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Hi everyone, and welcome to today’s webinar, A New Approach to Coaching Leaders in a Volatile, Uncertain, Chaotic, and Ambiguous World. Hosted by HRDQ-U and presented by Dr. Judith Cardenas.
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My name is Sarah, and I will moderate today’s webinar. The webinar will last around one hour. If you have any questions or comments, please type them into the question area on your GoToWebinar control panel, can actually open that up right now and just shoot us a message as to where you’re coming from.
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So you can find that, and we’ll keep that on your GoToWebinar control panel, And we’ll answer as many questions as we can today during our session time.
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Today’s webinar is sponsored by Strategies by Design Group.
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Strategies by Design specializes in supporting leaders and organizations that are ready to innovate faster and more successfully, and want to design better solutions or experiences for their customers and employees.
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Help foster the culture of innovation needed to stay competitive in today’s modern and ever changing markets. Strategies by Design applies innovative techniques and approaches to achieve immediate engagement and growth to enhance the connection between behavior design and human-centric design. You can learn more at www.strategiesbydesigngroup.com.
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I’m excited to introduce our presenter today, Dr. Judith Cardenas.
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Judith is the President and CEO of Strategies by Design, a consulting firm, helping organizations across the globe to innovate and design successful solutions, and experiences for their clients.
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She has spent the last 10 plus years empowering leaders and organizations to execute their vision and reach their goals through processes focused on innovation, change, and co creation. Her academic background includes a Doctorate in Education Administration, as well as a doctorate in training and performance improvement.
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She has also completed a variety of postdoctoral training and topics such as innovation, design thinking, digital facilitation, and thank you for joining us today.
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Thank you, thank you, Sarah. And thank you, everyone who’s joined us today.
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I’m very excited about our topic, about a new way to coach leaders around the world of lucca, volatility, uncertainty, chaos and ambiguity.
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And let’s face it, we’ve all been there.
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And as we were preparing for the webinar, it was very interesting for some people to come just to say, Why buga year in the innovation space?
2:29
And what we’re finding there, and to everybody who’s out there, that, you know, leaders and organizations cannot be nimble or agile when they do not know how to navigate in a world that’s constantly changing.
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And so, we went into the hut to look for a solution and we are here and happy to share with you our insights of what we’ve learned so far, and how we can move forward, and helping our leaders really learn how to navigate and empower themselves and empower their teams.
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Now, everyone talks about booga, yeah. You can Google what Google is.
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It’s been around that acronym for Volatility and Uncertainty, Chaos and Ambiguity, it’s just a framework that helps us understand the lens of the per, you know, the perspective and build the experiences the leader is having in today’s world.
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And, let’s face it, you just opened the news, open an app with the news and everything stock market. Are we in a recession? Are we not? The world, the world is just constantly changing and changing at a faster and faster pace.
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So what we were realizing, is that the way we were coaching, and the way we’re actually providing consultative services to teams really didn’t help us provide building high performance organizations or teams in a fast way.
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So we really saw leaders who learned to build themselves, but most importantly, wanted to build their own teams in their organizations.
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So we started thinking, what if we can enhance our coaching approach and start building or enhancing behaviors associated with Booker.
4:13
So we’ve all kind of been there.
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We’ve used many wonderful, wonderful assessment tools that are out there, but they really didn’t help us understand what were those behaviors associated with …, and how could it should we coach differently.
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Are all approach to assessment simply gave us a glimpse of how to a person’s personality may impact how they lead.
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Or even react to certain situations By measuring a leader’s propensity for change though and help a coach in in a very different way to navigate. It’s what we want to see the shift.
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We spent a number of months working with leaders using the most common, and the most, I think, well respected assessments that are out there.
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But they told us more about the personality of the individual where they were dominant or were they more innovative or were they more consistent, conscientious, or whatever the terms may be.
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But that just gave us a glimpse of maybe their personality, And what we found is that it was quite difficult to change people’s personality. They just had a propensity to be who they, they really are.
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So we started looking at what if we created a leadership approach to booger?
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So today we’re going to explore the world, a booger, how that has shifted, how we lead, and how do these common elements have actually been, um, elevated in the remote workplace.
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It’s one thing to have a leadership and a team not able to navigate change in a very fast way.
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It’s quite a different conversation from a culture perspective when many of the people are working remotely, and then we’ve identified at least seven behavioral elements. Every leader should, should develop in today’s fast changing world.
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So, we want to start off with a poll. We’d love to hear what your experiences in regards to the impact we could have on your business world.
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Would you say, yep, that’s me? Some tend to be a good, does impact me, or No, not really.
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So, Sarah, could you help me with this poll to see what our audience can tell us today, about how you’re experiencing the impact ruger have on your business world?
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Yeah, So we have the poll live, now you can submit your answer, and then we’ll get those results up on the screen, and we’ll give you about NaN here.
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I see some votes streaming in already.
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And we’ll give you 10 more seconds. If you haven’t voted, You can do so now.
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OK, great. Let’s get those results up on the screen and are you able to see that on your side, Judith?
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Yes, I am. So 47% of us say, Yep, that’s me.
