Slides from Onetest's webinar presentation on 20 February 2013, with guest presenter Josh Mackenzie from Development Beyond Learning (DBL).

1. Welcome
Webinar: Mastering the Art of
Management and Leadership
Josh Mackenzie, Managing Director
Can’t hear? Phone: 02 8518 1927 and enter the Access code: 863 034 764

2. With truth comes clarity
» Over 10 years experience helping organisations find and
nurture truly talented people with psychometric tests:
» Employee retention
» Workplace safety
» Productivity
» Employee engagement
» Workplace reliability
» Leadership development
» Organisational culture
» Graduate and bulk recruitment
Can’t hear? Phone: 02 8518 1927 and enter the Access code: 863 034 764

3. Satisfied clients
» Our unique approach to HR, the service standards we
uphold and the results we achieve have drawn praise
from many quarters.
Can’t hear? Phone: 02 8518 1927 and enter the Access code: 863 034 764

4. Mastering the Art of
Management and Leadership
Presented by Josh Mackenzie
Managing Director, DBL 1

5. The BIG
question ...
What does it take to succeed
as a manager or leader today?
2

6. A bit about
myself...
3

7. A bit about
myself...
4

8. A bit about
myself...
5

9. A bit about
myself...
6

10. A bit about
myself...
7

11. A bit about
myself...
8

12. A bit about
DBL...
DBL specialises in professional and leadership development for
young professionals, supervisors and senior executive mentors
9

13. Clients we
work with
Energy, Mining &
Government FMCG & Retail Financial Services Insurance Professional Services
Resources
10

14. Australia’s #1 resource
for new graduates
1
1

15. Which led us to
release ...
12
7

16. Led us to
this...
Coming in
Released 2011 Released 2012 Coming in 2014
2013/2014
13

17. Led us to
this...
Coming in
Released 2011 Released 2012 Coming in 2014
2013/2014
14

18. Quick Poll...
Is it possible to master management
and leadership?
YES,
NO,
NOT SURE
15

19. Quick Poll...
How would you describe your natural self?
MANAGER,
LEADER,
NEITHER,
BOTH
16

20. The OLD Today’s discussion isn’t what you
debate might think...
17

21. The OLD Today’s discussion isn’t what you
debate might think...
18

22. The NEW
world
demands...
Not Management OR Leadership
Instead, Management AND Leadership
19

23. Management
AND
Leadership
Amid unprecedented change and opportunity,
high performers manage AND lead,
in their own authentic way.
Systems and resources without
direction lead nowhere.
Direction without systems and
resources lead nowhere.
20

24. The
difference?
Management skills control systems and
resources, in order to achieve objectives.
Leadership skills influence people to move
in a particular direction.
21

25. It’s a bit
like...
22

26. It’s a bit
like...
23

27. It’s a bit
like...
24

28. It’s a bit
like...
25

29. It’s a bit
like...
26

30. It’s a bit
like...
27

31. It’s a bit
like...
28

32. It’s a bit
like...
29

33. It’s a bit
like...
30

34. It’s a bit
like...
31

35. The Art of Mastering Management and
Leadership is about authentically
embracing BOTH...
and helping our organisations do the
same from the top down,
and the bottom up.
32

36. Why?

37. Existing managers and leaders often
don’t have the management and
leadership skills demanded by
high performance in their roles
34

38. A recent report found that less than 40% of
workers have the analytical skills and
business judgment needed to use (the) tools
effectively in decision making
Source: 2012 CEB
35

39. And, of the young people entering the
workforce, who will step in to those
roles in the next 10-20 years...
36

40. ...these people are 3 times more likely to find
themselves without a job, compared to their
parents; let alone have adequate
management or leadership skills
Source: 2012 McKinsey and Company
37

41. And the annual volume of these young
people is HUGE ...
38

42. Entering the global workforce
EVERY year ...
1.2 million
graduates
every year
39

43. Entering the global workforce
EVERY year ...
1.2 million
graduates 3.5 million
every year graduates
every year
40

44. Entering the global workforce
EVERY year ...
6.3 million
graduates
every year
1.2 million
graduates 3.5 million
every year graduates
every year
41

45. The number of students graduating in
Culture
OECD and G20 countries every year...
90
MILLION
42

46. Which would be the 13th most populous country in the
world behind Philippines, and ahead of Vietnam
43

47. Should you develop managers and
leaders ...
CEO
Executives
Business Leaders
Managers
Individual Contributors
Graduates / Entry Level
44

48. Top Down?
Top Down
CEO
Executives
Business Leaders
Managers
Individual Contributors
Graduates / Entry Level
45

49. Or Bottom Up ?
CEO
Executives
Business Leaders
Managers
Individual Contributors
Graduates / Entry Level Bottom Up
46

50. The answer is BOTH
Top Down
CEO
Executives
Business Leaders
Managers
General Staff
Graduates / Entry Level Bottom Up
47

51. The solution is not just to develop
managers and leaders top down ...
We must develop managers and leaders
bottom up as well.
48

