1. PROFESSOR PETER HAWKINS
HENLEY BUSINESS SCHOOL AND
BATH CONSULTANCY GROUP
Leadership Convention
St George‟s Park, November 13-14

2. Creating Collective Leadership
To rise to the Challenges that we all face.

3. The Darwinian law of organisational
survival
L ≥ E.C.
Learning must equal or be greater than the speed of
change in the environment

4. Sustainable change that drives
performance
Strategy
Change
Culture
Leadership

5. Strategy in one question
“What can you uniquely do that the world
of tomorrow needs?”

7. Context for 21st Century leadership
Need for holistic view
- development
Retiring baby boomers
Growing elderly population
Talent demand outstrips supply
Complexity of globalisation
/ matrix
24/7
Economic turmoil & volatility
Generation X & Y
Mindset change in
transitional economies
Responsible
leadership
Speed of technological
change
Shift in power from
West to East – or
back?
Climate & environment
changes
Political instability &
risk
Increased migration
Cross cultural
challenges &
opportunities
Peak Oil - Fuel prices
– sustainability issues
Need for growth,
innovation & agility
Governance,
ethics & CSR

8. The challenge for us all – greater demand,
higher quality, lower cost and more sustainable

9. The limits to growth
‘Anyone who believes in
indefinite growth in anything
physical, on a physically finite
planet, is either mad – or an
economist.’
David Attenborough quoting
Kenneth Boulding, President
Kennedy‟s environmental
advisor

10. The UK health challenge between now
and 2032
Population growth of
8 million
Half the population over 50
Over 65s:
10.6 million – 16.1 million
Over 85s:
1.26 million – 2.65 million
Obesity:
26% - 40%
Arthritis:
8 million - 17 million
Dementia:
800,000 - 1.3 million
Dementia cost of care £40 billion
(Source: Kings Fund; The Future Trends)

11. How can sports organisations rise to
the challenge?
Building Collective Leadership that enables:
a)
b)
c)
d)
e)
Creativity at all levels
Staff engagement
Identifying and make the most of talents
Community involvement with all stakeholders
Collaboration with other organisations

12. How come?
The UK government spent more on Leadership
Development between 1997-2010 than all previous
governments put together
Yet every department review reported that the senior
leadership team were not as effective as they needed to
be?

13. The paradigm shift
From
To
Focus on „share value‟
Focus on government set targets
Focus on „shared value‟
Working in partnership to create value for
all stakeholders
Competing on product, technological or
knowledge advantage
Providing a differentiated customer
experience
Brand image
“Lived Brand” and the relational value
chain
Leading those who report to you
Leading with others across organizational
boundaries
Leader development
Leadership development

14. Questions to start our dialogue
1. What is going to be the 3-5 biggest challenges in your
organisation in the next two years?
2. In the light of that how does the collective leadership
of your organisation need to evolve and develop?
3. What do you need to learn today to develop that
collective leadership?

15. The challenge for today’s leadership
teams
• Managing expectations of different
stakeholders
• Both running the business and
transforming it
• Being members of multiple teams
• Working with systemic conflict
• The world becoming more complex and
interconnected
• Working virtually
• The major challenges lie not in the parts
but in the interconnections

16. Developing High Performing Leadership Teams

17. In what circumstances are the
following true?
1. 1+1+1+1+1+1 = 6
2. 1+1+1+1+1+1 = 2
3. 1+1+1+1+1+1 = 12
We understand „1‟ but do we understand „+‟ ?

18. The expanding field
People in team
=7
Relationships internally
= 21(dyads) 21 (tryads) 14
(foursomes) 5 (fivesomes) = 61
External critical individual
relationships each
= 300
These stakeholders
are interconnected
= THOUSANDS

19. A High Performing Team
‘A team is a small number of people with complimentary
skills who are committed to a common purpose, set of
performance goals, and approach for which they hold
themselves mutually accountable.’
Katzenbach and Smith, HBR, March 1993
‘…a High performing team also:
• effectively meets and communicates in a way that
raises morale and alignment,
• engages with all the teams key stakeholder groups in
a way that grows performance
• and provides constant learning and development for
all its members and the collective team.’
Hawkins, 2011

