HR: Ready to Change the Game?

gaylin.jee@gmail.com

Gaylin Jee

33 Emeralds : Positive Digital Disruption Blog: www.thirtythreememarlds.com

Tweet this session: @gaylinjee

Fourth Industrial Revolution

“Increasingly blurred line between physical, digital and biological spheres.

The fourth revolution is about innovations based on combinations of technologies.”

The distinction to note here is the velocity, scope

and systems impact. Everyone is affected!

World Economic Forum

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Fourth Industrial Revolution

In the Fourth Industrial Revolution there will be winners and losers.

High skill – high pay vs. Low skill – low pay. *CHALLENGE TO HR*

What are you taking from 2 days of Convention aimed at gearing you up for the Revolution?

How are you preparing yourself & your org?

What will you do? This session releases new research + provides

practical tools. Future-focused. Content-fit.

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THE GAME CHANGER

TRANSFORMS THE FUTURE

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A man went into a party and drank some of the punch. He then left early. Everyone at the party who drunk the punch subsequently died of poisoning. Why did the man not die?

What does this say? GIVE GIVE GIVE GIVE

What is unusual about the following words: revive, banana, grammar, voodoo, assess, potato, dresser, uneven?

How many did you get right? ‘It doesn’t matter because this isn’t an IQ test. The value lies in stretching your brain beyond its normal ways of thinking. And that can come in handy when trying to innovate and add value to customers in new ways.’ - Forbes

Think differently

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8W. Chan Kim and Renée Mauborgne

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Imagesource:h3p://www.slideshare.net/David_zaki/blue-ocean-15627503

FLOWFLOW

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In the zone “mental state of operation in which a person performing an activity is fully immersed in a feeling of energized focus, full involvement, and enjoyment in the process of the activity. In essence, flow is characterized by complete absorption in what one does.”

Mihály Csíkszentmihályi

Do you experience flow at work?

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The Conscious Capitalist Credo ‘We believe that business is good because it creates value, it is ethical because it is based on voluntary exchange, it is noble because it can elevate our existence and it is heroic because it lifts people out of poverty and creates prosperity.’

www.ConsciousCapitalism.org

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www.ConsciousCapitalism.org

Higher Purpose: Recognizing that every business has a purpose that includes, but is more than, making money. Stakeholder Orientation: Recognizing that the interdependent nature of life and the human foundations of business, a business needs to create value with and for its various stakeholders (customers, employees, vendors, investors, communities, etc.). Like the life forms in an ecosystem, healthy stakeholders lead to a healthy business system. Conscious Leadership: ‘Conscious Leaders understand and embrace the Higher Purpose of business and focus on creating value for and harmonizing the interests of the business stakeholders. Conscious Culture: the ethos - This is the ethos – the values, principles, practices – underlying the social fabric of a business, which permeates the atmosphere of a business and connects the stakeholders to each other and to the purpose, people and processes that comprise the company

Its time to Think Differently Change the Game

e.g.1 research ‘DNA of a Game Changer’ & ‘DNA of Game Changing Team”

RESEARCH RESULTS: GAME CHANGER CHARACTERISTICS

•  GREATATARTICULATINGAVISION

•  ‘BIGPICTURE’,STRATEGICCAPABILITIES

•  CREATIVEANDIMAGINATIVEIDEAGENERATION

Imagina'on

•  OBSESSIONFORTURNINGIDEASINTOREALITY

•  AMBITIOUS,OBSESSIVEDRIVETOSUCCEED

•  COMPULSIONTOSHARETHEIDEA

•  INTENSITYANDVIGOUR

•  APPETITEFORRISKTAKING

Who are your Game Changers? What impact are they having? Are their strengths recognised, supported, rewarded?

We need Game Changing input for the relentless innovation ahead of us. Traditional talent models do not recognise or support Game Changer ethos. This needs to change.

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Why do you leave us, Game Changers?

Game Changer enablers: •  Need space to be creative •  Need latitude to demonstrate their value to the business •  Need champions in the organisation •  Must develop own influencing skills and take people with them (they

have seemingly crazy but ground-breaking ideas that take us into Blue Ocean, their high appetite for change & risk makes people unsettled)

“In their eyes I was simply disruptive. The more they tried to fit me into their box the more de-motivated and unproductive I became.” Andrew, Game Changer “I don’t think the same way as other people I work with. They don’t get me. They see me as disruptive and non-conformist. But I am not trying to make their lives difficult, I’m trying to make things better.” Louise, Game Changer

20 WWW.THEGCINDEX.COM

Game Changers do not produce Game

Changing outputs on their own

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Innovation hubs or heroes in the organisation will not be enough to satisfy what the future demands of us. We need game changing teams in our organisation who are able to deliver on game changing outputs.

