Contemporary

Leadership in a
Complex World
Workshop Objectives
By the end of this workshop you will be able to
• Learn to thrive in a volatile world
• Build employee engagement in a precarious work environment
• Leverage fundamental values to build a better workplace
• Develop a culture of change
• Plan a path to the future
 Introductory Activity
Complete the Introductory Activity at the beginning of your Activity Guide

• What would you like to achieve after completing this workshop on Contemporary Leadership in a
complex world.?

• What are the top 3 issues you would like to address in this workshop?

• Let your instructor know when you have finished by clicking your green button
Who are you?
• Tell us who you are , what you do, and a little bit about your leadership
experience.
• Make sure to take a selfie of you in your environment and send to :
Robert.Stillman@nhls.com
Class Discussion

• What would you like to be different for you after this

workshop, in terms of your ability to manage in a complex
world?

• Please use your Raise Hand icon to join in the discussion and
give your response
Workshop Contents
Section 1 Building a Sustainable Organization
Section 2 Values and Engagement in a New Reality
Section 3 Making Change the New Normal
Section 4 Planning for the Road Ahead
Building a Sustainable Organization
Contemporary Leadership
Contemporary leadership is faced by a modern world of:
• The internet of things
• A globally connected world
• Flexible working relationships
• Interconnected complex systems
• Exponential growth of knowledge
• Unlimited information
• Shorter life-cycles for technology
• Shorter life spans for organizations
Systems are Interconnected

Environment

Society

Economy
Complicated versus Complex*
Complicated
• Problem is easily definable.
• Existing know-how is adequate, you can
solve with an existing blueprint, model or
algorithm/ procedure
• Conext is stable, outcome fairly
predictable
• You can plan for change
• Success depends upon blueprint that
directs both the development of
separate parts and specifies the exact
relationship in which to assemble them.
Complex
• Only parts of a problem are definable.
• Expertise helps, but must be balanced with
responsiveness.
• Context unstable, outcome unpredictable.
• Requires constant adaptation/ improvisation
and experimentation.
• Can’t separate the parts from the whole
essence exists in relationship between
different people, experiences, and different
people experiences and different moments in
time.

*Adapted from Stanford Leadership for Sustainability Webinar by Dr. Julia-Novy

Hildesley
 Our world of uncertainty is creating an
unprecedented need for a new leadership
identity

This new identity requires a new way to

perceive and evaluate the world

The Need for a New In a fast paced, constantly changing

Type of Leadership environment, it’s important to lead by
principles, values and beliefs

It’s imperative for leaders to know:

 Who they are
 Where they’re going
 Why they’re going there
The Need for a New Type of Leadership
• Are you willing to stand for your values and priorities?
• Future leaders need to create vision and drive purpose
• In times of flux and transformation, will you be able to set direction?
 Choose a leadership style that’s purposeful,
authentic, and agile for working across a diverse
and chaotic terrain

As economic borders disappear, new challenges

and opportunities arise for leaders to
Authentic
Leadership New leaders must be able to:
• Serve the best interests of all
• Learn more about and value each individual
• Encourage greater collaboration
• Establish personal connections
• Listen to a wider range of concerns
Authentic Leadership
• Authentic leadership requires leading with integrity
• Your actions must support your words
• Today’s leader must be trustworthy, believable, credible and
dependable
 Rebuild • The 21st century has lost confidence and trust in their
leaders
Confidence • It’s time to rebuild confidence
• Many organizations also act as if they are not part of a
larger community
• This has led to complicated problems on a global scale
with high levels of waste, energy consumption, and
damage to air, water and land
• This disconnect has damaged the public trust in
organizations
Rebuild Confidence
• Today’s leaders must work hard to restore this trust
• This will require a new concerted effort to unify the purpose and
efforts of any organization with societal needs
• Sustainable business management requires a triple bottom line:
1. Economic
2. Environmental
3. Social
Time to Decentralize Power
• The growing challenges of complexity combined with uncertainty demand greater involvement in
leadership from the grass roots to top leadership
• Old school approaches to leadership with a single person at the top simply isn’t possible in today’s
complex environment
• Arguably the best leader in this modern environment is a collaborative team
Time to Decentralize Power
A flatter organization with a new distributed leadership model enables
decisions to be made by anyone
• This new organizational structure encourages:
 Inclusion
 Participation
 Diversity
 Collaboration
 Cooperation
Class Discussion

• How flat is your organization today? Would you say that most
people feel empowered back at work?

