The Downturn + Culture + Leadership Theory = LEADERSHIFT


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  • "The nail that stands out from the board, will get pounded by the hammer."— Japanese Proverb
  • The Downturn + Culture + Leadership Theory = LEADERSHIFT

    1. 1.
    2. 2. PART<br />#1<br />
    3. 3.
    4. 4.
    5. 5. a big shift is happening right now…<br />SHIFT<br />
    6. 6. not to be confused with a …<br />SHIFTY<br />
    7. 7. Or a…<br />SHIFTER<br />
    8. 8. SHIFT<br />but a<br />in consumer values…<br />
    9. 9. Particularly in how consumers<br />VIEW<br />Leaders…<br />
    10. 10. an inevitable…<br />SHIFT<br />
    11. 11. MOTION<br />likely set in…<br />
    12. 12. by the…<br />DOWNTURN<br />
    13. 13. JOBS<br />
    14. 14.
    15. 15.
    16. 16. FUELED <br />all the negative has<br />this values shift…<br />
    17. 17. Now it seems as though we’re all looking on the bright side of things…<br />
    18. 18. 84%<br />STRONGLY AGREE<br />Say “the economic crisis has made people re-evaluate a lot of things.”<br />Source: Proprietary Research 2009<br />
    19. 19. 62%<br />STRONGLY AGREE<br />Say “in the long term this may actually be a good thing, it re-grounds us and makes us focus on what&apos;s most important.”<br />Source: Proprietary Research 2009<br />
    20. 20. 78%<br />STRONGLY AGREE<br />Say “there&apos;s a positive feeling that goes with focusing on the things that matter most in life.”<br />Source: Proprietary Research 2009<br />
    21. 21. 63%<br />STRONGLY AGREE<br />Say “the new realities that we all are facing may actually be good for people’s values.”<br />Source: Proprietary Research 2009<br />
    22. 22. This values shift is even starting to influence how consumers value brands…<br />
    23. 23. OUT<br />Big got us into this mess<br />
    24. 24. 75%<br />STRONGLY AGREE<br />Consumer say “I&apos;ve got less patience for companies that aren&apos;t clear and helpful.”<br />Source: Proprietary Research 2009<br />
    25. 25. 79%<br />STRONGLY AGREE<br />Say “going forward, keeping a long term view will be critical.”<br />Source: Proprietary Research 2009<br />
    26. 26. 69%<br />STRONGLY AGREE<br />Consumer say “transparency, honesty, and integrity matter the most going forward.”<br />Source: Proprietary Research 2009<br />
    27. 27. A new breed of purpose driven leadership is paving the way…<br />
    28. 28. Maybe not a new breed at all, perhapsjust a new species…<br />
    29. 29. There’s a sense of comfort that we all find appealing in these companies…perhaps partly driven by the good factor inherent in their DNA<br />
    30. 30. But goodness is only one side of the equation. Sure, having ‘good’ already in the DNA of the company is good but… <br />
    31. 31. It’s in the way you talk & walk that matters even more…<br />
    32. 32. &quot;Suit the action to word, the word to the action&quot;<br />--Shakespeare; Hamlet III.ii<br />
    33. 33.
