LRMG LOGO PAGE

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2. Igniting performance in Africa through Creative Leadership Irwin van Stavel Master of Ceremonies 30 March 2012

3. Thank You and Welcome! Current LRMG clients Future LRMG clients  Clem Sunter - Keynote speaker JF Goldstyn - Director: Harvard Business Publishing Taryn Haynes-Smart - Senior Learning Consultant LRMG DreamStars

4. Positioning LRMG Performance Agency 14-year track record of delivering measurable business impact 51% black owned Certified AAA rating as a Level 2 contributor to BBBEE (Empowerdex) ISO 9001 accredited Fully Accredited Training Services SETA provider Over 80 specialist HR & Learning Practitioners Largest and exclusive providers of Harvard & SkillSoft eLearning in Africa 186 eLearning clients in Africa with a 92% yearly renewal rate Nationally represented in South Africa & in 20 countries in Africa

5. LRMG Performance Agency – Golden Circle = Moving the performance needle

6. Introducing Clem Sunter Clem Sunter was born in Suffolk, England in 1944 He was educated at Winchester Collegeand went to Oxford where he read Politics, Philosophy and Economics He moved to Lusaka (Zambia) in 1971 and worked for Anglo American Corporation He served as Chairman and CEO of an Anglo American division from 1990 to 1996 Since 1987, he has authored 14 books some of which have been bestsellers. He was recently awarded an Honorary Doctorate by the University of Cape Town for his work in scenario planning Clem has been married for 43yrs with 3 children and his hobbies include music and golf

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8. Creative leadership and current and future global leadership trends JF Goldstyn Director: Harvard Business Publishing

9. HARVARD BUSINESS sCHOOL – WHO WE ARE Harvard Business School • MBA Program • Individual Focus • On Campus Experience • Candidate Pool • Executive Education • Highly Targeted Audience • On Campus Experience • Develop Highest Levels • Harvard Business Publishing • Scalable Audience • Wherever You Are • Drive Learning at All Levels

10. HARVARD BUSINESS PUBLISHING at a glance Harvard Business Review Group Higher Education Corporate Learning Individual Managers Institutions of Higher Education Corporations and Government © 2011 Harvard Business School Publishing. Harvard Business Publishing is an affiliate of Harvard Business School. All rights reserved.

11. What we do – Delivering on the L&D professionals agenda… • Build Your Skills • Increase reach and scale with impactful solutions • Target key skills and competencies • Integrate learning into your culture and workplace values • Develop a sustaining system of leaders-as-teachers • Build Your Pipeline • Develop next generation of leaders • Accelerate development of high-potential and emerging leaders • Build effectiveness at critical stages of management • Support newly promoted leaders and leaders in transition • Build Your Business • Drive key initiatives • Target vital populations and skill sets • Address key business challenges • Drive action and results with strategically-focused programs © 2010 Harvard Business School Publishing. Harvard Business Publishing is an affiliate of Harvard Business School. All rights reserved.

12. Evolving landscape for Leadership Development Macro trends influencing Leadership Development © 2011 Harvard Business School Publishing. Harvard Business Publishing is an affiliate of Harvard Business School. All rights reserved.

13. Twilight of the lecture? The trend toward “active learning” may overthrow the style of teaching that has ruled universities for 600 years © 2010 Harvard Business School Publishing. Harvard Business Publishing is an affiliate of Harvard Business School. All rights reserved.

14. Best Practices Clients Manufacturing Professional Services Biotech/Pharma Retail Banking Healthcare Learning Design Blended Architectures Action Learning Leadership Portals Leader-as-Teacher © 2010 Harvard Business School Publishing. Harvard Business Publishing is an affiliate of Harvard Business School. All rights reserved.

15. Blended learning Blueprints

17. Implementation Strategy © 2010 Harvard Business School Publishing. Harvard Business Publishing is an affiliate of Harvard Business School. All rights reserved.

