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Navigating the 5 c's - 2012 Beach Retreat

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Session for MACPA's Beach Retreat on July 6, 2012. The 5 C's (seas) Change, Complexity, Compliance, Convergence, and Competition. We covered the latest trends in social business and what it means from a leadership and change management perspective.

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Navigating the 5 c's - 2012 Beach Retreat

  1. Navigating Turbulent Times Navigating the 5 C’s July 6, 2012 Tom Hood, CPA, CITP, CGMAMACPA-­‐Logo-­‐medium.jpg  
  2. 2 Picture: John Drake - Flickr ...where the most important skill is the ability toacquire new skills.
  3. MANAGING  THE  SEA  CHANGE  •  Change  •  Complexity  •  Compliance  •  Convergence  •  Compe<<on  
  4. The  “New  Normal”   h=p://    
  5. Survival is not  
  6. “You  can’t  stop  the  waves,  but   you  can  learn  how  to  surf.”     –  Jon  Kabat-­‐Zinn  A  Tahian  reef  and  a  Kauaian  surfer,  both  in  perfect  focus.  Photo:  Noyle/SPL  
  7. Humans  are  fundamentally   “sight”  creatures   We  need  longer   sightlines  during  periods   of  rapid  change   And  the  power  of   making  our  thinking   visible  to  others…  
  8. Innovation distinguishes between aleader and a follower - Steve Jobs
  9. Technology
  10. Ideas
  11. People
  12. Technology Ideas People
  13. Insight to action - one without the other is either useless or destructive
  14. What we see…
  17. In our hyper-networked, mobile, social, global world, the rules and plans of yesterday are increasingly under pressure; the enterprises and individuals that will thrive will be those willing to adapt in a disciplined, unsentimental way.Generation Flux is a term that describes all of this -the chaotic business era that we have moved into - aswell as the people who are poised to thrive in thisenvironment. - Robert Safian - editor FastCompany
  19. Listen to your junior  
  20. Generations – the # 1  
  22. You have three years!  
  23. Go social, Go native!  
  24. 1. Sight - Ability to see emerging patterns and shift perspective when necessary2. Insight – Ability to think strategically and critically to gain insights 3. Create – Seek high leverage opportunities that build on your strengths4. Communicate - Ability to make your thinking visible to others and the ability to collaborate inside and outside your organization5. Inspire – Ability to mobilize support and engage others involved in doing the work to join you in ACTION 27 Five Qualities of Extraordinary Leaders
  25. Start With  
  26. The Opportunity – Be the House Our i2a Strategic Thinking System is built on proven and researched strategic planning and change management principles.•  15 X – ROI on Strategy as Process & Alignment (Jim Collins – Built to Last)•  8 X – Engagement & Trust (Gallup)•  10X – Return on Leadership (Information Masters)•  20 X – Return on Culture (Information Masters)•  3 X - Return on Positivity (Dr. Barbara Frederickson) “In order to buy-in, I have to weigh in.” – Pat Lencioni  
  27. Growth &  
  28. What can you do to boost your odds? Tipping  point    which  way   will  they  go?   This is your risk point! Inner Circle Informed Pragmatists Skeptics No-Nos Bought-in Leaders I’ll wait & see Prove it to me I don’t like this I support itAdoption of almost everything happens along a bell curve according to Geoffrey Moore.Change and ideas are no different, the key is to tip the odds in your favor and pay attention to the numbers of people in each level of your organization and within each group.  
  29. Strategy  as  Process  -­‐  Our  i2a   Framework  
  30. How do you tip the odds in your favor?Strategy as Processusing a simple framework thatcan be repeatedAnd cascadedthroughout yourorganization •  Engagement •  Alignment •  Commitment Rocket fuel •  Accountability for strategy  
  31. Tipping the Odds in Your FavorKim Cameron states, "Those who positively energize others are higher performers.Position in the energy network is four times the predictor of performance comparedto position in the information or influence networks."  
