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ASTD DENVER CONFERENCE FEEDBACK 6-9 th May 2012

ASTD DENVER CONFERENCE FEEDBACK 6-9 th May 2012. 9000 delegates 2100 from 76 countries Biggest i nternational contingent Korea (384) 600 delegates ---- 29 Certification Programmes 290 sessions 300 exhibitors - World’s largest HRD Expo 400 volunteers. Denver info .

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ASTD DENVER CONFERENCE FEEDBACK 6-9 th May 2012

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  1. ASTD DENVER CONFERENCE FEEDBACK6-9th May 2012 • 9000 delegates • 2100 from 76 countries • Biggest international contingent Korea (384) • 600 delegates ---- 29 Certification Programmes • 290 sessions • 300 exhibitors - World’s largest HRD Expo • 400 volunteers

  2. Denver info • Flanked by the Rocky mountains • - Rockies stretch 3000 miles • - Highest peak 14,440 ft (4,400 m) • America’s most highly educated city • One mile above sea level • Baby Boomer capital • Brews most beer • Unemployment 2.4%

  3. Who is the better looking?

  4. Moose

  5. American Society for Trainingand Development • ASTD is a world Community of Practice • 70,000 Members from over 100 countries • 68 years track record South Africa • 10 years • 300 members • Members benefits: * Management To-day * HR Future * Human Capital Review * Annual Conference discounts * State of The Industry Research * Network Sessions

  6. Group from S.A.

  7. ASTD Conference Tracks • Career Development • Designing & Facilitating LEARNING • Global HR Development • Human Capital • Leadership Development • Learning Technologies • Measurement, Evaluation, ROI • Trends

  8. Laurie BassiGood Company • Benchmarked 3000 organisations • T&D invested Coy’s outgrow and outperform • Our King Report one of most advanced • Balance of power changing - people are fed up - world force democratisation • What employees say, has the biggest impact on Good Coy’s (Glassdoor.com) • WORTHINESS ERA is emerging ….more than C S R

  9. Plenary Speakers Jim Collins John Kao Heidi Grant Halvorson

  10. Jim Collins – cont. Level 5 Leadership Attributes • ego needs away from themselves • modest, willful, humble and fearless • ambition first and foremost .. company • don’t set their successors up for failure • plough horse not a show horse • look outside the window .. things go well. • when things go badly .. take responsibility

  11. Jim Collins – contd. Level 5 Leadership They don’t cultivate hero status! • Level 5 Executive • Builds enduring greatness through a paradoxal blend of personal humility and professional will • Level 4 Effective Leader • Catalyzes commitment to and vigorous pursuit of a clear and compelling vision, stimulating higher performance standards • Level 3 Competent Manager • Organize s people and resources toward the effective and efficient pursuit of pre-determined objectives • Level 2 Contributing Member • Contributes individual capabilities to the achievement of group objectives and works • effectively with others in a group setting • Level 1 Highly Capable Individual • Makes productive contributions through talent, knowledge skills and good work habits

  12. Jim CollinsLessons from latest research: Great by Choice • Greatness is a function of choice not circumstances • Greatness begins with people (bus analogy) • Pick the right people first and train them • X factor of great leadership (20 mile march) - humility & a ferocious will to succeed - level 5 leaders … deal with crisis … trainable - discipline, consistency, creativity, not overextended • They ask more than tell. • “It is one thing to rise to greatness, it’s another to do so in uncertain and chaotic times.”

  13. New Findings 10x • Best leaders – more disciplined, empirical • Scale Innovation — blend creativity with discipline • Leading in ”the Fast World”, ”Fast Decisions”, “Fast Action” – good way to get killed • Great companies change less in a reactive tive reactive radically changing world.