19. Challenge Statement/ Targeted Audiences

20. Alignment to Competencies Program Outline LEARNGROWACT

21. china

23. The High Potential Development Process: Development Planning Top Companies focus on accelerated development of high potentials; driven from the top Global Assignments Leaders as Teachers/ Mentors Rotational Assignments Special Project Teams Developmental Assignments Internal Leadership Training All Others Top Companies Source: Hewitt’s Global Top Companies for Leaders Study, 2009 Responses represent 4 and 5; 5=always

24. Leader Led Development • What’s the Value to Organizations/Leaders and Learners? • How can Leaders Engage Learners • Create a teachable POV • Tell Stories • Ask Questions and Listen • Overcoming Obstacles to Creating the Culture • What’s the Expectation in Organizations © 2010 Harvard Business School Publishing. Harvard Business Publishing is an affiliate of Harvard Business School. All rights reserved.

27. Interesting hbr articles

28. Questions and Answers Developing Your Next Generation of Leaders Learn more: http://ww3.harvardbusiness.org/corporate/ © 2010 Harvard Business School Publishing. Harvard Business Publishing is an affiliate of Harvard Business School. All rights reserved.

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30. Insights gleaned from Harvard Business Publishing resources Taryn Haynes-Smart Senior Learning Consultant

31. Igniting creativity

32. The importance of creativity:Findings from the 2010 Global CEO Study • Global business is becoming increasingly complex • 79% of CEOs expect a more complex business environment • We have to think very differently about how to run organizations • More than ½ of CEOs doubt their ability to manage this escalating complexity • Shifting economic power and heavier regulation foreseen • Creativity is a strategic issue • It is the most important skill required to navigate the new landscape

33. Characteristics of the top performing organisations and their creative leaders Findings from the 2010 Global CEO Study Top performers focus on: Developing creative leaders Deepening partnerships with employees and customers Achieving operational agility Their creative leaders: Willing to make deeper business model changes Take more calculated risks Keep innovating in how they lead and communicate Ready to upset the status quo

34. Developing creative leaders A new breed of visionary and empathetic leaders, who act less as commanders and more as coaches, less as managers and more as facilitators, who foster self-respect rather than demanding respect, and who ignite the imagination and encourage contribution from the whole organisation

35. Developing creative leaders 5 critical areas for consideration Cultural, political, organisational and technological barriers Supporting structures, reward systems, processes, metrics and goals Risk taking and learning from failure Best practice vs. Next practice Partnerships with customers, suppliers, employees and competition

36. Tips for managing for creativity • Draw on the right minds • Tap ideas from all ranks • Encourage and enable collaboration • Open the organisation to diverse perspectives • Facilitate the creative process • Construct a clear set of goals • Provide paths through bureaucracy • Create filtering mechanisms • Fan the flames of motivation • Provide intellectual challenge • Allow people to pursue their passions • Be an appreciative audience • Embrace the certainty of failure • Provide setting for ‘good work’

37. Helpful HBR resources • Harvard Business Review Blog (http://blogs.hbr.org/) • Why are creative leaders so rare? • How to ignite creative leadership in your organisation? • Harvard Business Review Articles • Creativity and the role of the leader – Teresa Amabile and Mukti Khaire • Directing creativity: The art and craft of leadership – Piers Ibbotson and Lotte Darse • How Pixar fosters Collective Creativity – Ed Catmull • Harvard Management Update • Creative leadership: Be your team’s chief innovation officer – Judith A. Ross • Harvard ManageMentor

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39. Innovative and Creative Blends for Leadership Development Irwin van Stavel Senior Partner and Managing Executive

40. Research: The Global Leadership Forecast (2010) Why confidence in leaders is declining despite a heightened focus on developing leadership talent. The study surveyed almost 1,500 HR professionals and more than 12,000 leaders from 76 countries. The key findings of this research is as follows: Although 75% of the executives surveyed said that improving leadership talent was a top business priority, just 40% were satisfied with what their organizations were actually doing to help them, a decline of 12% since the last Leadership Forecast was published two years ago. “… what emerges from the report is a clear message that executives want more opportunities to learn on the job, such as special projects or moving to a new assignment, their senior management seldom takes responsibility for making this happen".” Almost 60% of the executives said that they and their manager had not agreed on a formal written plan for their leadership development. And only around 35% of senior managers were held accountable for the success of leadership development programs. Only 25% of organizations monitor their leadership development programs or formally measure their results. "Great leadership doesn’t happen by accident – organizations need to start listening to their leaders and make the right development investments if they want different results than they’re getting now," HR professionals indicated that one in three succession candidates fail.”

