Leadership Sustainability: Seven Disciplines to Achieve the Changes Great Leaders Know They Must Make
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Leadership Sustainability: Seven Disciplines to Achieve the Changes Great Leaders Know They Must Make

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Most good leaders want and try to become better. Unfortunately, few of them implement these good intentions. Leadership sustainability has to show up not only in personal intentions but also in ...

Most good leaders want and try to become better. Unfortunately, few of them implement these good intentions. Leadership sustainability has to show up not only in personal intentions but also in observable behaviors.

HR leaders and talent managers need to think of themselves as leader-makers, helping leaders figure out why they should change, what they should change and helping them build discipline on how they should make the change work. Successful leaders know who they are and what they stand for. They know who they are; they know what values are important to them; and they communicate their objectives in a powerful way. And that’s why their transformative leadership skills drive tremendous value into their businesses.

In this webinar, Dave Ulrich will help you think critically about the actions you must take to prepare your organization and leaders for positive change. We’ll talk about:

How to summon the vision and courage necessary for driving change.
Asking tough questions that can help leaders shape their vision.
Sharpening mental and emotional toughness to make strategic, lasting change.
Implementing the right changes and dealing with disruptions they may cause.
Sustaining and managing momentum.

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Leadership Sustainability: Seven Disciplines to Achieve the Changes Great Leaders Know They Must Make Leadership Sustainability: Seven Disciplines to Achieve the Changes Great Leaders Know They Must Make Presentation Transcript

