Leadership & Management Development Module - May 2010


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A few of the slides I used for a management development programme for a client

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Leadership & Management Development Module - May 2010

  1. 1. Whatever is at the center of our life will be the source of our security , guidance, wisdom, and power. Stephen R Covey
  2. 2. Expectations  Please tell us why you are here…what do you expect to gain from this learning experience.  At your table – please list 2 personal learning and process expectations for t his module and share in your group.  As a group please draft 2-3 process needs and learning expectations.
  3. 3. The questions we are grappling with in this module  What would our lives look like if the organisation where we spent our working our days – were naturally places of resonance, with leaders who inspired us?  What role does leadership and management play in organisational and employee performance?  What inspires a leader to inspire others and unleash their potential?  What is the personal and organisational cost of failing to fully engage the passion, talent and intelligence of the workforce?  What makes a manager a manager of choice by her reports, peers, and boss?  How do I first become a great manager that defines reality, lastly say thank you and in between be a servant leader? ( paraphrasing - Max de Pree – in Leadership is an Art)
  4. 4. Module roadmap WEDNESDA 5th MA 2010 Y Y TIME SESSION 08.30am Welcome & Introductions Session 1 : Context setting, expectations , reconnecting to previous study schools & 09.00am overview of the 2 days 10.15am BREAK 10.30am Session 2: Management & leadership / Manager vs. leader, what is leadership? 11.30am Session 3: Managing one-self: contribution, habit 2, Johari-window & wheel of life 12.30pm LUNCH 13.15pm Session 4: Class presentations on pre-work / leadership articles prep for day 2 14.30pm BREAK Session 5: Trust the best way to manage, homework and checking of pulse 14.45pm
  5. 5. Getting the most of this module  Be frank about your ways of be ing and acting.  Be open to having mindset regarding what a leader is and the practices of leadership, examined and questioned.  Be open to having your frame of reference – ideas, beliefs and taken-for granted assumptions – of who you are for yourself examined and questioned.  Be open to having your model of reality examined and questioned, and be open to transforming your worldview.
  6. 6. Chairman and CEO of The Gallup Organisation, Jim Clifton ‘‘in the new world of extreme competition, we are all going down the wrong path unless we discover a new way to manage’’
  7. 7. 1. How many of you would agree th at the vast majority of companies and teams are over-managed and under-led? 2. What would be the impact on yo ur personal and work life if you were a highly effective manager?
  8. 8. A leader’s prayer Dear Lord, help me to become the kind of leader my management would like to have me be. Give me the mysterious something which will enable me at all times satisfactorily to explain policies, rules, regulations and procedures to my co-workers when they have never been explained to me. Help me to teach and to train the uninterested and dim-witted without ever losing my patience or temper. Give me that love for my fellow men which passeth all understanding so that I may lead the recalcitrant, obstinate, no-good worker into the paths of righteousness by my own example, and by soft persuading remonstrance, instead of busting him on the nose. Source: Charles Handy - Understanding organisations. 1999. Penguin Book
  9. 9. A leader’s prayer Instill into my inner-being tranquility and peace of mind that no longer will I wake from my restless sleep in the middle of the night crying out What has the boss got that I haven’t got and how did he get it? Teach me to smile if it kills me. Make me a better leader of men by helping develop larger and greater qualities of understanding, tolerance, sympathy, wisdom, perspective, equanimity, mind-reading and second sight. Source: Charles Handy - Understanding organisations. 1999. Penguin Book
  10. 10. A leader’s prayer And when, Dear Lord, Thou has helped me to achieve the high pinnacle my management has prescribed for me and when I shall have become the paragon of all supervisory virtues in this earthly world, Dear Lord, move over . --Amen Source: Charles Handy - Understanding organisations. 1999. Penguin Book
  11. 11. TC Mission Statement Vision
  12. 12. Great organisations  A great organisation is one that makes a distinctive impact and delivers superior performance over a long period of time.  For a business, performance means financial results, specifically return on invested capital.  The key is to recognize that t he good-to-great principles are not a definition of greatness, rather represent a series of principles for how to achieve greatness; they are input variables, not output variable s. Jim Collins: Good to Great – discussion guide and diagnostic tool - jimcollins.com
  13. 13. Good to great framework INPUT PRINCIPLES OUTPUT RESULTS Stage 1: DISCIPLINED PEOPLE Level 5 Leadership First Who, Then What • Delivers superior performance Stage 2: DISCIPLINED THOUGHT relative to its mission Confront the Brutal Facts • Makes a distinctive impact The Hedgehog Concept on the communities it touches Stage 3: DISCIPLINED ACTION • Achieves lasting endurance Culture of Discipline beyond any leader, idea or The Flywheel setback Stage 4: BUILDING GREATNESS TO LAST Clock Building, not Time Telling Preserve the Core / Stimulate Progress Jim Collins: Good to Great – discussion guide and diagnostic tool - jimcollins.com
  14. 14. How does TC define results?  From your pre -work…….
