FL!P Peter Sheahan speaks about mindset flexibility at AHRI National Conference

Peter Sheahan

How do you stay ahead in a world where ‘fast, good, and cheap’ are just the price of entry for your clients, customers and staff? What is the X factor you need to differentiate your offering – and what will it be tomorrow? How will HR add the most value to business in this market and what will HR need to do in order to be seen as a genuine partner and not just a consultant, or worse, a support function to the wider business?
This session was a must for leaders who want to stay on the cutting edge and future-proof their business. It outlines how the world is changing, and what the mindset of the business leader needs to be to adapt to that change. HR professionals and senior executives will be inspired and informed, and be ready to blitz the challenges that lie before them.

Peter was a highly engaging and interesting speaker, and this was important as he was towards the end of Day Two of the AHRI National Convention. He started out by telling us that the number one skill needed by Senior Leaders was what he called ‘Mindset flexibility’.

Sheahan_Peter

‘Mindset flexibility, not proprietary expertise or resources will define the successful businesses and leaders of the future’.

Mindset flexibility is about ‘flipping’ the norms or what we have been complacent with, and being challenged. In times of high-speed change and complexity, a new philosophy for strategy and leadership is needed. Peter argues that the real money is made in the cracks and that we are conditioned by past experiences (choosing to stick with the way its always been done) and being conned by media into believing that success or failure is a result of the economic conditions.

The biggest take out for me from this presentation was when he used the “Values Jam” from IBM as an example of flipping the way HR does things.

In a time of great change, IBM felt like it needed to revaluate its values for the first time since it was founded. They said they needed to “affirm IBM’s reason for being, what sets the company apart and what should drive our actions as individual IBMers.”

The CEO did want this dictated from the top and wanted everyone engaged in the process. So they created the “values jam”. For 72 hours they invited all 319, 000 IBMers to their global intranet for a discussion on the values at IBM.

The CEO said that people were brutally honest and that “some of what they wrote was painful to read, because they pointed out all the bureaucratic and dysfunctional things that get in the way of serving clients, working as a team or implementing new ideas.”

The result was:
• Dedication to every client’s success
• Innovation that matters, for our company and for the world
• Trust and personal responsibility in all relationships

What an amazing organizational change experience to be part of. So go ahead and get yourself FL!Pped today!

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