  14. Characteristics: Exceptional Performers • 20 Mile March: discipline – long term results (Balance and Discipline) • Fire bullets: Then canon balls; Empirical Creativity, experimenting intelligently, data • Preparation and having reserves • SMaC : Coy culture - Specific - Methodical - Consistent • Return on Luck

  15. Collins - cont. Laws and role of L U C K • How leaders face unpredictable positive and negative events • Luck is an event. It’s how you take advantage of it • Great leaders are not luckier • What do you do with the luck you get – return it • High return = every moment we spend with people —honouring the relationship

  16. Collins - Cont. To do’s • Commit to building pockets of Greatness • Get right people in key seats • Find your personal hedgehog (passion) • Commit to 20-mile-march (consistent, control, advice) • Get a high return on your bad luck • Develop pockets of quietness to think • Relook at personal vision - core values — how will the world be different

  17. John Kao • Innovation … key to economic growth • Innovation – our way out of the recession • Learn from Jazz musicians … take the tune and go somewhere with it • Tell the story and extend … extend … extend • Creativity is the universal human ability to generate new ideas. • Innovation is creativity applied to a purpose to realise value

  18. John Kao cont. • Innovation is about developing capabilities that allow the continious realisation of a desired future. It is not INVENTION. • Modulation … finding a new key, migrate to new territories • Risk = failure over and over again • Discipline on one side and freedom on the other side

  19. John Kao cont. How do Jazz musicians learn? • Learn by imitating • Context and being solitary (wood shed) • Mastery vs competence • Fearlessly tread beyond our own personal rainbow • Simple and authentic • All musicians take knocks from their peers, but communities supported by feedback & practice, is where we get our best learning

  20. Learning Through InnovationKevin Oakes Traits of Innovative Companies • Celebrate rather than punish • Encourage small experiments • Partner with stakeholders • Perfect is the enemy of good • Look for innovation in new hires • Leadership is critical • Include as a competency

  21. Educating the next generation Traditionalist 1925-45 - loyalty, rules, formality, pride, obedience Boomers 1946-64 - workcoholics, competitive, loyal, like change Gen X 1965-81 - fun loving, informal, work life balance, poor people skills, value competence over tenure, individualistic, sceptical, no corporate loyalty

  22. Net Generation 1982-99 *Digital natives, questioning, self – absorbed * Continuous learning, external locus of control, need supervision, “Do not listen” * High maintenance, pragmatic, realistic, respect and collaborative approach * Work life balance

  23. Ideal learning Environment for Younger Generations • Collaborative • Challenging • Flexible • Interesting • Structured activity • Use technology • Goal and achievement orientated

  24. DDI RESEARCH Lessons for Leaders • I’m not saying my boss is bad but.. - One in three workers – bosses not effective - 2 of 5 left jobs primary because of leader - 55% are considering leaving - most bosses – uninspiring, lack engagement - “I can do what you do even better” 50% - more men than women - take over from boss

  25. DDI cont. 2. My boss does more harm than good - Boss’s conflict handling .42 % say no - 43% bosses rarely involve in decision - Good team work in minority - Favouritism often sighted as inhibiter

  26. DDI cont. 3. My boss is human. At least I think so - expect tack, respect , honesty, courtesy - 60 % bosses damage self esteem - Negative impact on customer service and innovation. - 30% bosses stay calm/constructive when discussing problems. Dread performance reviews

  27. DDI Cont. • One of the most important and defining traits of an EFFECTIVE LEADER is his or her consistent use of INTERACTIVE ESSENTIALS. • That is those behaviours that enable a leader to address both thepersonal and practicalneeds of the interacting individual • Leaders should strive for 100% consistent use of INERACTIVE ESSENTIALS

  28. DDI cont. • My current boss just can’t compare with my best ever boss. What top leaders do: • Recognise me appropriately • Support me without taking over • Involve me in decisions • Listen to me • Take in explaining rationale for decisions • Take care to maintain my self interest Only 56% bosses help us to be more productive

  29. DDI cont. 5. My boss isn’t necessary bad at everything • 74% - they understand leaders expectations • 66% say bosses provide the necessary support in helping them to be successful

  30. DDI Cont. 6. Why do I need a leader at all? • Effective leaders do definitely improve performance • Lower levels define a good leader as some one who gets things done and builds relationships • 53% would be 40-60% more productive working for the best ever leader

  31. DDI cont. IMPLICATIONS • Leaders need to know their blind spots • Leaders need to develop required effective leadership conversation skills • There are no short cuts

  32. Kagan Dynamic Trainer Workshop3 – 6 September 2012

  33. Kagan Programme for Teachers7 September 2012

  34. 8th Annual ASTD Conference5 – 7 March 2013

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