  15. 15. Pre-NMDP sc hool questions  What do managers do?  What is my bosses boss’ top 3 priorities? What is my boss’s top 3 priorities?  What contribution will I make in my current role?  What specifically are the two or three most important c hallenges facing my team/organisation right now?
  16. 16. T able activity  Management is……Leadership is…….
  17. 17. The hunger for the manager lea der 1. Within every person a hunger for sense of personal agency: to have an effect, to contribute, to make a difference, to influence, to build and help. 2. A hunger for authority that will provide orientation and reassurance – especially in times of stress and fear. 3. Hunger for leadership that can deal with the intensification of systematic complexity. 4. To respond adaptively to the depth, scope, and pace of change combined with complexity creates unprecedented conditions. 5. This landscape creates a new moral moment in history – of critical choice – thus a leadership that can exercise a moral imagination and moral courage. Source: Leadership can be taught. Parks, S.D. 2005 .HBS
  18. 18. Differentiating – leadership and management  Leadership is explicitly about those word s and actions that create meaning for employees.  Management refers to executive attributes , acts, and behaviours that impact on performance without creating meaning.  Managers are leaders of a certain sort. Not all leaders are managers. Source: How Leadership Matters Charles A. O’Reilly, David F. Caldwell & Jennifer A. Chatman , 2005
  19. 19. What is leadership? Leadership is NOT a P osition... …is affirming the wor th and potential of others so clearly that they come to see it in themselves. It is both “doing” and “being”
  20. 20. DOES LEADERSHIP IS Copyright 2010– Graeme de Bruyn
  21. 21. Management & Leadership  Management  Leadership  Managers look inward  Leaders look outward  Planning and budgeting  “Initiate and perpetuate change”  Setting targets and goals  Leaders will ask: What and  Establishing steps for reaching Why? goals  Leaders inspires trust  Controlling and problem-solving  Coping with change  Monitoring results vs. plan  Leaders are highly focused on  Allocating resources the people behind the processes and system  Managers seek to maintain the environment  Attuning and aligning people
  22. 22. Reflection Effective leadership is not mere knowledge about what leaders do, or to emulate styles of noteworthy leaders, or trying to remember and follow the steps, tips or techniques from books on leadership, and not from merely being in a Leadership position. If you are not being a leader, and you try to act like a leader, you are likely to fail . Pretending to be a leader is deadly in any attempt to exercise leadership. Source: Erhard, Jensen, Zaffron & Granger, 2009
  23. 23. The Leader Manager path Being Practice  What do you want to do with  Who are you accountable to? your life?  What are you accountable for?  Why do you go to work?  Do you take time to listen to  When the doors open are you others? Are you open to listening to, and being ready to walk through them? influenced by, others  How do we encounter people or (vulnerable)? ideas?  Are you able to listen to the  What are you committed to? emotions of others?  What is important to you?  What is your area of influence? How do you think you can  Would you want to be managed extend that area of influence? or led by YOU?
  24. 24. Leadership & organisational greatness  Drotter (2003) suggests that f ully 75% of the reason work isn’t done can be attributed to the leader/boss:  The job and the goals aren’t clearly defined.  The boss is inaccessible because he/she’s too busy, often do ing work that the subordinate could do.  The boss hired the wrong person. (This is not the person’s fault.)  A true leader takes accountability for the success of other people, not just himself.
  25. 25. Video T P om eters on LEADERSHIP
  26. 26. Video debrief  What have been the aha’s from video clip.  Why do you think T Peters sa ys he is a om c harlatan?  What is TPs definition of leadership or what he calls the leadership thing?
  27. 27. Quotable Only when you operate from a combination of your strengths and self-knowledge can you ac hieve true and lasting greatness. Success in the knowledge econo my comes to those-who know themselves-their strengths, their values, and how they best perform. Peter Drucker.
  28. 28. Managing one-self Being (character) Practice (skills/do)  What are my values?  What are my strengths?  What can I contribute?  How do I work?  Where do I belong? (HBR, Drucker, 1999).
  29. 29. T owards master y of self  There is truly no substitute for self control and discipline.  Many managers work on how they are perceived or their daily behav iours (do).  Instead of foregoing suc h foolishness and focus on being congruent to self and with others.
  30. 30. Outcomes of self-management  When you have learned to manage yourself:  Then and only then - you have earned the right to lead and mentor others
  31. 31. Quotable Y can buy a man’s time; you can buy his ou physical presence at a given p lace; you can even buy a measured number of his skilled muscular motions per hour But you cannot buy . loyalty… you cannot buy the de votion of hearts, minds, or souls. Y must earn these. ou - Clarence Francis
  32. 32. Knowing yourself Self- expression Self-control Self-possession Self- knowledge Self- awareness Source: On becoming a leader: Warren Bennis. 1989
  33. 33. Four lessons of self-knowledge Being Practice  True understanding  Y can learn anything ou comes from reflecting you want to learn on your experience  Y are your own best ou  Accept responsibility - teac hers blame no one Source: On becoming a leader. Warren Bennis. 1989
  34. 34. How do we create balancing/bal ance?