20. The journey from team manager to
team coach
Team
Orchestrator
Team Leader
Team
Manager
Team
Coach

21. The five disciplines of high
performing teams
Task
2. Clarifying
Inside
1. Commissioning
5. Core
Learning
(within boundary)
Outside
(across boundary)
3. Co-Creating
4. Connecting
Process

22. The five disciplines of high
performing teams and boards
Task
Clarifying
Collective endeavour
Team Charter
Goals
Objectives
Roles
Inside
(within boundary)
Commissioning
Ensuring a clear commission
for the team and contracting
on what it must deliver..
Core Learning
Co-ordinating
and
Consolidating
Reflecting, Learning
Integrating
Co-Creating
Interpersonal
And Team Dynamics
Team culture
Outside
(across boundary)
Connecting
And engaging all the
critical stakeholders
Process

23. Team charter
Team Commission or Mandate:
Team Strategic Focus:
Strategic Narrative:
Key Stakeholders
Key Team objectives and goals
Team Key performance Indicators
Vision of what success will look, sound and feel like
Team Members
Green Card Behaviours
Working
Agreements
Core Values
Red Card Behaviours

24. Who does your organisation serve?
And what “added value” does it need to deliver to each
stakeholder?

25. Key stakeholder groups
Investors/Regulators
Natural
Environment
Community in which
the organisation
operates
Suppliers
Partners
Customers
Employees

26. Key sports stakeholder groups
Investors/Funders/ Regulators
Natural
Environment
Elite sports people
&
Grass roots participants
Partner organisations
Employees & Volunteers

27. ‘Employee engagement – nailing the
evidence’
• Top quartile companies delivered seven times more to shareholders than
bottom quartile companies.
• While 78% of engaged public sector employees felt they could impact public
service delivery positively, only 29% of the disengaged felt the same way
• 59% of engaged employees said that work brings out their most creative ideas,
compared with a mere 3% of the disengaged
• Accidents are 62% higher among disengaged employees
• Only one third of UK employees are actively engaged at work, leaving 20
million under-performers
Bruce Rayton, Tanith Dodge and Gillian D’Analeze (2012). Employee
engagement – the evidence. Research Report. London. Engage for Success.

28. Five pillars of engagement
Strategic Narrative: “I need visible, empowering leadership that articulates clearly where we have come from,
where we are now and our vision of where are we going. What is the bigger picture of which I am a part and how
does my role fit in with achieving our shared vision?”
Engaging Managers: “I respond best to a boss who makes it clear what my role is and helps me to harness my
energy and creativity to play that role optimally. I want my achievement measured and celebrated and I thrive on
opportunities to learn, develop and contribute more.”
Employee Voice: “I like to know that my ideas and concerns are heard and I want to be told what‟s going on. I
flourish when treated as a human being, not a human resource, and given leeway to share responsibility with my
colleagues for our part in this collaborative enterprise.”
Organisational Integrity: “I prefer clear and consistent alignment between what is said and what is done. If the
organisation claims its people are its greatest asset, please do not use command and control tactics leading to
bullying harassment, grievances and mistrust. Values alignment matters.”
Real Teamwork: “I feel more engaged when I am working in a team that has clear objectives, works closely
together to achieve those objectives and regularly meets together to review performance and how it can be
improved.”

29. A strategic narrative
Please prepare a compelling and inspiring 3-5 minute strategic
narrative, that you can use with your staff, the Board, and with other
Stakeholders that includes:
•
•
•
•
Why – are work is critically important
What – we need to focus on to be successful
How - we need to work together as a collective leadership team
Our vision of what success will look and feel like by the end of
2014.

30. Building partnerships
If a partnership does not have a shared compelling
collective endeavour or joint it will fail to create value.
“What can we do together that we cannot do apart?”

31. Thank you for listening
If you want to follow up with a conversation then please
contact me.
peter.hawkins@henley.ac.uk
peter.hawkins@renewalassociates.co.uk
www.linkedin.com
Tel: +44 7802 887418