learning & Development- Build a business plan for a Social Learning Pilot- Be Part Of An On-going Community Of Organizations Re-

Inventing Learning & Development

- Email Us: [email protected]



Let’s Continue the Dialogue…Jeanne [email protected]@jcmeister

www.futureworkplace.com www.2020workplace.com/bloghttp://www.facebook.com/the2020workplacehttp://www.sociallearningbootcamp.com

Sponsored by Blackboard

For more information, please email [email protected] or call 888-719-6123


http://www.futureworkplace.com/

http://www.facebook.com/the2020workplace

http://www.facebook.com/the2020workplace

http://www.sociallearningbootcamp.com/

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Jeanne C. MeisterFounding PartnerFuture Workplace

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