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Um, no book is having an impact on our business.
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We’re all 46 patients that are saying sometimes, with a very small percentage of 7%, say, no, not really.
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That’s not really our organization, and we’re really not being influenced by abukar World.
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I won’t tell you that these survey results resemble very much some results that we actually were able to compile a number of months ago.
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We want to show you how, even though sometimes, you think that it may be influencing you how that is expressed from a behavioral perspective, from a leader.
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So let’s dig in.
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In 20 14, Harvard Business Review published a guide to approach any bugs from the book of categories, volatility, which is really unexpected or instability for an unknown duration.
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So prices may fluctuate, and we all know that prices are fluctuating all the time and we have no control over it.
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Uncertainty, despite lack of any other information, we’re really not sure what change is possible. We’re really not sure how, if we change anything, our business, that we can actually change the outcome of what’s occurring.
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Complexity, the situation has many parts and variables, Some information is available, it can be predicted, most of it can act and oftentimes feels overwhelming and ambiguity.
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There’s no really a precedent that exist. You’re facing unknown of the unknown.
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Now, the one thing that we use, this chart for us when we actually are talking to Teams, is to have an idea of where they fall in these categories.
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And the most common discussion we have is that they believe that ambiguity and uncertainty are somehow connected, But I can tell you that when you dig deeper in organizations, oftentimes they don’t need to have both on searching ambiguity. And oftentimes, they have one versus the other just–I pain of what’s occurring outside of the forces outside of business.
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Everyone feels like there’s some level of volatility. So for the organizations that we work with, we pulled them very quickly to help us help have them help us guide on where do they fall on this spectrum.
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Of course, they picked all four quadrants which is quite common.
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They said volatility is the most challenging thing for them. They just don’t know how long the supply chain may be broken or how long prices are going to stay up or how long customers behaviors are going to change.
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There’s so many unknowns and they have no control over the unknown, which makes it difficult them for B, to be very clear their strategy and their objectives moving forward.
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So, which of the elements do you experience the most? Check all that apply. Do you experience most volatility, uncertainty, chaos or ambiguity?
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CERA help us with this vote.
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Again, love to see what people are telling us.
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Yeah, so the poll is now live. You can select all that apply to you, and, again, we’ll give you about NaN here, and then we’ll get the results up on the screen.
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Wow, the results look interesting and exciting.
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And about 10 more seconds, if you haven’t voted, you can do so.
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All right, wonderful, OK, there’s results.
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OK, and the results are, wow, 31% experience volatility, 75% of our audience today, experiences uncertainty, does not knowing unknown of the unknown, 28 chaos and 52% ambiguity, So thank you for sharing that information for us. I think this webinar, it’s going to be great for you.
11:38
So when we really started looking at, what are those elements really mean, we use these terms. We use booga, almost like it’s part of our daily vocabulary. What does it really mean? What does it really mean for a leader? What does that mean for a team?
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So, what we wanted to do, is, from a leadership perspective, we really wanted to dig in, to understand if we’re starting to grow leaders, And we want leaders to thrive in an environment that’s changing, isn’t it best for us to really have a common definition of what these terms mean from a work perspective.
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So, they were able to really drill down to understand the behaviors that are needed to change or shift, or have a different perspective in order or needed to.
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Actually, I’ll work in these play in a place of uncertainty or ambiguity.
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So, this is where our journey started. We wanted an approach that would measure behavior attribute versus skills, or personality.
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We have some of the most talented and skillful leaders who still have trouble navigating uncertainty.
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Or we have some of the most best, no largest personalities that you have normal leadership. They have vision, and they really compel you.
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But facing uncertainty facing the unknown of the unknown really didn’t resonate with them and they had trouble navigating that.
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So what we’re looking for is how can we measure behavior attributes.
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So we love this, this quote from Zig Ziglar. You don’t build the business.
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He built people, and then then people build the business. You cannot have a successful business without having a lot of successful people helping to grow it.
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So that’s really where our passion comes from. How can we help build people.
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We can’t change the world around us.
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We don’t have that magic wand, and we can’t change the uncertainty or chaos. That’s occurring. None of us have that control.
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But what if we could get a glimpse of understanding how we can measure the behaviors that are connected with each of the Luka elements so that we can actually coach and train teams and leaders to help them understand how they can navigate these elements in a very different way?
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And we found it, we found an amazing tool that actually has 12 dimensions, which are related to the book environment.
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And today, we’re going to focus on seven of the 12 elements, so you can get a glimpse of what we’re doing and how it’s changing our approach to coaching.
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So we wanted to start off with a basic definition, like, What is …, we know what the words mean, but what does it mean?
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So an effective badgering abukar worlds capable of being preoccupied both of the organization and signals from the external environment.
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They had the ability to be adaptable and agile with both of them.
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It can change quickly and pivot whilst still paying attention to the details that matter most to the organization.
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And that is not an easy set of tasks for any manager or leader to actually accomplish.
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But we do believe that when we looked at that definition, it made sense to us.
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They had that ability to look in and look out almost simultaneously.
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Simultaneously, It makes sense of the world around them.
