[Applause]
hello everybody I’m wolf it’s really a
pleasure for me to be here today a great
chance for me and I’m very happy about
that to talk about a topic that is
really I’m really passionate about I
will talk about a topic about behavioral
change and I will pick out some aspects
it’s a very specific aspects which you
are might can take something away from
it so the topic today is progress and
beware of the chair the chair you all
got up already
so you moved up off your chair but
beware of a chair is a very simple rule
that it’s borrowed from sports which
helps to achieve progress over time
both in organizational contexts as well
in the private context or in in sporting
activities so you know I’m a management
consultant for 17 years now and I’m also
a marathon runner for 22 years I
completed the London Marathon 22
consecutive times and what I figured out
in the time in running and in working
occupies a lot of my time so I figured
out that running an organization and
running a marathon is really very
similar because both activities require
relentless forward progress let me give
you an example organizations need to
develop constantly they want to churn
out new products they want to stay ahead
of the of the of the competition and
want to stay relevant we heard that in
the in the first presentation already so
I I recently found my 2007 first edition
iPhone it’s a I think it’s called Tucci
and it still works it’s a very beautiful
very beautiful product some guy told me
I should keep it in the safe now
however we all want to have the new
iPhones we all want to have the new
features so we all wire towards progress
progress is not like an option we go for
that the same is in running if you don’t
move forward constantly you don’t arrive
at the finish line you become something
like DNF did not finish and that is not
a good thing to do so we’re here in our
university I had two professors speaking
prior to me so I thought it’s okay to
bring like a like a construct like a
research construct to show you um
basically we do have a starting point
which is like an ambition we can call it
an idea you can also call it a dream and
you have a result which is the progress
which is the result and the reality what
you achieve out of your out of your
ambition and what comes in between is
the leap of faith and getting out of the
door and that is very important it’s
about taking action taking action is in
between and activities in in the
organizational context as well as in
sports depends on whether you get
initially started whether you do like
the leap of faith and then it’s very
important to get out of the door every
day to continue that that is like a
pursue your your ambition every day and
to arrive there or to to realize it um
beware of the chair refers to the
stickiness that makes people hesitant to
say ah I lean back I’m not sure whether
to do it and they take a passive stand
so that is it actually prohibits it
stops the progress and it stops taking
action I will show you how taking the
leap the leap of faith is something you
dare to attempt something which is very
has unexpected or uncertain outcomes
it’s also very important to take it
early on we saw in the presentations
before that if you venture into new
technologies like new energy vehicles
and so on and learning you need to
really be bold you need to do the leap
of faith in order to to end you need to
do that early on otherwise somebody else
is defining your business models in
running its for me the same thing
because I start
relatively early and I’m sure if I
wouldn’t have done the leap of faith in
the beginning I never have done it that
I never would have done it probably
because once I entered their a my my job
the whole time was consumed with working
and so on so I wouldn’t do the leap of
faith and if you ask runners subscribing
to your first marathon is really like a
very bold commitment so they nobody of
them know whether they really can cover
the distance you really need to be quite
brave to do it so even more important
than the leap of faith is getting out of
the door which is putting the work in
sweating the small stuff day in and day
out so for organizations in order to
like develop them further they need to
change the behaviors of their employees
of their managers on a daily basis for
example if they want to get more agile
they need to collaborate in a more
dynamic way and they need to do
decisions faster they also need to be
more risky and allow failure and they
need to really lead by example and in
order to do that in an organization
manages an employee need to step out of
the comfort zone they need to get out of
the door and actually realize the change
and the progress and if they just sit
back in their chairs nothing will happen
the same is in running if you subscribe
for marathon you say okay I I’m brave
enough I’d do that and you plan to do
one hour of training every day that is
like a very very minimum to do it um it
sounds okay that should be possible I
can do that however that’s only in
theory in practice it becomes quite
difficult to do that because the moment
you come home after work in the evening
becomes very crucial because we find a
lot of reasons not to do it and beware
of the chair means don’t sit on the
couch you can do anything you can eat
something you can write something you
can read something communicate but if
you don’t as long as you don’t sit on
the couch your commitment stays intact
and you go out to the gym or you go out
