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Danish Management Society Copenhagen, June 1, 2017

Agility & Learning in the C-Suite: So necessary , and yet so hard!. Danish Management Society Copenhagen, June 1, 2017 Dr. Jean-François Manzoni President and Nestlé Chaired Professor IMD (Lausanne and Singapore). Four things we know about learning in the C-suite.

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Danish Management Society Copenhagen, June 1, 2017

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  1. Agility & Learning in the C-Suite: So necessary, and yetso hard! Danish Management Society Copenhagen, June 1, 2017 Dr. Jean-François ManzoniPresident and Nestlé Chaired Professor IMD (Lausanne and Singapore)

  2. Four things we know about learning in the C-suite

  3. Kumar Mangalam Birla talks to GE's Jeffrey Immelt April 6, 2008 Jeff Immelt, Chairman and CEO of GE KMB: What do you think made Jack select you for the role of the chairman? JI: You know...I always think people get a chance like this not because of what they know but more because of how fast people think they can learn. I’d have to think that may be Jack and the board thought that I was a good learnerand that I could adjust to the world and drive the right changes at GE.

  4. Four things we know about learning in the C-suite Knowing-doing gap…

  5. Why is it so hard for senior leaders to continue to develop new behavioural responses? • Awareness gap… • How do I function? • What impact does this functioning have on others? • Why am I functioning this way?...

  6. Why is it so hard for senior leaders to continue to develop new behavioural responses? • Producing non-habitual behaviour is hard • Realise there’s a choice…

  7. In Science, November 12, 2010 (Vol. 330)

  8. Develop your Mindfulness • http://en.wikipedia.org/wiki/Thich_Nhat_Hanh • http://www.goodreads.com/author/quotes/9074.Thich_Nhat_Hanh • Very few executives spend much time here-and-now! • If you’re not here-and-now, the habit wins! • Learn to bring yourself back here-and-now • Conscious breathing exercise… (Thich Nhat Hanh) • Plan breaks into your schedule • Meditation practice

  9. Why is it so hard for senior leaders to continue to develop new behavioural responses? • Producing non-habitual behaviour is hard • Realise there’s a choice… • Set aside/suppress habitual response

  10. Brain plasticityhttp://www.youtube.com/watch?v=Chr3rQ6Vpcw Neurons that fire together wire together The more repeatedly they fire together, the stronger the “wiring” together

  11. Why is it so hard for senior leaders to continue to develop new behavioural responses? • Producing non-habitual behaviour is hard • Realise there’s a choice… • Set aside/suppress habitual response • Habits are powerful!! • Self-control is costly… • Inventing a new response here-and-now…

  12. On Practice Practice for musicians….. Practice for soldiers… “As an educator, I fear world-class business schools and high-performance businesses overinvest in “education” and dramatically underinvest in “training.” … That business bias is both dangerous and counterproductive. (Navy) SEALS can’t afford it. “Under pressure, … you don’t rise to the occasion, you sink to the level of your training. That’s why we train so hard.” (1) Please write the word: Anticonstitutional (1) How the Navy SEALs Train for Leadership Excellence, Michael Schrage, May 28, 2015https://hbr.org/2015/05/how-the-navy-seals-train-for-leadership-excellence

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