Victorian TAFE Association Inc HR CONFERENCE Wednesday 9 April with Fabian Dattner

The Challenge to our Leadership Model

Efficiency & Effectiveness Deming, Quality Revolution Business Evolution 4 ? Climate 2000-2020 3 Decade of cutbacks 90s 2 Efficiency & Effectiveness 60 – 80s Deming, Quality Revolution 1

What are the prevailing global patterns in which business must work, i What are the prevailing global patterns in which business must work, i.e. increasing competition? If there is a war for talent what do the 25-35 age group want and need? What do we as leaders have to do to meet these wants & needs?

Competitive Environment Talent Needs Global market place Technological change Margins tighter Rate of change increasing Talent key to success Talent Needs Purpose & values Opportunity Challenge Whole of life approach Voice heard Commercial Case for change Competitive advantage in talent Leader initiated & sustained Leader shapes climate (70%) Climate shapes performance (30%) Response Give ownership Empower Strong direction Aligned values Recognition Breadth of choice

PAST FUTURE REASON WHY REASON WHY

Dattner Grant Research 29 Organisations, 1800 people STRENGTHS People 83% Reputation 66% Product/Services 55% Expertise 28% Skills of Senior Leaders 24% Supportive Culture 21% Facilities 14%

Dattner Grant Research 29 Organisations, 1800 people ISSUES Leadership 76% Lack of vision 66% Lack of values 45% Poor communication 45% Values/behaviour mismatch 41% People management 28% Undermining culture 24%

GENERATION X (25 – 39) BOOMERS (40s – Late 50s Variety ) Learning ) Improving/ ) adding new skills ) Trial and error Feedback Challenge status quo – flexibility Purpose and Values – teamwork Change Challenge BOOMERS (40s – Late 50s Security Hard work Commitment Authority Support status quo Status

What Boomers say of Gen-Xers Disrespectful of authority Little understanding of workplace etiquette, casual Get bored easily Do not accept “proper” way to do things (i.e. want to try out new things) No work ethic (i.e. will not work overtime) No loyalty (i.e. will take better offers if they come along)

LEARNING STYLES

The 4 Mat system IMAGINATIVE DYNAMIC COMMON SENSE ANALYTIC By Bernice McCarthy IMAGINATIVE DYNAMIC COMMON SENSE ANALYTIC

I am interested in personal meaning. Create a reason for me. LISTEN SPEAK INTERACT BRAINSTORM

I am interested in facts as they lead me to understand concepts. Give me the facts to deepen my understanding. OBSERVE ANALYSE THEORISE CLASSIFY

I am interested in how things work. Let me try things. EXPERIMENT MANIPULATE IMPROVE TINKER

I am interested in self discovery. Let me teach it to myself and others MODIFY ADAPT RISK CREATE

17% 29% F 15% M 24% F 33% M 20% 31% 23% F 27% M 37% F 25% M 19% The 4 Mat system By Bernice McCarthy IMAGINATIVE DYNAMIC 17% 29% F 15% M 24% F 33% M 20% 31% 23% COMMON SENSE ANALYTIC F 27% M 37% F 25% M 19%

4 1 3 2 R L R L R L R L Integrate Connect Dynamic Learners Imaginative Learners R L R L Refine Examin e R L R L Extend Image 3 Common Sense Learners 2 Analytic Learners Try Define

4 1 3 2 Concrete Experience Active Reflective Experimentation Observation 3 2 Abstract Conceptualisation

1. What is important to your team/organisation (should be values) 2. What are the behaviours that describe these values? 3. What are the values today (as is) 4. Gaps analysis 5. Recruitment 6. Induction 7. Training 8. Performance Management