• Please use your Raise Hand icon to join in the discussion and
give your response
Effective Leaders Shift Gears

Visionary Affiliative

Commanding

Pace setting

Democratic Coaching

“Feedback is the breakfast of champions.”

– Ken Blanchard
The Authoritative Leader
The pacesetting
leader

The democratic The authoritative

Defining Characteristics leader leader

• Visionary, forward looking

• Links the teams work to the overall vision
• Passionate and inspiring The coercive The affiliative
leader leader
Best Use
• Useful for most team situations The coaching
leader
 The pacesetting

The Affiliative Leader leader

The democratic The authoritative

leader leader

Defining Characteristics
• Personal connection with high empathy
• Focus on building strong emotional instilling The coercive The affiliative

loyalty in the team leader leader

• Strives to keep the team happy The coaching

leader

Best use
• Use in combination with the Authoritative style to allow for adequate course
correction for team members who are not performing as well as they could
The Coaching Leader The pacesetting
leader

The democratic The authoritative

leader leader

Defining Characteristics
• Focused on building the team member for the future
The coercive The affiliative
• Focus on each person’s unique strengths and challenges leader leader

and ties them to their career goals The coaching

leader
• Excel at delegation and empowerment
Best Use
• Works best when people want to be coached and when when the leader has
the appropriate coaching skills
The Democratic Leader
The pacesetting
leader

The democratic The authoritative

leader leader

Defining Characteristics
• Seeks consensus
• Very inclusive The coercive
leader
The affiliative
leader

Best Use The coaching

leader
• When there is a need to explore various alternatives
• People involved in the process have the background to contribute effectively
The Pacesetting Leader
The pacesetting
leader

The democratic The authoritative

leader leader

Defining Characteristics
• Sets a high performance pace for themselves and
expects the team to follow
The coercive The affiliative
• If a team member can’t keep up they are replaced leader leader

• Exhibits a lack of trust in the team to take initiative The coaching

Best Use leader

• Teams requiring a minimum of coordination and directions

• Usually highly motivated and skilled
 The pacesetting

The Coercive Leader The democratic

leader

The authoritative
leader leader

Defining Characteristics
• Top down decision making
The coercive The affiliative
Best Use leader leader

• When a turnaround is required The coaching

• During hostile takeovers leader

• To shock people out of their ways of working

• Dealing with a problem employee when all else has failed
Breakout Activity: Leadership Styles
• Working in groups, complete the ‘Leadership Styles’ activity in your Activity Guide

• Be prepared to share your group discussion with the class

Debrief
Take a few minutes to complete these debrief questions in your
Activity Guide
• Have you considered the impact of leadership styles before?
• How important is the type of leader to the success of organizations today?
• Upon reflection, would you consider changing your own leadership style?
Section 1 Review

• Take a few minutes to reflect on

the learning in this Section
• Consider how you can apply the
learning from this section and
write any actions into your
Action Plan
Values and Engagement in a New Reality
21st Century Engagement
Rapid cycle times and a competitive talent market is driving
executives to make engagement a top business priority.
A Harvard survey of over 550 executives around the world
revealed that of 70% of respondents ranked engagement as
being very important in achieving organizational success and
that recognition given to high performers had a significant
effect on employee engagement.
Only 24% of respondents felt that their employees were highly
engaged.

Source: Harvard Business Review analytic services “The Impact of Employee Engagement on Performance”
Class Discussion

• Does your organization measure employee engagement and if

so do you know what the numbers are?

