Developing-Leaders-issue-27-2017

Viewpoint 20 | Developing Leaders Issue 27: 2017 challenge for providers is the question of understanding the local dynamics and bringing world class thinking models around management and at the same time, understanding the local dynamics not just from the skills point of view but also, from the behavioural and the incentives points of view and actually, speaking a language that resonates and impacts locally.” So how do you change behaviours and mindsets – particularly with cohorts who are not struggling to climb the executive ladder? This is where Silveira sees the journalistic input can really pay dividends. “utilising the Financial Times and their serious journalistic perspective as a prompter of behaviour, as a call-to-arms, as a provocation device is very important. For it’s not what the journalist is thinking of you, but a synthesis of what the world is thinking, saying and ready to do with you. This is something that touches nerves and prompts behaviour change. Once people are heightened in terms of their senses, then we can start working with them in a much more open way in terms of thinking around what our orthodoxies about ourselves, our organisations, and our countries are all about.” Silveira’s approach to behaviours is founded on the identification of these orthodoxies; that is the beliefs, norms, practices and systems of work in organizations that are traditional and effectively prevent further change and agility, so preventing improvement. The orthodoxies themselves are not necessarily good or bad but they need to be recognized in order for their practitioners to examine them. “Some of [the orthodoxies] that have been good in taking us to the present moment, are perhaps not as good to take us into the future. Challenging them is very important, and this is the core of behaviour change.” However, Silveira is aware that awakening people’s sense of their current orthodoxies is only a start, in order to effectively change habits requires reminding people to ‘do something new’ and FT|IE are increasingly using technology to encourage this. Technology is extremely useful to “bypass the temporality of a program” he notes. “Changing a habit requires you to practise things and change your daily dynamics….. technology allows for us to follow you after the official program has ended. It follows you back home, to your workplace.” The benefit of mobile apps is that they are used in the workplace, and Silveira explains, so blurs the on-the-job ‘70’ learning with the formal ‘10’ learning, from the 70-20-10 model. “So technology makes it much easier to shorten the hiatus between learning and doing.” FT|IE also bring in more sophisticated learning technologies to enhance and support the learning journey of their participants. “We’ve been exploring the use of virtual reality, where people take on different roles and try new-found or new-learned behaviours ... We are using virtual reality, for example, to train on diversity. For people to take different avatars and interact with the wider world. Not being themselves but taking different roles in terms of ethnic racial minorities or different genders and understanding what is the difference of myself as ‘me’ and as myself as ‘somebody else’ that I consider ‘other’ and becoming much more open to those plights of different people.” VanDyck Silveira sees the role of learning providers such as FT|IE to increasingly be parallel to film directors. They have the experience, contacts and knowledge to weave together experiences that will be seamless but also informative and impactful. The use of the latest The best way to lever and synthesize the huge potential of globalized business... is to identify and cast off old orthodoxies and develop new collaborative skills in executives

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