  35. 35. Finding Balance Work Personal
  36. 36. First lead yourself, then othe rs!  Leading yourself well means that you hold yourself to a higher standard of accountability than others do. (John Maxwell).  History's great achievers - always managed themselves.  They are exceptions, un-usual both in their talents and their accomplishments outside of the ordinary.  Most of us, even those of us with modest endowments, will have to learn to manage ourselves.  We will have to learn to develop ourselves.  We will have to place our-selves where we can make the greatest contribution.  And we will have to engaged - knowing how and when to change the work we do. (Peter Drucker)  People leave managers not companies (Buckingham & Coffman)
  37. 37. The trust factor in leadership  How does a trust-oriented leader impact teams?  Whic h is more important, our actions or our words?  What is the role of competence for a leader?  What is the role of open communication for a leader?
  38. 38. A leader’s personal power come s from. . . CHARACTER & COMPETENCE THINGS vs. PEOPLE INSIDE-OUT Stimulus Response CHOICE Whole-person Workers vs. Associates Influence vs. Power Copyright 2010– Graeme de Bruyn
  39. 39. TRUST the best way to manage  No manager can influence or lead people if she does not have trust.  Vulnerability starts trust.  Only those who trust themselves can trust others.  The only way to encounter trustworthy people is to trust them.  I am prepared to relinquish control of another person because I expect them to be competent, and to act with integrity and goodwill. Source: Trust the best way to manage: Reinhard K. Sprenger
  40. 40. By enlisting any of the behaviours and cores of trust… Self Relationship • List three behaviours to increase your self-trust and what you will do to act on it. • Identify 1-2 relationships that could benefit from renewed trust. • Use any number of the behaviours to increase relationship trust. Copyright 2010– Graeme de Bruyn
  41. 41. Four ingredients that generate and sustain trust  Constancy. Whatever  Reliability. They can be surprises leaders themselves counted on and support may face, they don’t create their co-workers when it any for the group. Leaders matters. stay the course.  Integrity. Leaders honor  Congruity. Leaders walk their commitments and their talk. There is no gap promises. between the principles they share and teach and their life practices. Source: Warren Bennis. On becoming a leader. 1989.
  42. 42. Group assignment  Leadership theory / organisational / team theory  Framework to do leadership – best practice for your team  Applicable learnings for leader and team  Any useful – practical insights that can help us as individual and team/company  Summarise what these guys are saying  5-6 slides – use diagrams, notes, are there any stories of hope / inspiration
  43. 43. T am execution e Contributive purpose Bed/Interpret/Understand/ enterprise strategy Define Individual Goals & Behaviours Business objectives Stakeholder Expectations Divisional / unit goals Realign Process & TP & Systems Frontline behaviours LEAD & LAG Manager enabling behaviours MEASURES Recognise & Share Performance scoreboards Copyright 2010– Graeme de Bruyn
  44. 44. What do managers do?
  45. 45. “People don’t change that much – don’t waste time trying to put in what was left out. Try to draw out what was left in. That is hard enough” Buckingham, 1999.
  46. 46. Management practices  Strategy-devise and maintain a clearly defined focused strategy.  Execution-develop and maintain flawless operation execution.  Culture-develop and maintain a performance- oriented culture.  Structure-build and maintain a fast, flexible, flat team.
  47. 47. The four keys: catalyst roles People don’t change that SELECT FOR DEFINE THE RIGHT much. TALENT OUTCOMES Don’t waste time putting in what was left out. Try to draw out what FOCUS ON FIND THE RIGHT FIT was left in. STRENGHTS (POSITIONING) Source: First break all the rules. Buckingham, M. & Coffman, C. 2005. Copyright 2010– Graeme de Bruyn
  48. 48. Re-inforcement Attuned Specific team practices Systems / Training Processes Team try-out Coaching Baby steps Individual Skills (practice) Accountability Behaviour partner/s Enlist your (being) team Knowledge (see) Build foundation: character - inside-out - principles Copyright 2010– Graeme de Bruyn
  49. 49. 3 days - 3 weeks - 3 months from today…I will focus on the following items: Personal Team List 3-5 clear, specific, vivid behaviours/mindsets/goals/ways of being Copyright 2010– Graeme de Bruyn
  50. 50. This is the beginning… What matters most … ‘a saga of becoming’ “We are in a constant state of becoming.” graemedebruyn@gmail.com 082 823 7436 www.linkedin.com/in/graemedebruyn