The Mind of the Leader Core Leadership Strategies for the 21 st Century

Transcription

1 The Mind of the Leader Core Leadership Strategies for the 21 st Century Rasmus Hougaard Founder, Potential Project

2 THE LEADERSHIP CRISIS Lack of engagement Only 13% of global workforce is engaged 24% is actively disengaged Suffering 65% of employees would forego a pay raise to see their leader fired Lack of leadership 77% leaders think they do well 82% of their employees disagree US$ 46 billion is spent on leadership training annually Forbes: Majority Of Americans Would Rather Fire their Boss Than Get A Raise & Gallup 2016 Survey & McKinsey & Co. & ATD

3 IN SEARCH FOR EVIDENCE BASED LEADERSHIP 35,000 Leaders 200+ Executives Leading researchers 350 Corporations

4 #1: THE HEROIC MBA LEADER IS DEAD

5 #2: GLOBAL MOVEMENT People centric leadership & cultures

6 #3: LEADERSHIP STARTS WITH THE MIND Leading YOUR ORGANIZATION Understanding Leading YOUR PEOPLE Understanding Leading YOURSELF Understanding

7 #4 MINDFULNESS, SELFLESSNESS AND COMPASSION Mindfulness: Being present. Fully focused and fully aware.

8 THE PAID REALITY Pressured Always on Information overloaded Distracted

9 ATTENTION DEFICIT TRAIT 47% Harvard Business Review: Overloaded Circuits: Why Smart People Underperform, Edward M. Hallowell / Killingsworth MA, Gilbert DT. A Wandering

10 ADT AT WORK Mindful Distracted Conscious choices Autopilot Sense of control Loss of control Resilient Focused Prioritized Engaged 53% mind on task 47% mind off task Stressed Frenzied Action addicted Disengaged Creative Cognitively rigid Killingsworth MA, Gilbert DT. A Wandering Mind Is an Unhappy Mind. Science 12 November 2010: Vol no. 6006, p. 932 DOI: /science

11 Our data - 73% leaders feel unmindful most of the time - 96% leaders would like to be more mindful 67% of leaders describe their minds as cluttered As a result, 65% of respondents often fail to complete their tasks. The biggest sources of distraction are: demands of other people (26%); competing priorities (25%); general distractions (13%); and too big of a workload (12%).

12 Productivity THE ATTENTION ECONOMY Understanding and managing attention is now the single most important determinant of business success Accenture Institute of Strategic Change, Thomas Davenport: The Attention Economy - Harvard Business School Press High attention Normal attention Time & skills

13 HOW ATTENTIVE ARE YOU?

14 NEUROPLASTICITY THE MIND CAN BE TRAINED

15 MINDFULNESS: MANAGING ATTENTION TASK AT HAND

16 TRAINING THE ATTENTION MUSCLE

17 THE NEUROLOGY OF MINDFULNESS ATTENTION MIND WANDERING Posterior cingulate cortex (deep) Posterior inferior parietal region Medial prefrontal cortex Lateral temporal cortex Precuneus AWARENESS OF WANDERING Dorsolateral prefrontal cortex Anterior insula (deep) Anterior cingulate cortex (deep) Inferior parietal lobe Dorsolateral prefrontal cortex Scientific American, The Mind of the Meditator, November 2014 REDIRECTING ATTENTION

18 BENEFITS OF MINDFULNESS AT WORK Better task performance Dane 2011 Decreased multitasking Levy 2012 Enhanced work-life balance Fortney 2013 Creativity & Innovation Murphy 1996 Increased problem solving Kinder 1997 Fewer sick days Barret 2012 Better decision making Ruedy 2011 Increased job satisfaction Fortney 2013 Enhanced focus Reb 2013 Ethical decision making Shapiro 2010 Increased retention Dane 2014

19 BENEFITS OF MINDFULNESS FOR YOU Increased Sleep quality Black 2015 Increased happiness Hanson 2009 Enhanced attention Zeidan 2010 Increased grey brain matter Pagnoni 2007 Better immune function Jacobs 2011 Decreased stress Gregoire 2015 Increased Emotional intelligence Schutte 2011 Better heart rate variability Wolever 2012 Improved mental fitness Pagnoni 2007 Reduced cellular aging Epel 2009 Balanced blood pressure Rosenweig 2007

20 SURVIVAL OF THE FOCUSED The more focused, the higher rank

21 THE SPEED OF MINDFULNESS If you re not present, you may as well not have the meeting. Dominic Barton Global Managing Partner, McKinsey

22 MINDFULNESS AND SELF-AWARENESS Without mindfulness, I have little selfawareness, without selfawareness I have little impact Jennifer Woo CEO & Chairman Lane Crawford Joyce Group

23 MINDFULNESS AND ENGAGEMENT Arne Sorenson, CEO, Marriott You'll never connect with your people unless you really focus on them. And then when you're in conversation with them, A, you'll learn nothing, and B, they will know that you had no interest in them. On both scores, you've just failed that test.

24 I initiated the program expecting that we would become more focused and productive. That has happened and I am grateful. However, I realize another much bigger change: I experience on myself and my employees that we are becoming better human beings. Thomas Berg, Sales Director IF Insurance.

25 THEMINDOFTHELEADERBOOK.COM The Mind of the Leader has captured the essentials of leadership in the 21st century; Being mindful, selfless and compassionate. With these, we are better able to engage our people and bring more value to our clients. Dominic Barton, Global Managing Director, McKinsey & Company The Mind of the Leader is a forward and practical guide for companies wanting to evolve their leadership capabilities to engage both the minds and hearts of today s workforce. Kathleen Hogan, chief people officer, Microsoft As The Mind of the Leader demonstrates, creating the context for others to find meaning, purpose and a sense of connectedness is becoming the hallmarks of a productive and engaged organization. Patricia Wallace, Director, Leadership, Talent & Organization Development Disney University With a foreword by Arne Sorenson, CEO Marriott

26 The Mind of the Leader Core Leadership Strategies for the 21 st Century Rasmus Hougaard Founder, Potential Project