林傑敏: 萬變時代的領導五方

主要索引標籤

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Have you ever noticed when you ask someone to talk about a change they 're making for the better in their personal lives , they 're often really energetic ?
Whether it 's training for a marathon , picking up an old hobby , or learning a new skill , for most people , self-transformation projects occupy a very positive emotional space .

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Self-transformation is empowering , energizing , even exhilarating .
I mean just take a look at some of the titles of self-help books : `` Awaken the Giant Within , '' `` Practicing the Power of Now , '' or here 's a great one we can all relate to , `` You are a Badass : How to Stop Doubting Your Greatness and Start Living an Awesome Life . ''

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( Laughter )

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When it comes to self-transformation , you ca n't help but get a sense of the excitement .
But there 's another type of transformation that occupies a very different emotional space .
The transformation of organizations .
If you 're like most people , when you hear the words `` Our organization is going to start a transformation , '' you 're thinking , `` Uh-oh . ''

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( Laughter )

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`` Layoffs . '' The blood drains from your face , your mind goes into overdrive , frantically searching for some place to run and hide .

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Well , you can run , but you really ca n't hide .
Most of us spend the majority of our waking hours involved in organizations .
And due to changes in globalization , changes due to advances in technology and other factors , the reality is our organizations are constantly having to adapt .
In fact , I call this the era of `` always-on '' transformation .

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When I shared this idea with my wife Nicola , she said , `` Always-on transformation ?
That sounds exhausting . '' And that may be exactly what you 're thinking -- and you would be right .
Particularly if we continue to approach the transformation of organizations the way we always have been .

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But because we ca n't hide , we need to sort out two things .
First , why is transformation so exhausting ?
And second , how do we fix it ?

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First of all , let 's acknowledge that change is hard .
People naturally resist change , especially when it 's imposed on them .
But there are things that organizations do that make change even harder and more exhausting for people than it needs to be .
First of all , leaders often wait too long to act .
As a result , everything is happening in crisis mode .
Which , of course , tends to be exhausting .
Or , given the urgency , what they 'll do is they 'll just focus on the short-term results , but that does n't give any hope for the future .
Or they 'll just take a superficial , one-off approach , hoping that they can return back to business as usual as soon as the crisis is over .

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This kind of approach is kind of the way some students approach preparing for standardized tests .
In order to get test scores to go up , teachers will end up teaching to the test .
Now , that approach can work ; test results often do go up .
But it fails the fundamental goal of education : to prepare students to succeed over the long term .

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So given these obstacles , what can we do to transform the way we transform organizations so rather than being exhausting , it 's actually empowering and energizing ?
To do that , we need to focus on five strategic imperatives , all of which have one thing in common : putting people first .

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The first imperative for putting people first is to inspire through purpose .
Most transformations have financial and operational goals .
These are important and they can be energizing to leaders , but they tend not to be very motivating to most people in the organization .
To motivate more broadly , the transformation needs to connect with a deeper sense of purpose .

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Take LEGO .
The LEGO Group has become an extraordinary global company .
Under their very capable leadership , they 've actually undergone a series of transformations .
While each of these has had a very specific focus , the North Star , linking and guiding all of them , has been Lego 's powerful purpose : inspire and develop the builders of tomorrow .
Expanding globally ?
It 's not about increasing sales , but about giving millions of additional children access to LEGO building bricks .
Investment and innovation ?
It 's not about developing new products , but about enabling more children to experience the joy of learning through play .
Not surprisingly , that deep sense of purpose tends to be highly motivating to LEGO 's people .

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The second imperative for putting people first is to go all in .
Too many transformations are nothing more than head-count cutting exercises ; layoffs under the guise of transformation .
In the face of relentless competition , it may well be that you will have to take the painful decision to downsize the organization , just as you may have to lose some weight in order to run a marathon .
But losing weight alone will not get you across the finish line with a winning time .
To win you need to go all in .
You need to go all in .
Rather than just cutting costs , you need to think about initiatives that will enable you to win in the medium term , initiatives to drive growth , actions that will fundamentally change the way the company operates , and very importantly , investments to develop the leadership and the talent .

