This file contains the presentation slides on a session I conducted with PIKOM on "Leading Millennials" - it highlights what we need to do as leaders to grow our Millennials in our workforce to become great leaders. you can also go to www.leaderonomics.com for more articles and insights on leadership development

2. Insights on Leadership for the 21st Century
Leading The Millenials
Roshan Thiran
roshan.thiran@leaderonomics.com
www.facebook.com/roshanthiran.leaderonomics

3. Are the “world’s best” leaders
born or developed? Is
leadership genetic or learned?
Question

4. Growth
Time
My “Growth” Experiences
10. Johnson & Johnson
Industry : Healthcare
Function: HR
Global Role
9. GE Asia Pacific
Industry : Multi
Function: HR
Asia Role
7. GE Aircraft
Industry : Aviation
Function: Finance
CFO & ED 8. GE Crotonville
Industry : Multi
Function: HR
Learning Role
6. GE CIG
Industry : Multi
Function: IT
Project Mgmt Global
5. GE Capital
Industry : Financial Service
Function: Finance/Sourcing
Europe Leader
4. NBC Universal
Industry : Media
Function: Finance
Product Leader
1. GE Investments
Industry : Investment Banking
Function: Business Dev
Individual Contributor
3. GE GCS
Industry : Oil & Gas
Function: Finance
Inventory Mgmt
2. GE International
Industry : Multi
Function: Finance
Analyst Global
12. Leaderonomics
Industry : Multi
Function: CEO
Business leader
11. Star Media Group
Industry : Media
Function: CEO
Business leader

5. Key question: How did they become the best?

6. So, what does this mean?
Clearly,
because of high performance leadership

7. Question:
What is Leadership?

8. Leadership is . . .
Attentiveness
Assertiveness
Responsibility
Diligence
Dependability
Obedience
Loyalty
Thoroughness
Truthfulness
Initiative
Hospitality
Humility
Forgiveness
Tolerance
Compassion
Sincerity
CReativity
Having followers
Persuasiveness
Virtue
Vision
Deference
Discretion
BOLDNESS
Determination
Gratefulness
Self-Control
Sensitivity
Thriftiness
Generosity
Punctuality
Proactiviness
Purpose
Enthusiasm
Availability
Orderliness
Resourcefulness
Flexibility
Wisdomped
Innovation
Execution

9. If we invested in people and
taught every single skill listed on
the previous slide, would we be
able to “create” leaders?
Question

10. motherteresa
Her story in India

11. Time
Current Reality – Self Awareness
Ability/Achievement
Decision-making
GAP
Purpose/Vision
The Essence of Leadership is . . .
Learning/
Execution/
Action
GAP
Fuels our energy
Ensures reality

13. Organisational
Responsibility (you)
Individual
Motivations (them)
There are 2 responsible parties:

14. 70% of all Change or Transformation programs
Our research on Change has the following findings on
transformation projects:
•100% of all “Successful” projects had a good technical
solution/approach to it
•98% of all “Unsuccessful” projects had a good technical
solution/approach to it

15. So, why do companies FAIL?
QUESTION ?

16. Because of their people?

17. People are NOT the “real” issue when it
comes to scaling your company . . .

18. There are
CONSTRAINTS
on people. . .
Organisational
constraints to scale

19. My Research on Organisational Constraints
THE 4 CONSTRAINTS THAT ARE SUFFOCATING YOUR MILLENIAL TALENT
Note: The 4 constraints model is based on the work of
Roshan Thiran who spent more than 20 years studying
various successful and failed organisations. The model is
copyrighted to him and has been used in many successful
organisational growth, transformation and scaling projects

20. Jack
Welch
… and his
Six Sigma
failure at
NBC

21. Talent development is A PROCESS
Leadership is A PROCESS

22. story…
is a
process
story…
wayne rooney
the

23. Principle
Talent needs to be MANAGED
& DEVELOPED. This includes
enabling talents to maximize
potential and grow
Process and Tools
Succession Planning
Performance Mgmt
Career Paths
Talent Pools
Leadership Development
Programmes
Learning Curriculum
Talent Acceleration
Programmes
Feedback & Reflection
Principle
Identify & select leaders that
have the passion, desire and
ability to make a difference
in your organisation
Process and Tools
Entry Level Leadership
Program
Competency Model/Values
Enterprise Assessment
System
Interviews & Assessments
On-boarding
Cultural Assimilation
Principle
To retain talent, 2 key factors:
1. Internal motivations (comp/ben,
engagement
2. External factors (company brand
& mktg perception)
Process and Tools
External Branding initiatives
Mentoring Programmes
Engagement Programmes
Total Rewards Structure (Comp &
Ben)
External Perception of the
Organisation & Leadership
Culture of Organisation
Organisational Responsibility – The Talent Process
Talent
Acquisition
Talent
Development
Talent
Retention
An Infrastructure to Enable
Leadership Development