• Please use your Raise Hand icon to join in the discussion and
give your response
 Engagement is a measure of an
employee’s emotional commitment to
their work.
Highly engaged employees yield big
dividends for organizations where it
matters
• Service levels, customer satisfaction,
What is Employee sales, profits, etc.
Engagement? Disengaged employees show up 9-5, do
their jobs and go home.
Actively disengaged employees really
don't like their jobs and go out of their
way to make life miserable for everyone
around them.
Measuring Engagement Today
• Traditionally, engagement has been measured using employee
satisfaction surveys that ask the same questions year after year
• Organizations that are driving towards a high level of engagement
build surveys that ask pointed, clear questions and then spend
considerable effort analyzing the responses and digging for deeper
meaning
 Highly engaged employees do what they feel is
required to support the needs and goals of the
organization
Highly • Working the extra hours to meet a tight
Engaged deadline without being asked
• Emptying the staff room dishwasher
Employees • Picking up a piece of garbage they see on the
floor, regardless if anyone is watching
Advantages Highly engaged employees have discretionary
energy, and that’s what makes them so valuable to
the organization
Tapping into Discretionary
Energy

• Transformational leaders tap into an employees

discretionary energy by making sure that
employees know what is expected of them.
• They answer the 5 questions – Who, What,
When, Where, and How to create understanding.
• The real power is aligning the company and the
personal “Why”
Class Poll
• How well does your organization explain their decisions and their
impacts on you
 The company rarely tells us why decisions were made
 Decisions are explained with little to no discussion on
impact to employees
 Employees are fully involved and informed on decisions,
and impacts on the organization and their work
Breakout Activity: Tapping into
Discretionary Energy
• Working in groups complete the ‘Tapping into Discretionary Energy’ activity in your
Activity Guide

• When you have completed the activity, take some time in your groups to discuss
the debrief questions and prepare to discuss with the class
Debrief
Take a few minutes to complete these debrief questions in your
Activity Guide
• Did anyone on your team feel that their company was providing information in
a way today that built engagement?

• If you had to pick one change that your organization could make to how
information is communicated, what would that be and why?
 In the HBR analytics survey mentioned earlier, top
executives were much more optimistic about the levels of
employee engagement than middle management showing
them out of touch with middle management on the reality
Challenges to of engagement in the organization.
Employee
Engagement One of the greatest barriers to increasing employee
engagement is lack of trust and poor relationships between
management and staff.

Leaders who create an atmosphere of fear and distrust are

doing irreparable harm to the organization
• Increased risk to employee health and wellbeing
• Decreased levels of engagement resulting in poor
overall performance
Class Poll
• Do you have managers in your organization that rule through fear and
intimidation?

 Yes
 No
 I’d rather not say
Building Engagement in the 21st Century
• There is a real possibility that your organization will soon have five
generations of workers on staff

Generation Born
Traditionalist 1928–1945
Baby Boomer 1946–1965
Gen X 1966–1976
Millennial 1977–1993
Gen Z 1994–2000
Embracing the Differences

Each generation in the workforce will respond

differently to engagement

Different approaches need to be taken with

different people – one size does not fit all!

Beware the trap of generalizing about

generational needs, just because someone is in
their late 50s doesn’t mean that they don’t share
the same needs as a new hire in their early 20s
BASO and Engagement
• Building A Sustainable Organization (BASO), requires highly engaged
employees
• Re-imagining an organization to the BASO model means understanding
what has to be done to get the best out of people
• Employees need
• A way to accomplish something meaningful
• Appreciation
• Team identity
• A place they enjoy coming to every day
• The ability to grow their knowledge and careers
Breakout Activity: What are
Your Needs?
• Working in groups complete your ‘What are Your Needs’ activity in your Activity
Guide

• When you have completed the activity, take some time in your groups to discuss
the debrief questions and prepare to discuss with the class
Debrief
Take a few minutes to complete these debrief questions in your
Activity Guide
• How many generations were represented in your teams?