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The third imperative for putting people first is to enable people with the capabilities that they need to succeed during the transformation and beyond .
Over the years I 've competed in a number of triathlons .
You know , frankly , I 'm not that good , but I do have one distinct capability ; I am remarkably fast at finding my bike .

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( Laughter )

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By the time I finish the swim , almost all the bikes are already gone .

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( Laughter )

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Real triathletes know that each leg -- the swim , the bike , the run -- really requires different capabilities , different tools , different skills , different techniques .
Likewise when we transform organizations , we need to be sure that we 're giving our people the skills and the tools they need along the way .

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Chronos , a global software company , recognized the need to transfer from building products -- software products -- to building software as a service .
To enable its people to take that transformation , first of all they invested in new tools that would enable their employees to monitor the usage of the features as well as customer satisfaction with the new service .
They also invested in skill development , so that their employees would be able to resolve customer service problems on the spot .
And very importantly , they also reinforced the collaborative behaviors that would be required to deliver an end-to-end seamless customer experience .
Because of these investments , rather than feeling overwhelmed by the transformation , Chronos employees actually felt energized and empowered in their new roles .

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In the era of `` always-on '' transformation , change is a constant .
My fourth imperative therefore is to instill a culture of continuous learning .
When Satya Nadella became the CEO of Microsoft in February 2014 , he embarked on an ambitious transformation journey to prepare the company to compete in a mobile-first , cloud-first world .
This included changes to strategy , the organization and very importantly , the culture .
Microsoft 's culture at the time was one of silos and internal competition -- not exactly conducive to learning .
Nadella took this head-on .
He rallied his leadership around his vision for a living , learning culture , shifting from a fixed mindset , where your role was to show up as the smartest person in the room , to a growth mindset , where your role was to listen , to learn and to bring out the best in people .
Well , early days , Microsoft employees already noticed this shift in the culture -- clear evidence of Microsoft putting people first .

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My fifth and final imperative is specifically for leaders .
In a transformation , a leader needs to have a vision , a clear road map with milestones , and then you need to hold people accountable for results .
In other words , you need to be directive .
But in order to capture the hearts and minds of people , you also need to be inclusive .
Inclusive leadership is critical to putting people first .

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I live in the San Francisco Bay area .
And right now , our basketball team is the best in the league .
We won the 2015 championship , and we 're favored to win again this year .
There are many explanations for this .
They have some fabulous players , but one of the key reasons is their head coach , Steve Kerr , is an inclusive leader .
When Kerr came to the Warriors in 2014 , the Warriors were looking for a major transformation .
They had n't won a national championship since 1975 .

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Kerr came in , and he had a clear vision , and he immediately got to work .
From the outset , he reached out and engaged the players and the staff .
He created an environment of open debate and solicited suggestions .
During games he would often ask , `` What are you seeing that I 'm missing ? ''

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One the best examples of this came in game four of the 2015 finals .
The Warriors were down two games to one when Kerr made the decision to change the starting lineup ; a bold move by any measure .
The Warriors won the game and went on to win the championship .
And it is widely viewed that that move was the pivotal move in their victory .

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Interestingly , it was n't actually Kerr 's idea .
It was the idea of his 28-year-old assistant , Nick U'Ren .
Because of Kerr 's leadership style , U'Ren felt comfortable bringing the idea forward .
And Kerr not only listened , but he implemented the idea and then afterwards , gave U'Ren all the credit -- actions all consistent with Kerr 's highly inclusive approach to leadership .

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In the era of `` always-on '' transformation , organizations are always going to be transforming .
But doing so does not have to be exhausting .
We owe it to ourselves , to our organizations and to society more broadly to boldly transform our approach to transformation .
To do that , we need to start putting people first .

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Thank you .

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( Applause )