  • You can listen to today’s webinar using your computer’s speakersor you may dial into the teleconference.If you would like to join the teleconference,please dial 1.650.479.3208 and enter access code: 922 560 437 #.You will be hold until the seminar begins.
  • Speaker: Dave UlrichProfessorRoss School of Business, University of Michigan
  • • Q&A– Click on the Q&A icon on your floating toolbar on the top of your screen.– Type in your question in the space at the bottom.– Click on “Send.”
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  • 1. Will I receive a copy of the slides after the webinar?YES2. Will I receive a copy of the webinar recording?YESPlease allow up to 2 business days to receive these materials.
  • Dave UlrichProfessorRoss School of Business, University of Michigan
  • Leadership Sustainability:Seven Disciplines to Achieve theChanges Great Leaders Know TheyMust MakeMay 2013Dave Ulrichdou@umich.edu
  • May 2013 / Leadership Sustainability8© The RBL GroupOverall Goals for WorkshopThink:About how leaders and leadership can create sustainabilityin what they desireBehave:Be able to do things that make a differenceHave fun:Enjoy the experience together by learning together
  • May 2013 / Leadership Sustainability9© The RBL GroupRecent books
  • May 2013 / Leadership Sustainability10© The RBL GroupThe challenges of effective leadershipDimensionofleadershipQuestion ChallengeWhy Why should I work to improve mypersonal leadership and to buildleadership in my organization?Build the business case forleadershipWhat What do I have to do to be a betterleader or to build better leadership inmy organization?Articulate the leadershipbrand, with both code anddifferentiatorsHow How do I ensure that what I turn whatI know I should do into what I do?Know and accomplish the 7factors for leadershipsustainability
  • May 2013 / Leadership Sustainability11© The RBL GroupWhy leadership mattersIf we have better leadership inour organization, what willhappen?
  • May 2013 / Leadership Sustainability12© The RBL GroupLeadership creates valueWhat value does leadership provide?HR Stakeholders(external view)Quality ofleadershipInvestorIntangibles/confidenceLine managerStrategy executionCustomer/usersCustomer share’User attitudeCommunityReputationEmployeeToday/tomorrowProductivity:  Competence * commitment * contribution
  • May 2013 / Leadership Sustainability13© The RBL GroupThe challenges of effective leadershipDimensionofleadershipQuestion ChallengeWhy Why should I work to improve mypersonal leadership and to buildleadership in my organization?Build the business case forleadershipWhat What do I have to do to be a betterleader or to build better leadership inmy organization?Articulate the leadershipbrand, with both code anddifferentiatorsHow How do I ensure that what I turn whatI know I should do into what I do?Know and accomplish the 7factors for leadershipsustainability
  • May 2013 / Leadership Sustainability14© The RBL GroupLeadership Brand results from two trendsInside and OutsideTREND 2:Leader and LeadershipTREND 1:
  • May 2013 / Leadership Sustainability15© The RBL GroupLeader and leadership
  • May 2013 / Leadership Sustainability16© The RBL GroupInside and outside
  • May 2013 / Leadership Sustainability17© The RBL GroupLeadership brand is an organization capability that increasesconfidence in future results with external stakeholdersSource: Dave Ulrich and Norm Smallwood, Leadership Brand: Developing Customer-Focused Leadersto Drive Performance and Build Lasting Value (Boston: Harvard Business School Press, 2007).Celebrity LeadersCompetent Leaders Leadership SystemsINSIDEOUTSIDELEADER LEADERSHIPLeadership Brand
  • May 2013 / Leadership Sustainability18© The RBL GroupXLeaders must nail the fundamentals as well aswhat makes our leaders uniqueLeadership Fundamentals60 to 70% of leadership effectivenessLEADERSHIP CODE(COMMON)LEADERSHIPDIFFERENTIATORSLeadership Differentiators30 to 40% of leadership effectiveness
  • May 2013 / Leadership Sustainability19© The RBL GroupLeadership Code:The DNA of Effective Leaders
  • May 2013 / Leadership Sustainability20© The RBL GroupCount as high as youcan in 45 seconds, starting from 1
  • May 2013 / Leadership Sustainability21© The RBL GroupCount again:Creates a framework for leadership
  • May 2013 / Leadership Sustainability22© The RBL GroupLeadership Code: Strategist
  • May 2013 / Leadership Sustainability23© The RBL GroupLeadership Code: Executor
  • May 2013 / Leadership Sustainability24© The RBL GroupLeadership Code: Talent ManagerThese contractors are installing steel pillars in concrete to stop vehicles from parking on the pavement outside a Sports Bar downtown. They are now in the process of cleaning up at the end of the day and anxious to climb in their truck and go home. 
  • May 2013 / Leadership Sustainability25© The RBL GroupHuman Capital Developer
  • May 2013 / Leadership Sustainability26© The RBL GroupPersonal Proficiency
  • May 2013 / Leadership Sustainability27© The RBL GroupLeadership Code: Summary
  • May 2013 / Leadership Sustainability28© The RBL GroupLeadership Code(Common)Leadership DifferentiatorsWhat effectiveleaders dohereXLeadership brand:Statement of leadership brand
  • May 2013 / Leadership Sustainability29© The RBL GroupLeadership brand definitionLeadership brand is turning customer and investorexpectations into employee actions through leadershipbehaviors.It makes the customer experience real to employees.It enables employees to see customer expectations inleadership behaviors.
  • May 2013 / Leadership Sustainability30© The RBL GroupLevels of branding…1.Product Brand2. Firm Brand3. Leadership Brand