24. Companies work hard to
remove the constraints and
build the proper processes,
culture, leadership and biz
model for your success
What does this mean?

25. Are we building processes so that
every single manager in your
organisation is a people developer?
Or do we just prefer to send people
for training randomly?
Question

26. Root of many issues
Culture is the
Has to be
intentional
Beliefs &
experiences
determine results

27. What drives Results?

28. New results is constrained by culture!

29. “For performance to go any higher,
the limitation is not competency,
…it is culture.”
Joseph Tan
CEO, Leaderonomics Good Monday
Who creates culture at your organisation?
Each & everyone of you

30. Organisational
Responsibility
Individual
Motivations
There are 2 responsible parties:

31. 2. Individual Aspirations & Motivations
Does your Millennial talent
WANT to be a leader?
Is your talent WILLING to go
through the pain of leadership
development?

32. So what does “high
potential” mean?
Question

33. Answer
NOTHING
absolutely

34. Potential
Millennials need to understand Potentials does not mean
performance
A measure of
demonstrated
desire to take on additional
responsibility and
motivation for progression
and growth
A measure of
skills and
capabilities to
learn and
grow in the
future
Future
Aspiration
Ability to
Learn
Potential
Demonstrates
ability &
aspiration to take
on tasks beyond
peers of same
level and track
record

35. How many of you like
to learn?
Question to the class

36. “Learning… the process by which change in
knowledge or skills is acquired through
learning or experience”
Key Questions:
1. Change?
2. Learning
3. Experience
Learning….

37. Why is learning so
hard?
Question to the class

38. LEARNING
= CHANGE
What is learning?

39. 1. What percentage of people reach their target weight ?
2. What percentage of people maintain their target weight?
3. What percentage of people quit smoking and never start again?
4. What percentage of people quit smoking after a physical crisis?
5. What percentage of re-engineering efforts are successful?
6. What percent of companies on the 1955 Fortune 100 list are still
around today?
7. What percent of Fortune 500 companies on the 1970 list had vanished
by 1985?
8. What percent of executives in Fortune 500 companies who had
financial losses in 1993-1994 attributed it to poor leadership and lack of change?
4%
1%
16%
43%
30%
32%
41%
>50%
Change Quiz

40. Learning is painful….
“I listen, and I forget; I see, and I understand; I do, and I can” – Confucius
Source: Pesquisa IBM; Whitmore, “Coaching for Desempenho”

41. Information/
Knowledge
Awareness
Skill
Advanced
Skill
Expertise
Context Content
Composition of Delivery:
90% Content, 10% Context
Composition of Delivery:
10% Content, 90% Context
But learning is contextual

42. If learning is so hard (and
nobody likes it), how do we
get our Millennials to keep
learning?
Question to the class

43. • 70% of skills are learned from EXPERIENCE:
- Provide them challenging projects to complement their current role
- Get them to volunteer for special projects that will stretch and force them to
learn and gain new experiences
• 20% of skills are learned from FEEDBACK:
- Create opportunity for feedback from their bosses, peers and subordinates.
- Give 360 degrees feedback and schedule weekly/monthly feedback sessions
- Encourage them to give feedback to others when it is appropriate and needed
• 10% of skills are learned from TRAINING/PRACTICE:
- Provide them time to practice whatever they learn
- Encourage them to time to learn online or through reading
- Always push them to look for ways to improve – be better tomorrow than
they are today
What Millennials need to do to keep Learning:

44. Time
Current Reality – Self Awareness
Ability/Achievement
Decision-making
GAP
Purpose/Vision
The Essence of Leadership is . . .
Learning/
Execution/
Action
GAP
Fuels our energy
Ensures reality

45. www.leaderonomics.com
www.facebook.com/roshanthiran.leaderonomics
www.leaderonomics.com