for run and you can think of it of this
principle as a like workaround solution
you don’t need to occupy your mind the
whole day saying I need to do I want to
do that and you feel guilty if you don’t
do it you can just relax and say I focus
on this on these occasions I I don’t sit
on the couch and then my commitment and
I will do it so it’s really it’s it
doesn’t require this much of a
discipline a lot of people ask me that
how much discipline how much work ethic
does it require of course it does but
you can make your life easier
just to focus on the on the occasions
that derail your plants all right once
you get out of the door it’s not a walk
in the park that’s for sure
you need to put in the work like the
organization’s they really need to dig
deep to transform themselves we see that
in a lot of industries they really need
to reinvent themselves and these these
companies have bad weather weather as
well they have like yeah it’s cold in
there because they have like resistance
from employees and uncertainty they need
to manage the same is in running because
if you are the the the major chunk of
the training is done in winter basically
and these are like snapshots of my
training it’s but it’s sometimes covered
it sometimes I see it’s windy but you
need to put in the work in the winter in
order to be ready and London is in April
so it’s a spring spring thing to do that
the trick to get out of the door and
really do the work out there is
something to adopt a certain mindset so
you need to adopt this training thing as
your your lifestyle like a running
lifestyle or you need to change your you
edit you to what’s that
and companies can learn from that
because if companies consider the change
they’re going through as a business as
usual not like a one time thing but
business as usual as then-new muros
operandi the whole change the whole
disruption the whole transformation is
not that of a big deal and the same is
in running for example if you adopt like
a non excuse policy you say I get I get
out of the door no matter what the for
example the weather looks like it’s you
adopt a different mindset to doing it
and by embracing this kind of change it
becomes like your own choice and
therefore it’s not imposed upon you and
that’s a big thing in order to get to
get the work so once you’re done the
training you you can have the results so
this is like the celebration of running
like the medals and they’re in the crowd
and the atmosphere it’s really about
celebration it’s really about soaking up
the positive energy and this is the same
in organization if you achieve good
results record-breaking numbers you
really need to share that with your
employees with the whole stakeholders
because that gives you motivation for a
very long time to come
however this race is very exciting but
it cannot be the primary the trigger
like they’re like they like the high
other outstanding results they cannot be
the trigger they the important thing is
that you focus on this training and the
work and the change which goes into that
because otherwise you don’t have that
either
I brought some figures but only to show
you it’s not so much about the medal you
saw the medals and you saw and it’s not
about the time it’s about toeing the
line which means you got you you arrived
at the starting line you take part
because it’s it’s very different to run
one outstanding performance and then
never again this is more about
performance over time and that is the
same topic in with organizations if you
wonder this looks a little bit like the
the stock price of a share price of a
company over some years it’s really very
different and indeed um for companies to
stay relevant over time they need to
train hard train their employees and
reinvent and they need to perform they
need to demonstrate that they are have a
ha a good stamina year in and year out
and the companies who achieved that and
then it’s like a change curve here the
companies who achieve that in mobilizing
their employees to go with the change to
do the work to do the to do the
transformation there will be the ones
who are in the game very very long time
I the chairs which which exists in the
running in the running environment on
the on the change curve of an
organization or transformation and it’s
very important for companies to identify
when their changes are derail the
railing and there are small situations
where they should not sit on the chair
where they’re they should walk the talk
they stand up and speak out however
identifying these occasions is not
enough as well because it’s very easy
and that is the it’s very obvious in
running to flip back in your old old
habits you go back on the couch you do
the Netflix and everything else so
flipping back to old habits exists in
the companies as well and therefore it’s
very important to have a change in
mindset and that brings about long-term
progress without the change in mindset
there’s no long-term progress in summary
organizational development
organizational change is very similar
for my perspective to running it does
not matter so much the discipline and
the work ethic it’s more about
identifying what are the drivers and
what are the barriers to our behavioural
change like
be aware of the chair and it’s about
bringing about a shift in mindset in
order to consider the change to adopt
the change some kind as a lifestyle so I
think this shift in mindset may well be
the art of progress thank you very much
[Applause]
hello everybody I’m wolf it’s really a