• How different were the lists of individual needs and did you notice a difference
across generational lines?
Integrating Engagement into Your Culture
• Over reliance on technology to build relationships is counter-
productive
• People engage with others when there is a human connection
• Creates a deeper level of commitment
• Builds rapport that you cannot get through technology
• Creating a company culture that is positive and inclusive will drive
employee engagement
Build a Passion
for Excellence
Successful organizations have leaders
who inspire excellence in others
From the top down, organizations with
highly engaged employees have
• Visions that inspire excellence
• A culture of transparency,
where feedback is encouraged
• Leaders who are passionate
about the organization, the
work, and lead by example
Inspired Leadership and Trust
• Building a sustainable organization includes building a trusting
organization
• Trust is a key aspect of inspiring leadership and is exemplified by
• Being authentic
• Being honest
• Meeting your commitments

• People follow those they TRUST

The Impact of Technology on Trust
• We live in a world where communication technology is changing how we interact on a daily basis
• According to a Pew Research study in 2015, a typical teen sends and receives 30 texts a day
and this number is increasing
• In this same study, 92% of teens go on-line every day, and 24% report they are online more or
less constantly
• This high dependency on technology has immense implications for business building towards a
sustainable future
• How people interact and build relationships is changing but…
• People are social by nature
• Trust is built not by technological interaction, but by face to face interactions
Kurzweil and the advancement of technology
Class Poll
• How many times a day do you access social media (Facebook,
LinkedIn, Twitter, SnapChat, etc.)

 1-5 times a day

 5 or more times a day
 I rarely access social media
 What’s SnapChat?
Physiological Aspects of Trust
• In studies by Thomas Baumgartner and colleagues at the University of
Zurich, they investigated the neural behavior associated with trust
• Subjects were given either a placebo or the hormone oxytocin and
then engaged in controlled trust games
• Subjects receiving the placebo decreased their rate of trust as the game went
on while those receiving oxytocin maintained their levels of trust
• Changes in oxytocin levels are affected by
• Stress
• Life status
• Married men with children have higher levels of oxytocin than single men
• Women have generally higher levels than men
Other Impacts to Trust
• As discussed earlier, people are social by nature and face-to-face interaction
builds trust
• Research shows that people today have fewer close friends with whom they
share more intimate details of their life (as opposed to Facebook friends!)
• With fewer opportunities for people to interact in person, there are fewer
ways for people to build trust
• Organizations designed to have a high degree of social interaction will tend
to exhibit more trust and by implication
• Provide better service
• Have more satisfied customers
• Be more profitable
Building Sustainable Trust
• Research on trust, on communication behavior of young adults, and of
decreasing close friendships points to the need of organizations to
• Create opportunities for personal interactions
• Work with leaders to increase their social awareness and empathy
• Create connections outside of work by engaging in meaningful ways with the
community
Breakout Activity:
When Trust Breaks Down
• Working in your groups complete the ‘When Trust Breaks Down’ activity in your
Activity Guide

• When you have completed the activity, take some time in your groups to discuss
the debrief questions and prepare to discuss with the class
Debrief
Take a few minutes to complete these debrief questions in your
Activity Guide
• What was the single biggest mistake made by the Acme founders?

• Do you think that the new Acme will ever recover from the breach of trust?
Section 2 Review

• Take a few minutes to reflect on

the learning in this Section
• Consider how you can apply the
learning from this section and
write any actions into your
Action Plan
Making Change the New Normal
Increasing Complexity
Business leaders also face unpredictable situations
due to:
• Constantly evolving technology
• Globalization with blurring borders
• Increasing legal and regulatory compliance
• Organizational structures pressured to evolve
Fluid Dynamic Environments
Powerful forces are changing the world:
• Changing workforce demographics
• Global competition
• Shorter technological life cycles
• Financial volatility
• Political uncertainty
• Others?
Fluid Dynamic Environments
• Many of today’s largest organization’s are operating in 70-plus
countries, employing hundreds of thousands of people.
• They are blurring the traditional borders, and creating a new
globalized world.
Harnessing the Power of
Change
Leadership in this type of world must embrace change
Contemporary leaders find ways to get people
emotionally committed to change by:
• Understanding what drives them
• Motivating, inspiring and engaging
• Demonstrating trust, respect, and empowerment
• Establishing a strong sense of meaning, and
purpose
Intuition Applied
• Today’s leaders have limited time to respond to change
• Leaders must be willing to make judgment calls based on intuition in
addition to logic
• Leaders must develop the capacity to deal with uncertainty and risk
Class Discussion

• What are some of the challenges in dealing with uncertainty

and risk during change today?