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In that sense, the world around them helped them to optimally adopt and adapt to different situations, not just react.
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This is where we actually started looking at, OK, let’s look at these 12 dimensions. This organization has identified us, see what really they measure and see what’s happening here.
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What we were finding is that leaders do pain on where they were on the spectrum of their career, oftentime, expressed rigidity during these times of uncertainty and ambiguity.
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That they became rigid almost in a way of ally analysis, paralysis by now, you know, analysis.
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Did they just allies to everything, but the world kept changing so much that all the elements they were analyzing kept shifty.
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So how could we create this different approach of actually understanding the propensity to react and behave with these within the certain elements of the …?
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So, the very first behavior that we found that was associated with this particular tool, was Behavior. one was related to curiosity and self-awareness.
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That a book, a manager, is one who understands the depth of the issue.
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It’s curious about it is willing to get out of a comfort zone and it’s willing to be challenged by the difficulty of the situation.
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They don’t focus nestled in the weakness, but they focus on the curiosity of why this is happening and the way it’s happening, why it’s unfolding and the way it’s unfolding.
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That is the behavior definition of curiosity and self-awareness that is connected to the Booger.
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But what gets measured is, is their propensity to be curious, to look for the answers, to test things out, to data themselves, or, you know, thoroughly understand how they react with don’t react to certain situations.
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The situation seemed hope, you know, hopeless.
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Are they just more like curiosity and points of data?
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So, for the very first variable that’s associated with Bucco leadership and this assessment tool, they’re measuring someone’s propensity to just be curious, to ask questions, to look for answers, and maybe answers, not in the most normal places.
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So, I ask all of you, for those of you who are coaching and creating leadership programs, are the leaders that you’re working with, curious?
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Do they have enough self-awareness to understand that their curiosity moves them from a place of being rigid to a place of being more open?
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So that’s the very first element that we measure as an organization.
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The second behavior strategy, we all talk about strategy, strategic leadership, We talk about how we want our leaders to be strategic, but what exactly does that mean?
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So, we went and looked for a definition that we were able to find in the literature blitz. this definition of strategy. We found it to be the most compelling. And is this particular definition of Strategy Is also within the compounds of the assessment itself.
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But it’s really for someone to understand, quickly, the nuances of the ever changing.
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Well, can they be excellent and adapting a global context? Do they have context around what is occurring on the outside environment and their inside environment in order to create strategy.
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So this shifted us drastically. So now I will design programs around strategic leadership. We can say, Oh, this is what we’re looking for.
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We’re looking at someone who can adapt in a very fast way, possibly no make predictions and anticipate future trends that is easily measured.
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Versus someone who says, I’m a strategic leader, show me how.
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So, this second behavior that we measure is strategy.
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And what we measure is whether the person has a propensity to be tracked to be attracted to, activities that involve designing, long term, strategic plan.
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What we were finding, is that the pain on where you were on the spectrum of your career.
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For some people, they wanted a fast act. They wanted to move quickly.
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And you can move quickly and be adaptable. But you also need to be strategic at the same time.
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So, hence, a balance between being strategic from a visionary perspective, being agile form from a reactive or an app reacting to a situation perspective, we found this to be a great coaching moment, as well.
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So, we ask our leaders, if we don’t give them the assessment, We do ask them a basic question. Yourself strategic. And if so, how?
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And if you just see yourself strategic, are you more focused on long term goals? Are you focused on these? You know, customer strategy? Are you focused on designing some unique approaches to the future?
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Or, are you just looking for some quick fixes, so then you can move forward with addressing the need that pops up?
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The third behavior, openness to experience this particular behavior has really kind of changed the way we look at Oh, curiosity.
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So, we have found some leaders that are just really rich in imagination.
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That they know that the change is constant, but the change doesn’t bother them.
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When we work with leaders, we found two distinct camps. We found leaders who just didn’t want to deal with change. They needed their their, you know, approach when they get up in the morning how they have their meetings, how they communicate.
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None of that changed in the face of risk or tolerating some change.
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None of their whole approach was so rigid while we had others who are just very curious and they had imagination and they took every change is almost as an opportunity for redesigning where they could be.
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Now, I’m not saying that a leader within a Booger environment needs to just constantly be imagining, you know, a new future. But what I’m saying is that they need to have the propensity to imagine, to be curious.
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Those who score high in the openness, to experience.
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They understand things easily and their relationship with failure, it’s very distinctly different.
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So we often ask what is your relationship with failure, and they will tell us there is not an option, will we get that kind of answer.
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We know their openness to experience is not going to be really high, and when that’s not really high, their success within a Booger environment, they struggle in that particular kind of environment.
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So what element we do measure with our assessment tool, it’s a propensity to process a great deal of information, understand things and have a lot of idea, but still be imaginative.
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They’ll have that space of curiosity.
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Millimeter, this might know might look this way in the future versus rigidity.
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So one of the elements that we measure as it relates to openness to experience is this particular element, the propensity to process all this type of information.
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Now, what we didn’t notice is that in the remote workplace, Leaders and managers who work remotely their level of imagination was a bit different. Their scores on the assessment just differ a little bit.
