Management Development @ Meshed 2012

Introduction lecture2012/12/19

Agenda

This morning we’ll have a look at:• Today’s challenges in MD• Tomorrow’s challenges in MD• Key Success Factors• Creating a learning organization• The Meshed Solution

Let’s first look at some international trends…

TODAY’S CHALLENGES IN MD

Virtual teams

• Global economy• Global partners• Global teams

How do I deal with having a team that spans across continents, time-zones, cultural borders? Working with people who are not my employees, but for whom I take the lead in a project…?

Kevin Eikenberry

Emotional engagement

• I-come-for-the-money• I-leave-for-the-money• No emotional involvement of staff

Making emotional links between employees and companies is of utmost importance if we are to keep the 75-80% of “unengaged I-come-for-the-money” workers actually involved and ready to innovate and go the extra mile…

Michael Stallard

Cultural differences

• Generation gaps• Preference/lifestyle gaps• Political gaps

People tend to associate “culture” with countries, but it’s bigger that than: Generation gaps, preference-gaps, political gaps…. these all have an impact…

Alfredo Castro

Integration – systems thinking

• Training budget cut in economic decline• Lack of top talent• Training not tied in with business objectives

Most companies face the challenges of having top talent ready for strategic changes in the company. Management development often not high on the corporate agenda…

Frank Lloyd

What are the current challenges in Mongolia?

Fairly similar?

TOMORROW’S CHALLENGES IN MD

The manager as a coach

• The manager does not have “direct control” over his virtual team:– Hire and fire– Rewards and penalties

• Managers’ focus more and more on softer skills to manage his team

Global, intercultural communication

• What communication tools to use?• Acknowledge and accept differences?• Use differences as a catalyst for changes and

innovation?

Teach motivation

• People need to believe in the skills they acquire– Sharing best practices– Sharing success stories– Rewarding efforts– Send clear signals of expectations

Encourage experiments

• Support a little risk-taking to be able to make changes, NOT:– Fear to do things wrong– Short term goals

• Otherwise people will never try to change!

KEY SUCCESS FACTORS

Top-management support

• Top management will need to openly support and empower people to make changes all over the organization

• Training objectives need to be aligned with the strategic objectives of the organization

Sharing

• Establish cross cultural, cross departmental teams to define, analyze, organize, implement and evaluate problems, projects and changes

• Organize the sharing of:– Lessons learned– Training results– Best practices– Success stories– Ideas

Reward

• Reward initiative• Reward sharing of knowledge and experience• Reward risk-taking

Align

• Management development and training should be a strategic imperative

• Align corporate strategy and training objectives

Integrate

By integrating management development and supporting sharing of knowledge and experience throughout the organization your organization can become a learning organization.

CREATING A LEARNING ORGANIZATION

Definition

A learning organization is the term given to a company that • Facilitates the learning of its members;• Continuously transforms itself;• From within.

Peter Senge

Five main features

• Systems thinking• Personal mastery• Mental models• Shared vision• Team learning

Peter Senge

THE MESHED SOLUTION

Basic principles (1)

• Discuss and analyze requirements with top-management;

• Secure top management support;

• Give staff the knowledge base to understand learning concepts and develop their own learning strategies;

• Address applicability to own working environment to ensure transfer of knowledge and skills acquired;

Basic principles (2)

• Have staff practice skills in a “safe” environment;

• Share best practices through cases;

• Use coaching and mentoring to assist in transfer of knowledge to the work environment;

• Consult top and middle management to create a shared vision and support the development of a learning organization.

Knowledge development

12 sessions on various management topics:• Leadership• Strategy development• People and organizations• Marketing• Sales and customer service• Production, logistics and supply chain management• Business performance and development• Financial management• Risk management and legal issues• IT and support• Human resources• Change and project management

Skills development

10 skills development sessions:• Leadership• Presentation techniques• Communication and interactions• Meeting techniques• Sales and service• Negotiation techniques• Conflict handling• Active listening• Giving and receiving feedback• Stress and time management

Case work

Practical cases to assist with the transfer of knowledge and to apply the lessons learned to a real-life situation.

Personal Development Plans (PDP)

Each participant develops a PDP under professional guidance of a coach to direct the personal efforts to become a complete, involved employee for an organization.

Intervision

Group coaching sessions during which the participants are trained to use simple coaching techniques to help and support each other in work-related problems independently.

Individual coaching

• Individual coaching or mentoring to assist with the transfer of knowledge and skills to the real working environment;

• Individual coaching to assist working professionals in their personal development;

• Individual coaching aimed at improving the contribution of an individual or group to the organizational goals.

Our team

• Aernout Aki Ackerman• Dugarsuren “Mike” Munkhbaatar

• Various guest speakers who contribute to give a personal, professional perspective on a number of topics

• Two/three professional, international experiences and accredited coaches and mentors

What we’ve looked at:

• Today’s challenges in MD• Tomorrow’s challenges in MD• Key Success Factors• Creating a learning organization• The Meshed Solution