• Please use your Raise Hand icon to join in the discussion and
give your response
 According to Peter Senge, some of the key
The Challenge problems faced when initiating change are:
• Staff feel like they do not have enough time
when • Staff have little or no help
Initiating • Staff perceive the change initiatives to not be
relevant
Change • Staff don’t believe organizational leaders are
walking the talk
Sustaining Change
In order to create sustained change, it’s important to asses:
• Fear and anxiety with pilot groups
• “How are we doing?” from the perspective of the staff
• Who are the true believers and non-believers?
• How can you convert the non-believers?
 Use
Use pilot groups to
generate ideas
• Ideas, innovations in
infrastructure, theories,
methods, and tools
Creating Profound Change
Stick
Stick to the basic rules—
start small, grow steadily,
be clear about intentions,
declare your approach—
but don’t plan the whole
thing
Expect
Expect challenges—it will
not go smoothly!
• Challenges require
understanding and
counterintuitive strategies
 Leading Change According to Senge
• Significant change cannot occur if it’s driven from the top
• CEO programs rolled out from the top are a great way to foster cynicism
and distract everyone from the real efforts to change
• Top management buy-in is a poor substitute for genuine commitment
and the capabilities of staff

Source: Esther Cameron and Mike Green. Making Sense of Change Management, 3rd ed. Kogan Page, 2012.
 3 Phases of Change
William Bridges proposed a “Three Phase Transition Model” for effective
change management:
1. The “Ending”
2. The “Neutral” zone
3. The “New beginning”

Source: Esther Cameron and Mike Green. Making Sense of Change Management, 3rd ed. Kogan Page, 2012.
 Phase 1: Ending
• It’s important to understand who is going to lose what and acknowledge this
• Allow demonstration of this loss
• Provide continuous, accurate information about what is going on
• Mark the “ending” and acknowledge the successes of the past

Source: Esther Cameron and Mike Green. Making Sense of Change Management, 3rd ed. Kogan Page, 2012.
 1 2 3 4 5 6

Phase 2: In the neutral

phase,
manage the
Manage the
potential
discord
Use an
appropriate
metaphor to
Create and
explain short-
term
Encourage
behaviors
that support
Implement
leadership
actions and

Neutral
predictable reinforce this measures the new training to
anxiety, state beginning support the
explain what change
is going on

Source: Esther Cameron and Mike Green. Making Sense of Change Management, 3rd ed. Kogan Page, 2012.
 Phase 3: New Beginnings
• Be ready for changes to the change plan
• Link leadership actions to the three phases of the change plan
• Keep communicating the emerging situation and place it in context
• Create and sustain the vision for the new beginning
• Explain everyone’s role in the new beginning
• Celebrate and consolidate the new beginning
• Conclude the transition

Source: Esther Cameron and Mike Green. Making Sense of Change Management, 3rd ed. Kogan Page, 2012.
Engaging Stakeholders
• Effective engagement with stakeholders is a critical element for modern
leaders
• It’s important to engage and involve stakeholders early on
 Leadership through Transition
Performance

Time
• Minimize shock • Be patient • Listen, empathize, offer • Help others • Encourage risk taking • Discuss meaning and • Prepare to
• Give full and early • Discuss implications support and protection complete • Exchange feedback learning move on
communication of of change with • Do not suppress conflict and • Allow others to take • Set up development • Reflection
intentions, possibilities, individuals expression of difficult views or responsibility opportunities • Overview of
and overall direction • Notice and pay emotions • Encourage experience
attention to people’s • Help individuals weather the • Create goals • Celebrate success
small signals storm • Coach
• Recognize how change can
trigger past experiences in
individuals
• Try not to take others’
reactions personally

Source: Esther Cameron and Mike Green. Making Sense of Change Management, 3rd ed. Kogan Page, 2012.