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And we don’t know whether that’s because they were have the ability to be on the computer, and they may have different quiet time. And we don’t know all the factors that is the effect of this.
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But we do know that these elements that we measure, there are some distinct change differences between someone who works remotely and someone who works in a face-to-face environment.
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They still both have the need to be open to experiences, but the perception of experiences is a little bit different, and we’ll talk about that in a few minutes.
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The fourth behavior is connection to others.
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Now, this one is really, really interesting, both from a face-to-face and a remote perspective.
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If we believe that, a behavior that’s critical for a local leader to dry in such uncertainty or complexity, it’s for their ability to be connected to others that they have the ability to interact and socialize with ease.
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This isn’t this, this all, this becomes an opportunity for us to coach differently, to coach with different kinds of tools and approaches that will help them interact with people in a very distinct way and in a very authentic way.
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But we also realized that this particular behavior differed from those who manage and lead remotely, versus those who manage and lead face to face. How you connect with others remotely is distinctively different. How you build empathy remotely as different, how you connect with others is different.
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And again, this just opened up another opportunity for us to come to rap.
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How we measure this is we measure someone’s propensity to find it easy to relate to those around them.
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If they feel comfortable, when doing things together with others, we do have a few leaders within our sphere, and all of you probably do as well Who just, they don’t like to be about.
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People, they have been very comfortable working by themselves, and when they work by themselves, that level of isolation does have an impact on how successful they can thrive in a political world.
25:11
So great to know. It’s a great area for us to look at as we are actually building the redesign coaching approaches in the Google environment.
25:22
The fifth behavior, winches, really the most interesting for us is stressing resilience.
25:30
Can someone really have the ability to handle adverse events and with even high levels of complexity, without showing any anxiety?
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Are we showing any fear?
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Do they have the ability to be optimistic and to really withstand failure and quickly learn?
25:50
And again, these definitions come from the literature, and they actually started making sense.
25:56
Like we also we talk about stress, almost like it’s only burnout, but there’s lots of different kinds of stresses. We all have stresses in our on our world.
26:05
But how we handle these dresses and these risks and failures and difficulties, really, it gives us an opportunity to coach in a different place and find where the stressors can actually trigger certain behaviors and call someone not to drive in a book on environment.
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And when a stress, you know, has the ability to actually push someone to the propensity to take action.
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So what we measure as part of our new assessment tool, is that, can they make decisions and act with determination even when it’s complex or risky?
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Can they accept failure?
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It’s one of the questions that’s asked within the assessment of, Can you accept failure from you, and can you learn from your mistakes?
26:51
Some people would say, Nope, there’s no adoption or Perfection is, Is my goal, definitely those types of behaviors are ingrained in people are ingrained in some work environment, and also have a direct correlation on whether someone can actually thrive in a booger environment.
27:11
six behavior is going to be results oriented.
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No matter what the changes are, no matter what the activities are occurring around them, are they focused on accomplishing the task at hand in order to move their organization? Point A to point B?
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We found leaders that actually had the desire to get there, but facing uncertainty are facing some level of volatility.
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They just lost focused on that.
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They, they tend to not geared their energies, or the energy to their teams towards that, they were because they became highly reactive.
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And they reacted in such a way that the end result of whatever that investment of their experience or of their task was just almost kinda went out the window.
28:06
And this, again, was actually supported by research.
28:11
So the element that we want to measure is, is it easy to identify specific actions that can lead to better performance, even though the situation may be difficult, or even unsolvable.
28:27
That’s what we want to measure, does the person have that propensity to actually identify those specific actions during those times of volatility and uncertainty?
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And oftentimes we found leaders who just got clouded up all their energy and time got, like, shifted over to that element that was kirn from an external, or maybe even sometimes from an internal perspective.
28:50
That they really didn’t have focus on the end results anymore. Their focus was to get through the the Marinas, and to get through the uncertainty, even though they were concerned about what they were going to be concerned about.
29:05
The seventh behavior we want to talk to you guys about is leadership.
29:09
Again, a term that we use daily, that has many different definitions for many different people.
29:16
And so we went into the the literature to see, like, OK, you know Posner are hotter.
29:23
How would they describe a leader, especially a leader, within an environment of change?
29:30
Because our belief is that if change is constant, then we need to really look at how we define leadership, so that we can actually help them understand we can help ourselves, and help them understand how they need to lead differently, or they need to be expressed differently in order for them to live in this space. It keeps changing.
29:54
We believe Causer Posner just just really had some really great definitions of a Buca leader or a manager.
30:03
When they define it as a leader, they show enthusiasm and passion for completing tasks, They lead by example, They recognize team achievements.
30:12
They reward people regardless of the ambiguity.
30:18
And so, it became quite an interesting conversation that you can imagine having with leaders in teams and organizations, and I’ll put it back to all of you. Does your leadership?
30:28
This is what they look like.
30:30
Do they actually recognize people and achievements?
30:33
even when things are not quite the same outside the real-world. Well, we don’t know where the economic reality is. Are we in a recession, or we now in a recession? Do we have enough people in our pipeline?
30:47
Do we reward the people that are doing double of a job?
