作者：See Xin Hui 6 年以前
156
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Feeling 3: Competitive
Speaker talked about the risk of AI robots overtaking Human jobs - we felt the need to constantly improve our skills such that robots cannot replace us
Feeling 2: Motivated
Speaker shared about Singapore having big safety net and thus people do not dare to venture and take risks - we felt that this could be linked to our personal learning agility and that we should step out of our comfort zone to "dream big, start small and move fast"
Speaker talked about passion and desire - we felt motivated to ignite that 'fire' in us, to pursue what we truly enjoy doing
Feeling 1: Inspired
Importance of leading with a big heart
Speaker talked about embracing failures and learning from them
Deliver Results
Have Backbone, Disagree and Commit
Dive Deep
Earn Trust
Frugality
Bias For Action
Think Big
Insist on the Highest Standards
Hire and Develop The Best
Learn and be Curious
Are Right, A Lot
Invent and Simplify
Ownership
Customer Obsession
Willingness, Capability and Capacity to learn
4Cs - Concern, Control, Curiosity, Confidence
Concern
Future-oriented, prepare for upcoming tasks and challenge
Control
Tasking responsibility on own development and work environment
Confidence
Relying on own ability to overcome, self-efficacy
Curiosity
Exploring opportunities and consequences
Self-reflection by asking the right questions
Learning Agility
e.g. Do you reflect on past experiences? Are you curious about new opportunities? Do you fear face your fears? What are some steps you take to overcome them?
e.g. Are you listening to colleagues, influencers, friends, network contacts, clients/customers, and people outside your profession and industry to pick up on emerging needs and trends?
Shared Values: CA Technologies to create a culture of openness, and establish a flatter hierarchy in order to adopt no performance ratings
Style: googled the organisational structure as well as to look at the chain of command before determining their organisational working style (collaborative approach despite being top-down)
Structure: drew parallels between AWS 14 leadership principles & CA Technologies 10 DNA building blocks
Questioned working hard vs working smart
Critically assessed the viability and attractiveness of working in an SME
Questioned the competitiveness of SMEs against big players
Sought alternatives to complete removal, eg, removal in phases, pending readiness assessment
Made judgments as to whether removing performance ratings suited CA Technologies' people and processes
Examined the areas in which CA Technologies was prepared to make such a change
Examined the gaps between CA Technologies and AWS
Ways to develop talents and prepare them for succession
Identification of talents and high performing individuals
Innovative thinking which help to adapt to uncertainty
Doing things differently in ambiguous situations
Developing new talents
Communication
Personality
Expose them to multi-tasking
Giving them assignments
Looking at new blood
Lawful, reasonable, empathy
Mckinsey 7s
AWS no performance ratings
Adopting to challenging situations (Career adaptability)
Feel positively, think positively and act positively
Framing things positively
Seeing it as opportunities to grow and learn
Thinking long-term and how it benefits/enhance learning agility
Need to embrace uncertainty positively
Encourage self when did well which will lead to greater motivation
Positive and believe in shared vision
Need to believe in the shared vision before able to communicate to others about it and inspire others to achieve/work towards it
Eg, changing in processes, structure etc
Focus on the positive emotions than tough circumstances
Stay hopeful
Spreading positive energy
Boost morale and confidence
Need to be positive to inspire others
Motivated to learn
Looking at challenge as positive learning experience