78
Breakout Activity: Harnessing Change
• Working in groups, complete the ‘Harnessing Change’ activity in your Activity Guide

• Be prepared to share your group discussion with the class

Debrief
Take a few minutes to complete these debrief questions in your
Activity Guide
• What do you find most challenging when managing change?
• From your perspective, what are the benefits of change?
• How can you lead your organization to become more adaptable to change in
the future?
Section 3 Review

• Take a few minutes to reflect on

the learning in this Section
• Consider how you can apply the
learning from this section and
write any actions into your
Action Plan
Planning for the Road Ahead
Class Discussion

• What do you see as the biggest challenge facing businesses in

the next 10 years?

• Please use your Raise Hand icon to join in the discussion and
give your response
The Business World is Changing

• Increasing volatility in society

• Changes in economic structure as countries move away from
traditional resource based economies
• The continuing globalization of the workforce (physically and
virtually)

These are just some of the issues facing organizations today as

they plan for the future
Issues for 21st Century Organizations

01 02 03 04
Changing cultures due Work moving to more Management changes Increasing reliance on
to a multigenerational virtual teams as many required to support a technology
workforce jobs can be done more flexible
independent of a approach to delivery
traditional office
environment
Class Discussion

• What other changes and issues will organizations need to

consider as they build for the future

• Please use your Raise Hand icon to join in the discussion and
give your response
The New Cultural Reality
Traditional organizational hierarchies are
becoming less and less effective as
younger workers are demanding a place
in the decision making process.

Organizational culture needs to adapt

and leaders need to be more inclusive to
build collaboration and creativity.

Being more inclusive means getting to

know your employees better.
 With a more precarious workforce, building an
effective organizational culture means adapting to
a new style of workforce with not only
multigenerational issues but language and culture
issues as well.
The new workforce will:
Cultural • Have different language proficiencies, written,
Pitfalls and spoken
• Be more or less likely to approach a manager
with issues
Managers need to look for ways to be more
approachable and provide alternate means of
communication.
Traps to Avoid
• There is no replacing the
effectiveness of face-to-face
meetings
• The cost of not creating a strong
sense of team identity based on
trust and human interaction is
far higher than the cost of airfare
and hotel rooms
Breakout Activity:
Building Your Future Culture
• Working in your groups complete the ‘Building
Your Future Culture’ activity in your Activity Guide

• When you have completed the activity, take

some time in your groups to discuss the debrief
questions and prepare to discuss with the class
Debrief
Take a few minutes to complete these
debrief questions in your
Activity Guide
• Would the company as you’ve
described it be profitable?
Why?

• If you had to give up one part of

the culture you defined what
would that be and why?
 Increased collaboration, multigenerational
teams, more empowered employees, and
increased agility in delivery teams is resulting
in the emergence of a different management
paradigm.
This can best be described as cultural
evolution, not revolution.
Changing How Teams As a leader developing in a BASO environment
are Managed your role is to:
• Set up the conditions for new team
types to exist like self organizing teams
• Push the control and coordination of the
work to the people responsible for
executing
Management control moves to management
of the structure, not the work.
Fluid Teams
• Fluid teams come together for a short period of time to address
a defined set of tasks
• This is the evolution of projectized organizations where
resources work on projects and then move on to other projects
as needs be
• Teams disassemble when the project is complete and re-
assemble for new projects
• Management and team leaders need to follow through with
lessons learned at the end of projects before the team
disperses
• Fluid teams, when assembled, still go through the 4 stages of
team development
• Leaders take more of a coaching role with new teams to
help them optimize their performance
Tuckman Model
The Tuckman model describes the four stages of team development
• Forming – The team is tentative with each other and no one takes a
strong position one way or another
• Storming – The team members are jockeying for control and status
recognition
• Norming – The team settles down into a rhythm of work
• Performing The whole truly becomes greater than the sun of the parts
Class Discussion

• What are some other challenges that fluid teams

would face?