30:51
Even though through all the ambiguity, can we still show that enthusiasm?
30:57
And it was pretty consistent that there were leaders who actually knew how to show and expresses an enthusiasm.
31:04
And there were some that just really couldn’t do it, they didn’t feel that their enthusiasm was either appropriate to express during these times of ambiguity. And it is it’s needed.
31:16
But they also knew that the ambiguity actually took up an emotion within their own selves, their own B, they did not have the ability or propensity to show enthusiasm.
31:28
So, what do we measure the propensity to establish a clear vision and convey to others in a compelling way, regardless of the situation?
31:38
So, let’s think, back to all the leaders that we’ve worked with.
31:41
We’ve worked with many leaders, like all of you have, how many of our leaders had the propensity to just compel us, no matter how hard it was, or, no matter how much we lived in a space of uncertainty?
31:54
So, we wanted to look for something that was also a little bit different.
31:58
When we started looking at assessment tools, we realize most of them were normative.
32:03
Not, most of them, actually report, referred to norm in the group, from a standard perspective, so that when someone took an assessment, their scores, so compared to a standard or two were compared to a larger group.
32:19
We wanted a different kind of assessment. You know, we want an …
32:23
assessment, which suggests that I’d like to kind of measure myself against my own behaviors.
32:32
I want to understand my own propensity based on certain situations.
32:37
Not based against a norm of 100 or a thousand of the people.
32:42
I didn’t want a personality test, but I really wanted to know how often or not do I actually express leadership or clarity, or vision, or the ability to be task oriented and results oriented?
32:56
Regardless of the situation, I didn’t want to compare myself to a group, because, let’s face it, all the organizations who’ve joined us today, all of you are different.
33:07
All of your struggles are different.
33:09
I would, You know, like to say that most probably how you define volatility uncertainty in your own work environment is going to be different.
33:19
So we wanted an assessment tool that was pretty unique that gave us the ability to allow someone to measure themselves against their own selves.
33:28
And that’s how we found great people inside.
33:31
And this is a new people Intelligence platform.
33:35
And I’m not necessarily promoting the platform as much promoting what the platform does for us.
33:42
And even though we may not even use the platform, we use the same types of coaching questions during our coaching interactions.
33:50
When we’re actually talking to people, but leading in a book environment, we liked the assessment, because Customisable, and you can create your own benchmarks.
34:02
We found that was good for the government, wasn’t necessarily good for non-profits, or for-profit, that assessment’s, one size does not fit all.
34:11
And that the organization, for us to build people the best they can be, We needed to find a way to measure, and to coach differently using a tool that measures someone against their own behaviors.
34:28
And even benchmark what that organization wants that behavior to be.
34:33
That was very, very different for us.
34:37
This particular assessment tool has a unique perspective and aspect.
34:42
It is actually normed through artificial intelligence.
34:48
So concludes 129 dimensions, in total, that each time an assessment is completed, the data is norm using AI.
34:57
There’s reliability and validity that’s connected to each of the variables, and the variables can be mixed and matched.
35:06
So I can take all the seven characteristics that I talk to you about in regards to Luka characteristics and add value specific values that are related to that organization or maybe some cognitive aspects that the organization is looking for.
35:20
I can mix and match those particular variables, knowing that each variable actually goes to a level of reliability and validity, each time it’s being used, and that was compelling for us.
35:34
So, what we wanted to do is we really want to see, could we add something that we weren’t trying to adapt into our work, but that the system would adapt to us.
35:45
We were in a space where we used everything that was out there.
35:48
And I won’t name them all, But there are a lot of assessments out there that were more personality driven, that at the end, we could coach around helping someone, maybe tone something down, or increase something up at the end of the day, A personality is a personality, and what we were looking for is, but how does someone’s propensity to behave in a certain way during certain situations, how that expressed?
36:18
So, this particular assessment tool is fully customizable.
36:23
As I said before, we can take all the variables that we have focused on the Booker Environment, and then we can actually measure someone’s propensity to actually act a certain way. I think, curious, Do they reach a goal, or do they not reach a goal?
36:39
We found that, within our own set of data that we have right now, is that most people 10, to lack in one area of book or the other, as you may know, And most of it is around behaviors, learning how to coach and help people express themselves in a very different way, and express their behavior in a very different way.
37:03
This particular tool also allowed us to benchmark inside an organization, so we can take the characteristics that we have here around the elements.
37:18
You know, the elements that we have around result oriented, things of that nature, and we can actually benchmark, at the highest level, cooling the organization, expresses this at the highest level.
37:29
And then actually use that as our benchmark if we wanted to have some kind of normed normative data that’s part of this assessment tool.
37:39
The other thing we’ve found is that we can take these assessments from all these behaviors and create a team assessment to look at the propensity of a team to be curious or to be results oriented, to reach that goal or be optimistic regardless of what is happening.
37:57
So we found this particular tool.
37:59
As I said, one of the most agile tool, it was not normed.
38:04
You’re measuring against yourself, you have the ability to customize any of the dimensions that you want.
38:11
It had 12 distinct dimensions that were correlated to lucca.
