LEADERSHIP DEVELOPMENT IN THE AGE OF THE ALGORITHM

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INDUSTRIAL MANAGEMENT (PHILLIP HARVARD) MOHD FARID RAZALI MAYARA VENERANDO MARTINS AZRUL IZZUAN AHMAD NAZRI Leadership Development In the Age of The Algorithm

OUTLINE:

OUTLINE Step 1 Choose an algorithmic assessment 2 Step 2 Give the assessment to the company’s best leaders. 3 Step 4 Use the algorithm to target techniques to the right people. 4 Step 5 Make the system dynamically intelligent. 5 Conclusion 6 7 1 Step 3 Interview a cross section of leaders to discover their techniques. Introduction

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INTRODUCTION

BEST PRACTICE LEADERSHIP:

Formulaic Model Collect all the various approaches to leadership Remove the weird outliers Packages the rest into a formula BEST PRACTICE LEADERSHIP All the performance appraisals is condensed into a formula which provides our learning content.

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Is there any best practice and is leadership generic? Could it be different ? Is it possible to build a system that delivers different training content for different leaders?

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Strengths Encouraged to develop Different successful leaders Manage differently

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SCALE CONCEPTS, NOT TECHNIQUES Techniques Can’t be effectively transferred to all leaders May look forced when used by some leaders Concepts Scalable Turn into a practice in the leader’s hand

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Leaders’ characteristics Predictability Authenticity, the most precious commodity Learn best when from leaders whose strengths match yours Consistency

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STEP 1- Choose an algorithmic Assessment.

STEP 1:

Use an existing personality metric, such as Myers-Briggs , DISC , or the Herrmann Brain Dominance Instrument . StandOut - Situational judgment test (people indicate their likeliest response to a series of situations.) Needs a tool for identifying each person’s leadership type STEP 1

STEP 2 - Give the assessment to the company’s best leaders.:

STEP 2 - Give the assessment to the company’s best leaders.

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STEP 2 1. Different kinds of leaders 6. Harvest, filter, and deliver. 2. Individuals who represent each of the different kinds of leadership that exist within the company 3. Interview those people to find out what are their distinct practices 4. Techniques and innovations 5. Find huge differences , differences of technique, differences of approach.

STEP 3 - Interview a cross section of leaders to discover their techniques.:

STEP 3 - Interview a cross section of leaders to discover their techniques.

STEP 3:

STEP 3 - Leaders with different strength roles had very different approaches . Assess all developing leaders and feed each one practices derived from excellent leaders who have the same leadership type. Diana - Hampton Inn & Suites in Pennsylvania Using a mascot to symbolize the behavior Turtle - “because you won’t make any progress unless you stick your neck out,”

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Tim - Hilton Garden Inn in Times Square Lending library - sending a symbolic message that workers are empowered indeed, expected to share their knowledge. Steve - Hilton Garden Inn at the Toronto airport “the law of three and two” - Check guest feedback three times a day and respond to all comments, whether good or bad, within two hours STEP 3

STEP 4 - Use the algorithm to target techniques to the right people.:

STEP 4 - Use the algorithm to target techniques to the right people.

STEP 4:

STEP 4 When devising the app, we relied on certain principles : Short delivered as staccato burst (alerts, updates, tweet) The brain is build to pay more attention to short, frequent stimuli than to sustained input Interactive after receiving a technique, an employee can either “ditch” or “bank it”. Personalized The apps delivers techniques from leaders with different sort of strength to add surprise and to avoid the echo-chamber effect.

STEP 5 - Make the system dynamically intelligent. :

STEP 5 - Make the system dynamically intelligent.

STEP 5:

STEP 5 Personalization algorithm is that it must know you better over time As you rate the effectiveness of the technique you receive, the system tracks your reactions and becomes smarter about which technique to feed you The system should also become smarter of itself Interview with the very best leaders add raw material for the ongoing tip feed

CONCLUSION :

CONCLUSION

CONCLUSION:

CONCLUSION Formulaic model Distinct leaderships Techniques works differently for each leader Ignores the recognition from extra “work”

CONCLUSION:

CONCLUSION New model: Scalable and considers particularities Stable to train and dynamic to incorporate the “new” Personal leadership coach Gather techniques, tips and practical innovation Classify them according to each individual’s unique leadership Provide each one the techniques that fit best Refines the content by your techniques

CONCLUSION:

CONCLUSION “Help you become the great leader that is YOU”

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