  32. Why executives should care about Employee EngagementGallup studies proved that corporations with higherengagement levels generated:•  27% higher profits•  50% higher sales•  50% higher customer loyalty•  38% above average productivity“Employee Engagement is an outcome-based concept.It is the term which is used to describe the degree to whichemployees can be ascribed as aligned and committed to theirorganization such that they are at the most productive.” -The International School of Human Capital Management  
  33. Turn the Flywheel with Alignment “Alignment is a mode of belonging that is not confined to mutual engagement. The process of alignment bridges time & space to form broader enterprises so that participants become connected through the coordination of theirAlignment focuses on the energies, actions, and practices. future and builds trust.Alignment is about getting Through alignment, we become part their discretionary effort. of something big because we do what it takes to play our part." - Etienne Wenger Communities of Practice  
  34. Cascading Alignment throughout theorganization creates CommitmentCascading by understandingthe top level goalsand linking thenext level downthrough theorganization Firm-wide Sample alignment Regional & Practice Levels worksheet from MACPA Office Level Individuals Align Their Goals to the Firm  
  35. You are probably reaching the rider, BUT… are you reaching the elephant? How?  
  36. Feedback From Partner’s  
  38. Lessons from Switch: How to Change Things When Change is HardEach person has an emotional Elephant side and a rational Rider side.You’ve got to reach both. And you’ve also got to clear the way for them tosucceed. In short, you must do three things:•  Direct the rider •  Find the bright spots •  Script the critical moves •  Point to the destination•  Motivate the elephant •  Find the feeling •  Shrink the change •  Grow your people•  Shape the path •  Tweak the environment •  Build habits •  Rally the herd  
  39. It is more important to have your team:•  Thinking strategically than having a strategic plan.•  Understanding the direction and foundation (vision, values & strategic intent) of the firm than having a detailed five-year plan.•  Engaging in the firm’s future as a whole organization, not just the partners.•  Aligning and on the same page than working independently in their own silos.•  Engaging and participating than being idle observers.•  Focusing on the future than questioning the past.Our 12a: Insights to Action framework allows you to engage and alignyour firm and engage your people in the meaningful work of yourorganization. This increases buy-in and discretionary effort thatdefines high performing organizations.  
  40. Learning &  
  41. Find your Edge In a period of rapid change and increasing complexity, the winnersare going to be the peoplewho can learn faster than the rate of change and faster than your competition. -  Tom Hood, CPA, CITP,CGMACEO of the MACPA & the Business Learning Institute 44
  42. Tom Peters advice on keeping your L > C
  43. "In a world that shows nosigns of slowing down, no individual can rest on hisor her intellectual laurels…The future belongs to this organizations, as well as those individuals, that have made an active, lifelong commitment to continue to learn.” -  Howard Gardner Five Minds for the Future 46
  44. Superior Talent Generates Results" & Superior Learning Strategy Generates Superior Talent  26% higher revenue per employee  40% lower turnover among high performers and 17% overall  29% higher level of engagement   36% higher readiness in leadership and management 47 Trends in Learning & Development
  45. What CPAs have said about the future: 1.  Changing demographics - Aging workforce, diversity, 4 generations in the workplace 2.  Increased globalization, economic shifts and increasing competition 3.  The technological revolution - cloud, social, big data & XBRL 4.  Issues around Information Security, Privacy & data integrity 5.  Shift to consumer and employee power (from push to pull) 6.  Changes in the way we communicate - mobile, txt, skype 7.  Work-life challenges or conflict - "do more with less", 24/7 work 8.  Information Overload - filter failure 9.  Increasing complexity of rules and standards (IFRS, GAAP, PCAOB, SEC) 10. Economic uncertainty - deficit, debt and pressure on government American Institute of CPAs
  46. The  DNA  of  the  CPA   Values  &  Competencies  •  Leadership  •  Communica<on  •  Strategic  Thinking  •  Collabora<on  &  Synthesis  •  Technologically  Savvy  