38:15
We gave you the top seven, multiple languages, and you have the ability to actually create a team type of luker map.
38:25
Now, I can go into an organization saying, this is how your team reacts, or behaves during times of uncertainty and volatility.
38:35
So with that, we wanted to show you a little bit of how we changed our coaching model.
38:40
Our coaching model is now based on behaviors that are expressed in this case, behaviors directly correlated to Google.
38:50
And we also wanted to share with you that this particular tool, just want to let you know of the tool that that’s out there, and how it’s actually normed and has validation through artificial intelligence, which we found was very, very, you know, interesting for us, though.
39:07
Is it actual out algorithm that would actually validate that particular element?
39:13
For each of the behaviors?
39:15
There are 3 or 4 types of propensities are elements that are measured under it.
39:20
We shared one, the most, You know, one of the top ones that we look at the most, But for each element, like leadership, there are 4 or 5 behavioral elements that roll up to the leadership type of behavior that’s connected to buga.
39:36
So, you get a fairly comprehensive report, and you get a very comprehensive understanding of how a leader can, and cannot function and specific elements within the book environment.
39:48
So, that’s really what we wanted to show with you today, a new way of thinking, a new way of using artificial intelligence with this tool, and just a new way of, of understanding what these definitions of the these elements mean. And this will go world.
40:06
So with that in mind, we’d love to turn it over, to hear some questions. To start. Did any questions pop up during our Webinar today.
40:15
Yeah, so if you have any questions, type them into the questions box, and we’ll answer those today for you. The first question we had was from Arianna Arianna, said I’m wondering what your take on large tech recent responses related to leadership and zucker moments Twitter meta et cetera? Are leadership principles and competencies changing?
40:38
That’s a great question because I had a long discussion with somebody yesterday. So, an Aria, thanks for asking that question.
40:45
Just to let you know, that the conversation I had yesterday we saw was that they told me right off the bat during a call, leadership is leadership.
40:54
No matter what, its, you know, stance the, you know, the definitions don’t change, even the times and things are changing and what we are tending to believe now is that We do think leadership is changing. We see leaders, ship in a digital format, changing, how team leads and innovative organization is very, very different.
41:16
And under Luca, you know, as I said before, we spent maybe about 3 to six months using some of the more traditional assessments that were out there. But we really couldn’t get to the, what’s the propensity of how you behave during uncertainty or ambiguity?
41:31
Well, we got to that moment.
41:33
I would say leadership was redefined for us for the team and the leader that we worked with.
41:40
I want to be on Look, I will be the outlier and I will say, I think leadership is being redefined and it’s being redefined at the moment of uncertainty. And right now, we are living in a world of uncertainty.
41:54
What kind of leader we need in today’s world and tomorrow’s world, I think will also be drastically different.
42:01
We’re seeing organizations hiring people that are not with the specific career career fields.
42:09
For example, I’ve met with someone that just hired a CEO of a bank and they hired someone with IT background and not finance background. And my question was why?
42:20
And they said they use data in a different way.
42:23
They’re able to analyze it and their ability to be very agile and curious was very high.
42:29
So that gives me a tiny bit of a glimpse Ariana that maybe we are changing the definition of leadership.
42:36
Great question.
42:38
This next question we have here is coming from my IE. When we were talking about long-term strategic planning earlier in the session and she asks, what do you consider long term Kobe has changed the definition?
42:54
Yes. I agree with the cupboards changed a lot. A lot of things really. The definition of long terms.
43:02
We still work with organizations that have five year strategic plans.
43:06
If you can believe that, they’re still in the notebook and still on the, the no bookshelf.
43:12
But I do believe long term. You know, we encourage 18 months, two years at the most, and even that feels quite long.
43:21
Iterative planning, Iterative strategy seems to work better in these times of volatility.
43:28
And I still believe, from a business perspective, we’re not out of code that we have not landed, where we will be as a foundational element.
43:39
I think we’re redefining terms as well, we’re redefining success.
43:43
We’re redefining client engagement, employee engagement.
43:48
I think there’s so many factors that are influencing long term types of planning, to be honest with you.
43:56
When we work with government contractors or, you know, our government contracts, they have long term goals and they’re long.
44:04
And yet, in the face of ambiguity and change, those goals shift really quickly. Their planning perspective doesn’t, and they’re thinking about the future doesn’t.
44:16
But I would say, long should not be more than 18 months to two years. And even that just feels long when I say that out loud.
44:23
They think that’s a great question. I think covert has changed it.
44:27
I think we’ll continue to see disruption.
44:30
Um, we will continue to see automation change the workplace and we’re going to continue to see the redefinition of of work in the future.
44:41
And that’s going to happen very, very, very quickly.
44:44
So, so, I agree with you, I think the the amount of change we’ve seen in the last two years, let’s take, you know, used to take 100 years to happen.
44:52
And now, here we are with something that has just shifted our world so, long term, I say that carefully, but I agree with the charter’s better.
45:04
This next question we have comes from Carol who asks, Does this assessment have a 360 component?
45:11
Yes, it has a 360 component, which is barely amazing. You can actually customize your 360 against the values of the organization, along with any cognitive and any other of the dimensions that are related.