41. Shifting in Leadership Competencies Core Leadership Competencies 21st Century Leadership Competencies • Integrity/Ethics - This is the foundation; you must tell the truth and do the right thing. • Visioning/Strategy - Leaders need to point out the way and develop compelling plans. • Results Focus - Leaders must have bias for action and be relentless about getting things done. • Judgement - A great differentiator, it seems you either have it or you do not. • Passion/Optimism - Effective leaders exude positive energy. • Team Building - Great leaders hire and surround themselves with great talent • People Development - People flock to leaders who have a reputation for growing talent. • Accountability - Leaders have to accept and create a culture of accountabilty • Innovation - Leaders must think creatively, while taking initiative and calculated risks, have vision beyond the immediate situation, explore and integrate diverse perspectives, and recognise unexpected opportunities. • Agility - Visionary, collaborative, creative and proactive learning from prior experiences enables leaders to direct sustained success. • Global Acumen - Leaders must have global business acumen, world views and perspectives, and global people leadership and global business knowledge. • Emotional Intelligence - A leader must recognise and understand emotions, and manage personal, individual and team performance using such awareness. • Management of Diverse Workforce - This competency describes how leaders perceive others, and how those perceptions affect their interactions, communication, adaptability and change management.

42. The evolution of blended learning Expand, Blend Improve e-Learning Solve Talent Problems Informal Learning Skills & Specialisation Get Materials Online Mobile, Gaming, Social Learning and Performance Integrated Rich Catalog University Learning Paths Role-based Competency-Based Learning Career Development Deep Specialisation Leadership Development Instructional Design Kirkpatrick Rapid e-Learning Information vs. Instruction Search, Collaboration, Community Information Architecture E-Learning Get Materials Online Interactivity Simulation Blended Learning Collaborative/Social Learning, Content Mgmt., Rich Media LMS e-Learning Platform Learning Portal Blogs, Wikis, Twitter, Mobile and Social networks LMS Enterprise Learning Platform 2007 2001 2004 2011 2015

43. The new way adults learn 10% Training, Reading, Course work 20% Feedback, Coaching, and Learning from others 70% Job Rotations, project teams and challenging work assignments

44. Modern challenges with Leadership and Management development programs • It happens mainly in a classroom • And usually outside the place of work • It’s reserved for the ‘special few’ • The shift from Boomers to X’ers • Lack of timeto apply leadership principles • Influence of company or regional cultures in approach • Not aligned to active learning time (2hrs to 30mins) • Insufficient time to network and collaborate • A lack of inside coaching opportunities • Ability to create and cascade the leadership culture • Recognition for the various leadership styles • Very costly with limited impact on performance (ROI)

45. LRMG Transitional Leadership Xperiences Creating the Future Creating Competitive Advantage Driving Productivity Enabling Strategy

46. “Leadership Google” – Custom Portals Target Audiences Executives Senior Managers CLP Mid-Managers New Managers

47. Sample Transitional Leadership Xperience Modular Blended Experience Target Audiences Generic Leadership Themes Outputs Self Assessment Leading Change Executives Online/Video Learning (1hr) Leading People Harvard Certificate Of Completion Senior Managers Power Session (2hrs) Results Driven Workplace Assignment Mid-Managers Business Acumen Management Workplace Tools Workplace Coaching (1hr) New Managers Managing Diversity Post-Assessment

48. LRMGs Innovative blended learning methodologies and tools • eLearning as knowledge and performance support • V-Learning (lessons from Global leaders) • Storytelling (strategic dialogue) • Rotational Mentoring and Coaching • Collaboration and Social learning forums • Mobile learning (iPhone and iPad) • Leadership Reflections

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50. M-Learning: HBP evolution to iPod, iPad and mobile JF Goldstyn Director: Harvard Business Publishing