52. The Art of Mastering Management and
Leadership is about authentically
embracing BOTH...
and helping our organisations do the
same from the top down,
and the bottom up.
49

53. Lessons from
Management AND Leadership
50

54. Right to Left
Cultural Leverage
Generational Diversity
Economic Challenge
Technological Access

55. Right to Left
52

56. Engineers promoted to managers
53

57. Cultural Diversity
54

58. The flat world of global talent
and capability
55

59. Generations A perspective on generational change
Generational Diversity
56

60. Generations A perspective on generational change
Currently, 41% of Australia’s population is classed
as Gen Y or Gen Z
Gen Y’s are now playing a key role in society
Emerging leaders
Employees moving up through ranks
Influencers
Family formers
According to a recent report by the CEO Institute, 4%
of Australian MD’s or CEO’s are 25-35 i.e. Gen Y
By 2020, Gen Z’s will be in workforce or graduate
programs
Gen Y = b1980-1994, Gen Z = b1995-2009
57

61. So how can we effectively manage and
lead the emerging generations?
58

62. The Multigenerational Mindset
59

63. Economic Challenge
60

64. Economic The impact of a high Aussie Dollar...
Aussie Dollar expected to remain above parity against
USD for balance of this decade
Increased competition from China and India
The US economy will recover, housing is already
improving
Increased pressure on Australian organisation’s
How does management and leadership maintain
effective motivation??
61

65. Economic What does this mean?
The economy is changing how businesses do
business
Globally, CEO’s intend to spend more time developing
themselves and their leaders
Talent remains the #1 priority for CEO’s, 78%
indicating there will be at least some change in
strategies for managing talent
Source: PwC 15th Annual Global CEO Survey 2012
62

66. Motivating in tough times
63

67. Technological Access
64

68. Technology The impact technology is having...
Human Capital
Technology Capital
Financial Capital Hypothetical model on sources
of competitive advantage
Industrial Capital
1900 1950 2000 2010
65

69. Technology The impact technology is having...
Human Capital
Technology Capital
Financial Capital Hypothetical model on sources
of competitive advantage
Industrial Capital
1900 1950 2000 2010
66

70. Managing the virtual team
67

71. The NEW
world
demands...
Not Management OR Leadership
Instead, Management AND Leadership
68

72. 69
7

73. Our Vision of
Management
70

74. Our Vision of
Management
Communi Culture - Customer Innovation
Coaching
cate Teams Focus & change
People
& Lead
Systems
Safe
Project
Plan Measure Report work
manage
systems
Feedback
71

75. Pre-register now
to receive 20% off
orders of 20
books or more
info@developmentbeyondlearning.com
72
7

76. What is the purpose of a
Case Study management, or leadership,
development program?
To resource and up-skill people as high quality
managers across the organisation?
or
Or to develop a talent pool of technical and/or
functional leaders across the organisation?
73

77. Case Study Global Mining and Resources
#1 Organisation
Challenge
Globally diverse, geographically spread workforce
De-centralised businesses by commodity
Lack of consistency in previous management programs
Existing population of frontline leaders were technical experts
7
4

78. Case Study Global Mining and Resources
#1 Organisation
Solution
Management Edge program
Designed upon 70/20/10 principle to maximise ROI
Multiple content delivery modes, tailored to workforce
Senior leader level engagement
Technology-aided content delivery
Participants achieve Certificate IV Frontline Management
Participants assessed on 10 units of Competency with on the job
evidence of application
75

79. Case Study Global Mining and Resources
#1 Organisation
Success
Injection of frontline management capability across the
organisation
International expansion of the program
High engagement of senior executive leaders
Improving employer brand externally, and internally
Increased internal demand and support for management
development
Participants into key professional roles increased from 76% in
2009, to 89.91% in 2011
76

80. Case Study Australian Media and Entertainment
#2 Organisation
Challenge
Long tenure and low trust across management teams
Fast paced environment
Ongoing threat of takeover
Lots of people managing, not many people leading
No concrete leadership development program in place
77

81. Case Study Australian Media and Entertainment
#2 Organisation
Solution
Specific leadership competencies mapped across a 15 month
journey
High focus on breaking barriers and building trust across the group
Memorable experiences used to anchor learning early in the
program
High degree of trust and respect built between group and
facilitators
Mastermind groups established to continue development on the job
78

82. Case Study Australian Media and Entertainment
#2 Organisation
Success
Shift in behaviours across the group meant more people leading,
not just managing
Leadership culture across the organisation changed
New cross functional relationships formed and strengthened
Higher value and prioritisation across the organisation on
leadership development
Multiple participants acknowledged leadership mindset and skills
developed in program helped throughout the eventual takeover
79

83. Next steps
» Upcoming Webinars
» ‘Nurturing Organisational Culture’
» ‘Digging the Dirt on Organisational Culture’
» Register at www.onetest.com.au/home/Events
» Join the ‘Onetest Users and Supporters’ LinkedIn Group
» Contact us for a further discussion (details below)
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