  47. The Learning MatrixAligned to your Strategy Practice Areas •  How we work •  Skills we need •  Knowledge Competencies •  Skills •  Abilities •  How we grow Staff Levels •  Career Paths
  48. Customized to meet yourfirm Competencies andaligned with your strategy
  49. Staff Principal/ Decision making Director by specification, Leading and/or task specific work developing new practice areas, strategic alliances & talent Critical Turning Senior Point Senior 1st level supervision The on established Bounce Manager guidelines & Assess & understand standards longer-term variables & accomplishing future goals Manager 1st level of strategic thought & focus on boundary spanning activitiesCopyright 2012 – Business Learning Institute
  50. The Business Learning Institute developed the AICPA Leadership Academy in 2009 replacingthe Kennedy School of Harvard University. Since then we have run it consecutively for theAICPA and in 3 states and 2 firms, developing some of the Profession’s top leaders
  51. Why  CEOs  should  care  about  Social   Media   “In-­‐forming  is  the  individual  persons   analog  to  open-­‐sourcing,  outsourcing,   insourcing,  supply-­‐chaining,  and   offshoring.  Informing  is  the  ability  to  build   and  supply  your  own  personal  supply   chain—a  supply  chain  of  informaCon,   knowledge,  and  entertainment.  In-­‐ forming  is  about  self-­‐collaboraCon— becoming  your  own  self-­‐directed  and  self-­‐ empowered  researcher,  editor,  and   selector  of  entertainment.                –  Thomas  Friedman  
  52. Why CEOs should blog?1.  Thought Leadership (Jody Padar example)2.  Engagement with more members and shared insights (AICPA Leadership Academy)3.  Real Time Focus group4.  Communication and connecting your organization (Marriott Story & MACPA CFO Conference)5.  MACPA uses of social media6.  The Power of Blogging7.  Case Studies (Connecting to Thought Leaders, Connecting to Members – Books, MACPA Beach Retreat & NE CPE Conference)8.  Top Ten (Social) Learning Technologies9.  Risk Management10.  It is bigger than you think - Social Organizations11.  Getting Started12.  If you Need Help & Resources
  53. Seth Godin & Tom  
  54. Success  in  a  Connected  World  
  55. Thought  Leadership  
  56. Social  Media  Engages  &  Shares  Insights   The  twi=er  stream  from  AICPA  Leadership  Academy   35
  57. Real  Time  Focus  Group  Example  of  using  Twi=er  to  get  immediate  real  <me  feedback  for  this  preso  
  58. The  Marrio=  Story  “Bill’s  blog  makes  me  feel  connected  to  the  organizaon  in  a  way  I  had  not  felt  before.  I  feel  more  informed  and  closer  to  the  organizaon  than  ever  before.”  –  from  a  Marrio=  Finance  Team  member  during  an  MACPA  Professional  Issues  update  at  their  HQ  in  Bethesda,  MD  ].   What  if  you  could  keep  your  organiza<on  informed  and  inspired   by  your  thoughts?  
  59. Case  Study  –  MACPA  Beach  Retreat  The  next  three  slides  show  the  way  you  can  use  social  media  to  engage  a  broader  audience  and  create  a  resource  for  par<cipants.      1.  Post  preso  on  2.  Embed  it  and  other   resources  and  links   in  your  blog  post  3.  Tweet  it  out  and  use   the  @name  of   people  men<oned  4.  Let  the  conversa<on   con<nue!  
  60. Follow  the  links   How  social  media  can  be  used  for  leadership  &   learning  •  Live  session  at  MACPA  Beach  Retreat  •  Video  interview  w/  Emmanuel  Gobillot,  author  of  Leadershik   h=p://  •  Post  preso  on  h=p://  •  Blog  post  about  Beach  Retreat  session  on     h=p://  •  Blog  sends  out  tweet  h=p://  men<ons  example  from   class  twi=er  handles  •  Tom  Peters  responds  h=p://  •  Emmanuel  Gobillot  responds  on  Twi=er  h=p://  •  And  on  w/  comment  h=p://  •  And  involved  Joe  Bou=e  h=p://  •  And  featured  by  Dr.  Steve  Hornik  (UCF  –  Accoun<ng)   h=p://  
  61. The  post  was  even  featured  in  an  accoun<ng  educator’s  “daily”  distributed  to  his  followers. Featured   our  blog   post  
  62. My network map 1  –  1,736   2  -­‐    430,700   3  –  10,337,400  
  63. 1. Ask the naive question2. Be the house (measure,odds, risk)3. A willingness to try anything4. look around (especiallyoutside)5. Confidence matters -believe in yourself Paul DePodesta - VP of Player Development for the New York Mets formerly Asst GM of Oakland A’s 68Adopt a moneyball mindset