45:27
So we have a 360, we have a 180, and it is among multiple languages.
45:32
I believe the last it’s 9 or 10 different languages.
45:37
And the report is very interesting.
45:39
You get a Coaches report, we train people on how to utilize it, and how, actually to customize the assessment for yourself.
45:49
And then on top of that, we have a Benchmarking system inside, inside the great people on Site platform, where you can actually assess 10, 20 of your most, the top performers, and you use that as the benchmark.
46:04
And then there’s a way behind the system that everybody who’s taken an assessment after that is actually measured against the benchmark, so 2 360, 180 a benchmarking profile assessment, and then two straight assessments itself.
46:22
Thank you.
46:24
I should ask, What is the cost of the tool, and your service range for a staff of 50.
46:33
So, I can sit down with you and talk to you about it. There’s a couple of ways we can do it.
46:39
We have had organizations who buy a pool of assessments and just use them.
46:44
We give people, You know, we would give the platform to white label it for you, as well.
46:49
So there’s many different iterations of that, so you’d like to contact me. I’d love to have a conversation with you to see what best fits.
46:57
I will say, what we’re trying to do is empower people, give people the training, so they become masters in the assessment itself.
47:05
There are some cognitive features that you can measure reasoning, writhing mathematical skills.
47:11
And then there’s a set of values you can measure along with behaviors.
47:16
So, some organizations pick and choose.
47:19
So, we’re going to say we have some assessments that are already ready to go.
47:24
Or you can take those, and you can actually customize them even more for your organization, so we’ll love to have a conversation with you about that.
47:32
Great night, and we had a few questions around the costs of assessment, so you’ll be able hopefully that gives you a little bit of clarity, and then you can have some further conversation with Judith offline. This next question we have here comes from Amy and Amy says: How does the leader’s ability to navigate hookah impact team dynamics?
47:53
So we do know that, when a leader itself cannot compel, cannot keep a team task oriented, even through uncertainty or volatility, that the team itself tends to lose enthusiasm. Engagement goes down, and productivity goes down.
48:12
We believe Boogers is here to stay. You know, that the term was actually coined, I believe, in the 19 nineties, if I’m not mistaken.
48:20
And then the report was at Harvard Business Review in 20 14, I think Kovac changed, even how we defined Luca.
48:28
I will tell you, we’ve always we’re in a world of volatility and uncertainty, but I think covert shifted what that meant for us?
48:35
Uh, there’s not a day where I turn on the TV to watch the news, and something’s happened somewhere in the world.
48:42
And we live in a global economy.
48:44
So the actual values of the impacting the team is quite high.
48:49
So a liters ability to navigate a booger and to understand the propensity of their own behaviors has a direct correlation with performance and engagement.
49:01
I will say that that’s heightened even more when the leader or manager works remotely when you’re not even seeing your team are working directly with your team face-to-face.
49:12
There are all these other elements that occur that I believe I can compel someone, but how you compel someone virtually or remotely is quite different, which is an opportunity for coachee.
49:24
So we do have elements of remote assessment, like how to lead remotely. That can actually be combined with a buca assessment as well.
49:34
So, I will say that, for all of those of you who’ve asked about price, which I appreciate the price is not exorbitant. I can, you know, said you all some price points.
49:43
And then we try to be extremely competitive and actually be very agile with our price points only because we believe what we’re measuring is really, really critical.
49:53
I will say that.
49:55
No one graduates from college that I know of who has the Melon elements of being curious and living in ambiguity.
50:03
Although, I must say that this year’s seniors in college, it’s the first generation who actually was born during 911, actually has gone through a number of recessions, and actually had call with shut down during their college years.
50:22
So watching the graduates of college coming out into the workplace, they themselves, you know, you would believe that they would be more resilient, or the ability to react to risks could be a little different.
50:36
But what we’re seeing a glimpse of right now of people who are like an internship’s or who are working inside organizations, they’re actually more adverse to risk. They, for some it could be all the environmental things that they’ve gone through in their short, you know, 22 year delay.
50:53
So Lucas just really, really an interesting concept.
50:57
But we do believe that Colbert shifted the definition of what volatility really means or even ambiguity.
51:06
And this next question we have here comes from Mike, and Mike asks, What three coaching tips would you share with a new leader in today’s workplace?
51:17
First of all, co two tip Number one is, you know, understand oneself, one’s propensity to not necessarily ones, personality.
51:28
You know, you can have an amazing leader, who can navigate through Luca.
51:33
Who could be an introvert, who doesn’t have, you know, just as a painful introvert doesn’t necessarily like to?
51:39
two, you know, be extrovert all the time.
51:44
So, to know, to understand one’s propensities of behaviors to understand how they normally are naturally react to change in shifts.
51:53
In the environment that they have no control over. When coaching question, we always ask, and they will tell you, they will tell you stories of when they’ve been successful and when they have failed.
52:04
It’s a great opener for us.
52:06
I think one coaching question and tip, we also ask if there’s a a piece of literature that’s coming out called Ghost Ghost leadership.