What do you have?

h3p://www.millennialdisrup^onindex.com/

Research results: 5 roles for Game Changing Teams

The GC Index® - measures all roles •  59 questions •  All taken online •  Personal profile generated as exampled below •  Full report provides interpretation and development suggestions for

playing to strengths

The GC Index® - Personal Profile Example 2 •  What does this person value? •  Where can they have most impact and influence in role? •  What are potential blindspots? •  How can they build on strengths – what are the development actions?

EXAMPLE 1 – TEAM

H

B C

F

A

G

D

I

E

J

AGGREGATE TEAM PROFILE

8%!

8%!

38%!

23%!

23%!

* PERCENTAGES ARE BASED UPON HIGHEST SCORES

EXAMPLE 2 - TEAM PROFILE

5 2 3

7 6

4

8 10 9

1

AGGREGATE TEAM PROFILE

13%!

20%!

20%!

20%!

27%!

* PERCENTAGES ARE BASED UPON HIGHEST SCORES

TEAM DIAGNOSTIC

WHAT ARE THIS TEAMS STRENGTHS?

WHAT IS THE LIKELY CULTURE OF THIS TEAM?

WHAT WILL BE VALUED, HELD IN REGARD?

WHAT IS THE TEAM LIKELY TO PAY LEAST ATTENTION TO?

WHAT TENSIONS ARE LIKELY TO ARISE IN THIS TEAM?

WHAT ARE THE ‘GAPS’ / BLINDSPOTS IN THE TEAM?

1

2

3

4

5

6

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•  Identifies key contributions to an organisation’s success at all levels, including Game Changers

•  Profiles actual/potential impact and contribution in role – not a

way of being in the world like many other instruments

•  Talent development focus that is inclusive and not elitist

•  Very clear ‘play to strengths’ approach to development •  Quick insights, practical, future-focused

•  Aims for FLOW at work, not forcing people into roles they do not want to do and do not enjoy

THE GC INDEX

No perfect leader – which one are you?

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TALENT DEVELOPMENT AND ASSESSMENT Identify Game Changing talent at all levels. Recognising Play Makers as a different view on leadership to HIPO.

INDIVIDUAL DEVELOPMENT

Helping individuals to maximise their: ²  Leadership potential. ²  Impact within their role. ²  Sustainable contribution to a team.

TEAM DEVELOPMENT

Supporting the development of balanced and focused teams within which people have a shared understanding of each others’ contribution and impact.

ORGANISATIONAL DEVELOPMENT

Supporting the development of innovation and creativity in people and cultures. Informing recruitment, retention and succession initiatives.

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THE GC INDEX

What can you do to change the game at work? Don’t walk away & do nothing.

The bottom line on GC Index - practical solutions for: ü Driving personal impact in role. ü Setting your team or business up for success with right

combination of people working together. ü Boosting game changing outputs – innovation orientation we

need for the future.

Challenge to HR/LD/OD – its time to change the game. Ready yourself and your team to innovate a positive future. Walk away

from this Convention and do something differently.

“The best way to predict the future is to create it” - Peter Drucker

WWW.THEGCINDEX.COM

CHANGE THE GAME What role are you? Want to find out?

Email gaylin.jee@gmail.com for your free GC Index Test Link.

Limited number of Convention links available. First come, first served!

Brought to you by 33 Emeralds – Positive Digital Disruption

thirtythreeemeralds.com

①  Game Changer thinking & assessments for individuals & teams

②  Innovation workshops ③  Digital leadership coaching

④  Digital audits ⑤  Social media strategy consulting

LinkedIn Group: Disrupt yourself Twitter: @gaylinjee

Gaylin Jee founded 33 Emeralds, a niche consultancy with footprint in Johannesburg, Cape Town and London. She equips leaders and employees for digital futures. She is the first

person to be accredited in the cutting edge GC Index in South Africa. Gaylin spent over 10 years in the UK, latterly programme managing research into

performance and leadership for the CIPD, with case studies in the UK and Asia. Gaylin was named one of the top 10 international HR influencers to follow on Twitter.

Full profile on LinkedIn: Gaylin Jee