    34. 34. Big question. What’s the best way to walk the walk?<br />
    35. 35. And talk?<br />
    36. 36. Socio-political theory proclaims 5different styles of leadership…<br />
    37. 37. Bureaucratic Leadership. <br />The letter of the law is king. In risky situations, this kind of leader provides strict rules, as from a set of rules or a manual, which must be adhered to.<br />
    38. 38. Delegative Leadership. <br />Here, the leader trusts people and empowers them to make their own decisions, particularly apt where such people possess knowledge the leader does not possess.<br />
    39. 39. Authoritarian <br />Leadership. <br />A dictator. The most dominant kind of leader, appropriate in situations where the solution is clear, time is limited or life and limb are at risk.<br />
    40. 40. Charismatic Leadership. <br />This kind of leader injects enthusiasm and inspiration into his or her followers and can lead to such followers being willing to perform actions they might not usually be willing to perform.<br />
    41. 41. Participative <br />Leadership. <br />A collaborative, consensual kind of leadership, appropriate for when the solution is not clear and the minds of others could fruitfully contribute to the leader’s decision making process.<br />
    42. 42. These styles can be distilled down to<br />2 basic approaches<br />
    43. 43. Vertical Leadership<br />Do As I Say<br />Let Me Speak<br />I Have The Secret<br />I’m Qualified<br />My Way Or Highway<br />I Know<br />I Rule<br />Leader<br />There is a separation between leader and the led, and that the leader is in an elevated, dominant position in relation to the led.<br />
    44. 44. Horizontal Leadership<br />I Serve <br />We Know/You Know<br />Maybe Your Way Is Better<br />We’re All Qualified<br />We All Have The Secret<br />Let’s Talk<br />Do As I Do<br />Leader<br />There is a basic unity between leader and led, and that the leader is on the same level as the led.<br />
    45. 45.
    46. 46. THE PULPIT<br />
    47. 47. VS. <br />THE FLOOR<br />
    48. 48. PREACHING<br />
    49. 49. VS. <br />COLLABORATING<br />
    50. 50. Traits of a vertical leader<br />High Up<br />In The Limelight<br />Sex/Glamorous Images<br />Preaching/One-way Speech <br />Acting Differently From The Led<br />Dressed Differently From The Led<br />Looking Rich<br />Blinged Up/Showy<br />Incomprehensible Language<br />Not Doing ‘Normal Things’<br />
    51. 51. Traits of a horizontal leader<br />On The Ground<br />In The Shadows<br />No Sex Or Glamour<br />Dialogue/Two-way Conversation<br />Acting Similarly To The Led<br />Dressed Similarly To The Led<br />Looking Poor<br />Plain/Modest<br />Simple Language<br />Doing ‘Normal Things’<br />
    52. 52. The new leadership dynamic:<br />
    53. 53. FROM<br />Exclusivity (a few lone stars at the top)<br />Authoritarianism<br />A select few are integral to achieving success<br />
    54. 54. TO<br />Inclusivity (it takes a village)<br />Democracy<br />Everyone plays an integral role<br />
    55. 55. FROM<br />Think only of yourself<br />Only care about your own success, even at the expense of others<br />Pass the buck<br />
    56. 56. TO<br />Think about others<br />Consider the impact of your actions on others<br />Take responsibility for your actions – be accountable <br />
    57. 57. FROM<br />Overplay your strengths<br />Deny or ignore your weakness <br />Exploit your strengths to overcompensate for any weakness <br />
    58. 58. TO<br />Strengthen your weaknesses<br />Admit, recognize and acknowledge weaknesses<br />Work to shore up any weakness <br />
    59. 59. OUT<br />Disposability<br />Immediate gratification<br />Consider only the short term need, outcome, as it relates to oneself<br />Planned obsolescence<br />
    60. 60. IN<br />Sustainability<br />Delayed gratification<br />Consider the long-term and wider impact of one’s decision <br />
    61. 61. OUT<br />Asset capital<br />Measure success by material gains<br />
    62. 62. IN<br />Human capital<br />Measure success by intellectual capital<br />
    63. 63. OUT<br />Secrecy<br />Limit power by confining the dissemination of information to a select few<br />
    64. 64. IN<br />Transparency<br />Empower everyone by providing everyone with access to information<br />
    65. 65. OLD<br />Illiteracy<br />Make information complex<br />Employing jargon and unfamiliar language<br />Keep people ill-informed, unknowledgeable and incapable of making good decisions<br />
    66. 66. NEW<br />Literacy<br />Make information simple, straightforward and easy to understand<br />Ensure people are knowledgeable and able to make well-informed decisions<br />
    67. 67. OLD<br />Talking<br />Want all the attention<br />One-way communicating<br />
    68. 68. NEW<br />Listening<br />Pay attention to others<br />Two-way communicating<br />
    69. 69.
    70. 70. Apply these simple principles and<br />LEAD-ON<br />
    71. 71. THANKS<br />Forward questions to:<br /><br />