pleasure for me to be here today a great
chance for me and I’m very happy about
that to talk about a topic that is
really I’m really passionate about I
will talk about a topic about behavioral
change and I will pick out some aspects
it’s a very specific aspects which you
are might can take something away from
it so the topic today is progress and
beware of the chair the chair you all
got up already
so you moved up off your chair but
beware of a chair is a very simple rule
that it’s borrowed from sports which
helps to achieve progress over time
both in organizational contexts as well
in the private context or in in sporting
activities so you know I’m a management
consultant for 17 years now and I’m also
a marathon runner for 22 years I
completed the London Marathon 22
consecutive times and what I figured out
in the time in running and in working
occupies a lot of my time so I figured
out that running an organization and
running a marathon is really very
similar because both activities require
relentless forward progress let me give
you an example organizations need to
develop constantly they want to churn
out new products they want to stay ahead
of the of the of the competition and
want to stay relevant we heard that in
the in the first presentation already so
I I recently found my 2007 first edition
iPhone it’s a I think it’s called Tucci
and it still works it’s a very beautiful
very beautiful product some guy told me
I should keep it in the safe now
however we all want to have the new
iPhones we all want to have the new
features so we all wire towards progress
progress is not like an option we go for
that the same is in running if you don’t
move forward constantly you don’t arrive
at the finish line you become something
like DNF did not finish and that is not
a good thing to do so we’re here in our
university I had two professors speaking
prior to me so I thought it’s okay to
bring like a like a construct like a
research construct to show you um
basically we do have a starting point
which is like an ambition we can call it
an idea you can also call it a dream and
you have a result which is the progress
which is the result and the reality what
you achieve out of your out of your
ambition and what comes in between is
the leap of faith and getting out of the
door and that is very important it’s
about taking action taking action is in
between and activities in in the
organizational context as well as in
sports depends on whether you get
initially started whether you do like
the leap of faith and then it’s very
important to get out of the door every
day to continue that that is like a
pursue your your ambition every day and
to arrive there or to to realize it um
beware of the chair refers to the
stickiness that makes people hesitant to
say ah I lean back I’m not sure whether
to do it and they take a passive stand
so that is it actually prohibits it
stops the progress and it stops taking
action I will show you how taking the
leap the leap of faith is something you
dare to attempt something which is very
has unexpected or uncertain outcomes
it’s also very important to take it
early on we saw in the presentations
before that if you venture into new
technologies like new energy vehicles
and so on and learning you need to
really be bold you need to do the leap
of faith in order to to end you need to
do that early on otherwise somebody else
is defining your business models in
running its for me the same thing
because I start
relatively early and I’m sure if I
wouldn’t have done the leap of faith in
the beginning I never have done it that
I never would have done it probably
because once I entered their a my my job
the whole time was consumed with working
and so on so I wouldn’t do the leap of
faith and if you ask runners subscribing
to your first marathon is really like a
very bold commitment so they nobody of
them know whether they really can cover
the distance you really need to be quite
brave to do it so even more important
than the leap of faith is getting out of
the door which is putting the work in
sweating the small stuff day in and day
out so for organizations in order to
like develop them further they need to
change the behaviors of their employees
of their managers on a daily basis for
example if they want to get more agile
they need to collaborate in a more
dynamic way and they need to do
decisions faster they also need to be
more risky and allow failure and they
need to really lead by example and in
order to do that in an organization
manages an employee need to step out of
the comfort zone they need to get out of
the door and actually realize the change
and the progress and if they just sit
back in their chairs nothing will happen
the same is in running if you subscribe
for marathon you say okay I I’m brave
enough I’d do that and you plan to do
one hour of training every day that is
like a very very minimum to do it um it
sounds okay that should be possible I
can do that however that’s only in
theory in practice it becomes quite
difficult to do that because the moment
you come home after work in the evening
becomes very crucial because we find a
lot of reasons not to do it and beware
of the chair means don’t sit on the
couch you can do anything you can eat
something you can write something you
can read something communicate but if
you don’t as long as you don’t sit on
the couch your commitment stays intact
and you go out to the gym or you go out
for run and you can think of it of this