• Please use your Raise Hand icon to join in the

discussion and give your response
The New Mindset
• Leaders working to build sustainable organizations look for fresh ideas
and perspectives in new and diverse markets
• Highly engaged employees exceed expectations when faced with
uncertainty and change when these are mitigated by
• A strong vision, defined and valued by the organization
• Having a clear understanding of the situation
• Working in an organization that is agile and adapts to changes quickly and well
The New Leadership
• The Command and Control structure is becoming obsolete
• New leaders need to be flexible and adapt to changing situations
• What is taught in business schools about functional based management will
not work to build a sustainable organization
• New leaders embrace the empowerment of their employees and only
succeed when their teams truly take ownership of their work
Class Poll
• Do you work in an organization with non-traditional management
structures?

 Yes
 No
 Not sure
Building Vision in a
Sustainable Organization
Look to the future and describe what you
want to see when you get there
• What is different from today?
• How has leadership changed?
• How do people work?
We are seeing examples of new visionaries
building sustainable business today
• Offering unlimited vacation
• No fixed hours
• Focus on work outputs rather than
time spent at work
Cultivating Curiosity
• By embracing a wide social and business network, leaders in
sustainable organizations are able to
• More easily find new ways of working based on the experiences of others
• Embrace complex issues and leverage the diverse perspectives of their
networks
• Sustainable organizations focus on
• Innovation and improvement
• Serving the greater environment by constantly questioning the status quo
 The Prime 1. People always work to the best of their abilities
2. People use the necessary resources and apply all their
Directive for skill and abilities to the task(s) at hand
Sustainable 3. People work with the knowledge they have available at
Organizations the time
4. People take ownership of their work
5. People share success stories
6. Change is a good thing and is explained and
understood by all
7. Everyone understands the links between their work,
the customers, the organization and the community
Class Discussion

• Is there anything you would add or remove from the Prime

Directive?

• Please use your Raise Hand icon to join in the discussion and
give your response
Managing with Purpose
• Instead of just building a vision statement, organizations are looking
outward to define and communicate their purpose for being in
business
• A purpose statement should define
• What you do
• How you do it
• Why you do it
• Where you do it
• Who you affect
Building the Path
Successful organizations in the future will have:
• A committed workforce of highly engaged employees
with the flexibility to manage the work as needed
• Leadership supporting employees through coaching
and mentoring
• Purpose that resonates with management and staff
Breakout Activity:
Building the Path to the Future
• Working in your groups complete the ‘Building the Path to the Future’ activity in
your Activity Guide

• When you have completed the activity, take some time in your groups to discuss
the debrief questions and prepare to discuss with the class
Debrief
Take a few minutes to complete these debrief questions in your
Activity Guide
• How long do you think it will take Sandstone to re-invent itself?

• What was the most difficult part of this activity? Why?

Section 4 Review

• Take a few minutes to reflect on

the learning in this Section
• Consider how you can apply the
learning from this section and
write any actions into your
Action Plan
Final Activity: Lessons Learned
• Working in your groups, discuss what you learned during the course that you think
would help you back at work

• Agree on your top three to four ideas to share with the class

• Be prepared to share
Workshop Summary
This workshop has equipped you to
• Learn to thrive in a volatile world
• Build employee engagement in a precarious work environment
• Leverage fundamental values to build a better workplace
• Develop a culture of change
• Plan a path to the future
Beyond the Classroom!

• Make sure you gain access to the

Reinforcement Materials and Books
and Videos available to you through
the CHOICE platform
Beyond the Classroom!

• Full e-books
You will have access • Short- and long-form videos
to over 50 items, • Self and team assessments
• Activities to do with your teams
chosen exclusively for
• Tools to reinforce your personal and
this course professional growth
• Case studies
• And more!
Thank you. We hope to see
you again soon!