52:16
And basically it’s it’s studies that have been happening at MIT that are focused on how you dealt with conflict.
52:28
And arguments and discourse as a child are often reflected in the workplace as an adult.
52:36
So, oftentimes, we’d love to open up conversations.
52:40
Know, how did you deal with conflict around uncertainty as a childhood and teenage years?
52:47
And do you see similar patterns in the workplace?
52:51
That opens up tons of discussion and really, very engaging and insight tool insights at all, if we use the coach approaches as well.
53:01
Then the third coaching element is really looking back to look forward.
53:07
You know, are there particular patterns or triggers that have occurred in your, in your professional life that you see are pretty common?
53:16
Because when you weave those in, in a world of volatility uncertainty, those triggers and patterns are actually highlighted at a higher level. They’re just like neon light blinking on them.
53:29
And so, those are the three kind of coaching, questions or tips that we have.
53:33
Then we actually, then work with the client around those elements of understand their propensity of behavior.
53:39
We are naturally wired to be very, uh, not responsive to change, and we’re naturally wired to be creatures of habit.
53:51
To understand, someone’s habits, we believe really helps us reveal those behaviors that we think will make some leaders successful, or someone very challenged in the book environment.
54:02
So that’s what I would would share with you.
54:05
We have this comment here from Arianna. Arianna says, the thing is there are so many sources of info pouring in real time through many channels. It’s overwhelming the perception of Foucault change and shift becomes more evident.
54:21
Yes, I agree, I think there’s, and there’s chattered 24, 7 there, she has almost no way to turn it off.
54:30
And even when you don’t have social media or TV, even just walking in a neighborhood takamine people, everyone’s talking about something. And then we have our own self talk.
54:42
You know, we have our own automatic negative thoughts.
54:45
We have our own, um, no triggers of emotions and, and we recall like experiences.
54:54
And it just, it has made bruker something that’s very real.
54:57
And something that I would say, for those of you out there who are coaching or design leadership programs, or who actually are working with clients and new leaders, know, booger. something to pay attention to. Because it has shift, and it has, it’s just very prominent now in today’s world.
55:16
Great, and we have another question here from Kelly and Kelly asks, How can I coach a fast prepare to coach and ethical world?
55:26
one way would be is to, and I know you’ll have access to this PowerPoint, is to go back and really understand the definition of the elements and what’s out in the literature of how it’s defined.
55:38
Knowing that, you know, we talk about things like leadership or strategy, or no curiosity, but what does that really mean? And how does that really expressed? And is it expressed the same way virtually as it is face-to-face?
55:54
Understanding, I think, those basic elements really does help a coach, ask questions differently, and watch for different patterns and different triggers.
56:03
The goal is really to help someone navigate through those patterns.
56:08
To give them ideas and different questions, to ask and have them shift in perspective versus trying to change their personality, I’m never gonna make an introvert or an extrovert. I’m never gonna make, you know, someone, someone that they’re not. but I can give them tools so that they can Navigate the world in a different way and ask questions, maybe, to get a different result.
56:29
So that would be my, my, my response to that question.
56:35
Great, and it looks like we have time here for one more question before we conclude our session today. And that question is coming from Sharon. And Sharon asks, how is your assessment different from what is in the market?
56:49
First, it is normed, that it has validity and reliability.
56:56
It’s normed. Or the validity is actually strengthened through artificial intelligence.
57:03
It is based on a number of dimensions, so you can pick and choose the dimension.
57:07
There are dimensions that you are actually looking to measure.
57:12
We also know that it has the ability to be fully customisable.
57:18
So, it has all the other elements of being mobile and, you know, being able to see it on a phone, or iPad, or computer, or different languages, but it’s actually be been validated, in different countries, as well. Because, as you know, and I know, there’s different meanings to different words.
57:36
So, there are some reliability and validity studies per country as well.
57:41
I think the biggest element is that you’re actually measuring yourself against yourself. You’re measuring yourself against your own propensity or your own set of behaviors for how you would react.
57:52
Each of the elements have a large dimension with the number of questions under it.
57:57
It’s rated on a 1 to 10 scale, on how often, I might do this optimally, I express myself this way.
58:03
And I’m normally myself against my my own.
58:05
I’m thinking about how I do it, not how I do it, compared to how a thousand other people do it.
58:13
So, I think it’s very unique in that way, And we do believe that it’s a new platform to know for somebody to be totally customizable and white label it and have AI elements to it.
58:24
We just feel like that’s a bit more cutting-edge than what’s out there today.
58:30
Well, great. And that does bring us to the top of the hour and includes our Q&A for today. Thank you so much for sharing this information with us today, Judith.
58:40
Thank you. Thank you, Sarah, and thanks everyone, for joining. I look forward to connecting.
58:46
Yes! Today’s webinar was sponsored by Strategies by Design Group, Strategies by Design Group applies innovative techniques and approaches to achieve immediate engagement, and growth to enhance the connection between behavior design and human-centric design. You can learn more at www.strategiesbydesigngroup.com. That does bring us here to the end of our webinar today. Thank you, Judith, and thank you all for participating in today’s webinar. Happy training!