principle as a like workaround solution
you don’t need to occupy your mind the
whole day saying I need to do I want to
do that and you feel guilty if you don’t
do it you can just relax and say I focus
on this on these occasions I I don’t sit
on the couch and then my commitment and
I will do it so it’s really it’s it
doesn’t require this much of a
discipline a lot of people ask me that
how much discipline how much work ethic
does it require of course it does but
you can make your life easier
just to focus on the on the occasions
that derail your plants all right once
you get out of the door it’s not a walk
in the park that’s for sure
you need to put in the work like the
organization’s they really need to dig
deep to transform themselves we see that
in a lot of industries they really need
to reinvent themselves and these these
companies have bad weather weather as
well they have like yeah it’s cold in
there because they have like resistance
from employees and uncertainty they need
to manage the same is in running because
if you are the the the major chunk of
the training is done in winter basically
and these are like snapshots of my
training it’s but it’s sometimes covered
it sometimes I see it’s windy but you
need to put in the work in the winter in
order to be ready and London is in April
so it’s a spring spring thing to do that
the trick to get out of the door and
really do the work out there is
something to adopt a certain mindset so
you need to adopt this training thing as
your your lifestyle like a running
lifestyle or you need to change your you
edit you to what’s that
and companies can learn from that
because if companies consider the change
they’re going through as a business as
usual not like a one time thing but
business as usual as then-new muros
operandi the whole change the whole
disruption the whole transformation is
not that of a big deal and the same is
in running for example if you adopt like
a non excuse policy you say I get I get
out of the door no matter what the for
example the weather looks like it’s you
adopt a different mindset to doing it
and by embracing this kind of change it
becomes like your own choice and
therefore it’s not imposed upon you and
that’s a big thing in order to get to
get the work so once you’re done the
training you you can have the results so
this is like the celebration of running
like the medals and they’re in the crowd
and the atmosphere it’s really about
celebration it’s really about soaking up
the positive energy and this is the same
in organization if you achieve good
results record-breaking numbers you
really need to share that with your
employees with the whole stakeholders
because that gives you motivation for a
very long time to come
however this race is very exciting but
it cannot be the primary the trigger
like they’re like they like the high
other outstanding results they cannot be
the trigger they the important thing is
that you focus on this training and the
work and the change which goes into that
because otherwise you don’t have that
either
I brought some figures but only to show
you it’s not so much about the medal you
saw the medals and you saw and it’s not
about the time it’s about toeing the
line which means you got you you arrived
at the starting line you take part
because it’s it’s very different to run
one outstanding performance and then
never again this is more about
performance over time and that is the
same topic in with organizations if you
wonder this looks a little bit like the
the stock price of a share price of a
company over some years it’s really very
different and indeed um for companies to
stay relevant over time they need to
train hard train their employees and
reinvent and they need to perform they
need to demonstrate that they are have a
ha a good stamina year in and year out
and the companies who achieved that and
then it’s like a change curve here the
companies who achieve that in mobilizing
their employees to go with the change to
do the work to do the to do the
transformation there will be the ones
who are in the game very very long time
I the chairs which which exists in the
running in the running environment on
the on the change curve of an
organization or transformation and it’s
very important for companies to identify
when their changes are derail the
railing and there are small situations
where they should not sit on the chair
where they’re they should walk the talk
they stand up and speak out however
identifying these occasions is not
enough as well because it’s very easy
and that is the it’s very obvious in
running to flip back in your old old
habits you go back on the couch you do
the Netflix and everything else so
flipping back to old habits exists in
the companies as well and therefore it’s
very important to have a change in
mindset and that brings about long-term
progress without the change in mindset
there’s no long-term progress in summary
organizational development
organizational change is very similar
for my perspective to running it does
not matter so much the discipline and
the work ethic it’s more about
identifying what are the drivers and
what are the barriers to our behavioural
change like
be aware of the chair and it’s about
bringing about a shift in mindset in
order to consider the change to adopt
the change some kind as a lifestyle so I
think this shift in mindset may well be
the art of progress thank you very much
[Applause]
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