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Joaquín Uríbarri
Dubai • October 2014
How new science is changing the way we manage and lead
The coming behavioral revolution in leadership
Is global…… Is digital……
today’s world…
Is fast changing…… Is unpredictable……
today’s world…
the power of customers
Freeze upon
decisions
Brain saturation
Intuition vs.
Information
Information
jugglers
Regret
Instant responses vs.
quality & accuracy
Errors, frustration,
anxiety
Decision making
abilities
A digital
world impact
information overload
the reality of today’s
managers
Uncertainty Ambiguity
New Leadership required
Fast changing Digital impact Globalization
How can employee engagement be increased?
How can teams achieve higher performance?
How should managers deal with uncertainty?
How do managers really motivate others to change?
How can top employees be retained?
What factors really drive customer satisfaction?
How can management decision making be improved?
issues for companies
big leadership situations low frequency events, obvious impact
moments of truth higher frequency, subtle and cumulative impact
agenda Positive Leadership
Positive Psychology
Tuning-Up Mindware
Harnessing Strengths
Final Thoughts / Wrap Up
1
2
positive psychology
Positive
Psychology
Clinical
Psychology
Ok Good Great Extraordinary Illness Difficulty
Human Performance
Fixing Problems Optimizing Performance
Psychological Healing Psychological Fitness
from strong to extraordinary
Positive Psychology …Identifying the factors that drive greatness.
…Training people to perform at their best.
Positive Leadership
…Positive psychology applied to managers and their teams.
…Science of driving results, by optimizing behavior.
Tuning-Up Mindware
Emotional System*
mindware
Whiteboard
Controller
Attention
Hard Drive
* Gospik, Mohlin, et al ( 2011), PLoS Biology
Try it: Elephant
IMAGINE
Whiteboard Test
Whiteboard Test
F A S G M E C O V K P W X
Whiteboard Test
Q: How did it go?
F A S G M E C O V K P W X
Cognitive Control Test
say the words Blue
Green
Yellow
Red
Yellow
Yellow
Green
Blue
Red
Green
Blue
Red
Green
Yellow
Blue
Green
say the colors ******
******
******
******
******
******
******
******
******
******
******
******
******
******
******
******
say the colors
Blue
Green
Yellow
Red
Yellow
Yellow
Green
Blue
Red
Green
Blue
Red
Green
Yellow
Blue
Green
married and looking
Stefan is looking at Ana...
…but Ana is looking at George.
Stefan is married, George is not.
Q: Is a married person
Looking at
an unmarried person?
Stanovich, Toplak & West (Winter, 2010), Rotman Magazine.
correct answer? Is a married person looking at a unmarried person?
10% 7%
83%
Yes No Can't
Determine
% R
esp
on
den
ts
Typical Group
Stefan
(married)
Ana
(?) George
(unmarried)
situation: the words we use
How long was the last movie you saw?
short
80
90
100
110
120
"Long" "Short"Min
ute
s (a
vg
)
Mode: 120
Mode: 90
Emotional System
mindware the basis of our thinking
Whiteboard
Controller
Spotlight
Hard Drive
Cognitive Limitations
Not only ……..
But we
also have……..
Limited
control over our
reflexive behaviors judgments about people
reflexive reactions
emotions…
+
reflexive behaviors
31
Defaults that worked in World 0.0 …don’t always work now.
reflexes and risk Given €1000
Get €500 more, for sure.
Get €1000 or €0 (50/50%)
Given €2000
Give up €500 for sure.
Give up €1000 or €0 (50/50%)
A
B
A
B
reflexes and risk
94%
6%
Sure Thing Risky Bet
% P
art
icip
an
ts
28%
72%
Sure Thing Risky Bet
% P
art
icip
an
ts
Getting More Giving Up
wired for negative simple finding, worth a Nobel Prize
34
Gain Loss
Pleasure
+500
-500
Pain
moving reference
Negatives hurt
2-3x as much as positives please.
Employee Feedback?
Source: Kahneman & Tversky (1979), Econometrica.
Costs
moment of truth
Costs
Benefits
BENEFITS • Often delayed
• Often less certain
• Often harder to “simulate”
• Often less quantifiable
COSTS • Often immediate
• Often certain
• Often easy to “simulate”
• Often easy to quantify
2-3x (psychological multiplier)
Your Proposal
Perception
Harnessing Strengths
…it’s a science
strengths bravery
creativity
caution curiosity
fairness gratitude
future-mindedness
teamwork
authenticity
humility
open-mindedness kindness energy
perseverance
appreciation of excellence
forgiveness humor
learning
perspective command
self-regulation social-intelligence
purpose
return on development what research is showing
Perf
orm
an
ce
Development Effort
Weakness
Trajectory
Strength
Trajectory
change in emphasis Strengths • Identify (there are tools)
• Develop
• Maximize use
• Don’t over-use
Weaknesses • Identify
• Accept
• Develop to minimum required
Learn to use
strengths…
… to work
around
weaknesses.
examples Who: Toyota's North American Parts Centre
Fact: 400 employees went through strengths-based interventions: 1-year later,
per-person-productivity at the warehouse increased by 6% (normal variation
1%) Connelly, 2002
Who: Wachovia Bank
Fact: Increase in performance of 13% with a group of employees who they
positively engaged in the purpose of the Bank vs. a control group who wasn’t
positively motivated.
Harter & Schmidt, 2002
Who: Zappos.com
Fact: Implemented positive management approaches , became “Top 25
companies to work for” (Fortune) , reached $1b sales target, acquired by Amazon
Financial Times,2011
impact Employees engaged, positive Fact: Productivity 31% greater.
Fact: Sales 37% higher.
Fact: Take 56% fewer sick days.
Companies focusing on strengths Fact: Stores scoring higher on EE satisfaction add $21/sq.ft in earnings
than other stores.
Fact: 75% engaged employees believe can improve cost/quality/service
vs. only 25% for disengaged employees .
Fact: Companies in “Best Companies to Work For”, profits 315%.
power of strengths they produce well-being, and performance
feel more positive
become more engaged
develop deeper relationships
experience greater meaning
feel more accomplished
P E R M A
achieve extraordinary results
win-win Psychological well-being
of employees
Financial well-being
of the company
across levels Transforming Leadership
Individuals
Teams
Workplace
Final Thoughts / Wrap Up
positive leadership recognize moments of truth
better understand behavior
train mindware
shift to more effective behaviors
focus on positive development
architect teams, functions, organization
… to allow people to perform at their peak.
training
mindware
positive leadership.
behavioral
fitness
positive
development
positive
leadership
radical change in emphasis of
how we lead, manage and
develop individuals and teams.
new era of professional
development focused on
training behaviors at work.
achieving competitive advantage
by rewiring the way we think
and behave in the workplace.
behavioral decision making
optimizing
professional
performance
strengths
positivity
well-being
practice in workplace
habits & change
willpower & self-control
mindfulness practices
source: Lee Newman, Ph.D.
v
positive executive education
Behavioral Decision Making
Managing Ambiguity & Uncertainty
Developing Individual Strengths
Positive Methods for High Performing Teams
Positive Approaches to Innovation & Creativity
Psychology of Leadership & Change
…others.
Translating science…
…into practical training for managers.