  • May 2013 / Leadership Sustainability31© The RBL GroupLeadershipDifferentiatorsFirmBrandFIRM BRAND:What are the top 3 things we (the Group) wantto be known for by our target customers?LEADERSHIP DIFFERENTIATORS:What are the leadership behavioursthat would reflect each firm brand?•••••••••Translate firm brand into leadershipdifferentiators
  • May 2013 / Leadership Sustainability32© The RBL GroupThe challenges of effective leadershipDimensionofleadershipQuestion ChallengeWhy Why should I work to improve mypersonal leadership and to buildleadership in my organization?Build the business case forleadershipWhat What do I have to do to be a betterleader or to build better leadership inmy organization?Articulate the leadershipbrand, with both code anddifferentiatorsHow How do I ensure that what I turn whatI know I should do into what I do?Know and accomplish the 7factors for leadershipsustainability
  • May 2013 / Leadership Sustainability33© The RBL GroupSTORYA group of turkeys attend a 2 day training program to learn how to fly.They learn the principles of aerodynamics and they practice flying in themorning, afternoon and evening. They learn to fly with the wind andagainst it, over mountains and plains, and together and by themselves.At the end of the two days, they all walk home.Why leadership sustainability matters
  • May 2013 / Leadership Sustainability34© The RBL GroupVitalSmarts Study•73% of employees have been in circumstances where they knew they needed to change to keep theirjob or to get ahead, yet struggled to successfully change their habitsKnowledge Advisors Study•76% of all survey respondents indicated that training is a key organization tool•9% of learners actually apply what they learn with positive results;•76% indicate that learners apply 50% or less of what they learnMcKinsey Study•30% of major initiatives have success•19% of culture change initiatives are successful“The crucial issue is how the change is accomplished, not so much what the change is “Other•98% of us fail at keeping New Years resolutions to change bad habits.•85% of us have had bosses who tried – but failed – to get us to improve performance.•70% of Americans who pay off credit card debt with a home equity loan end up with the same orhigher debt in 2 years.•Americans spend $40 billion a year on diets, but 19 out of 20 lose nothing but their money•Marriage counseling saves fewer than 1 in 5 couples on the brink of divorce.Why leadership sustainability matters
  • May 2013 / Leadership Sustainability35© The RBL GroupResearchareaExample booksMaking changehappen• Chip Heath and Dan Heath Made to Stick: Why Some Ideas Survive andOthers Die• James O. Prochaska Changing for Good: A Revolutionary Six-StageProgram for Overcoming Bad Habits and Moving Your Life PositivelyForward• Jeffrey Pfeffer and Robert Sutton, The Knowing/Doing GapInfluence/Persuasion• Robert Cialdini. Influence: The Psychology of Persuasion (Collins BusinessEssentials)• Roger Fisher, William Ury, Bruce Patton. Getting to Yes: NegotiatingAgreement Without Giving InChanginghabits• Cherry Pedrick. The Habit Change Workbook: How to Break Bad Habits andForm Good Ones• M.J. Ryan. This Year I Will...: How to Finally Change a Habit,...• Mark F. Weinstein. Habitually Great: Master Your Habits• Jack Hodge, The Power of Habit: Harnessing the Power to Establishroutines that Guarantee Success in Business and life• Debbie Macomber, Changing HabitsResearch on sustainability
  • May 2013 / Leadership Sustainability36© The RBL GroupResearch area Example booksSelf discipline(self help books)• Brian Tracy. No Excuses!: The Power of Self-Discipline• Dali Lami, Becoming Enlightened• Jim Randel, The Skinny on Willpower: How to Develop Self Discipline• Eckhart Tolle: A new Earth: Awakening to your Life’s Purpose• Norman Vincent Peale, The Power of Positive ThinkingLeadershipderailment• David L. Dotlich, Peter C. Cairo, Why CEOs Fail: The 11 BehaviorsThat Can Derail Your Climb to the Top and How to Manage Them• Sydney Finkelstein, Why Smart Executives Fail: And What You CanLearn from Their MistakesLeadershipdevelopment• Ellen Van Velsor, Cynthia D. McCauley, and Marian N. The Center forCreative Leadership Handbook of Leadership Development• Morgan McCall, Michael M. Lombardo, and Ann M. Morrison.Lessons of Experience: How Successful Executives Develop on theJob• Morgan McCall. High Flyers: Developing the Next Generation ofLeadersResearch on sustainability
  • May 2013 / Leadership Sustainability37© The RBL GroupSummary - START MESustainabilityFactorDescriptionSimplicityFocus on a few key behaviors that have high impact.TimePut into calendar the desired behaviors that show up in how they spend their time.AccountabilityAre personally and publicly accountability for making change happen.ResourcesSupport their desired changes with coaching and infrastructure.TrackingMeasure their behavior and results in specific ways.MeliorateConstantly improve by learning from mistakes and failures and demonstrate resilience.EmotionHave a personal passion and emotion for the changes they need to make.
  • May 2013 / Leadership Sustainability38© The RBL GroupSimplicity Overview• The most simplesolution is oftenthe most cleverPrinciple Question ActionDefine theProblemWhat am I trying to improve?Scope the problem I am (we are) working onSeparate symptoms from problemsPrioritize What matters most to me? Prioritize by impact, implementable, satisficeFrameWhat are the commonpatterns?Find common patterns to organize diverse ideasSequenceHow can I get to a tippingpoint?Get started now and get early successesFocusHow can I stay focused andendure to the end?Stick with it; don’t get side trackedAvoid ConceptClutterHow can I keep it simple? Use one page memo
  • May 2013 / Leadership Sustainability39© The RBL GroupLeadership sustainability: Timing
  • May 2013 / Leadership Sustainability40© The RBL GroupSummary - START MESustainabilityFactorDescriptionSimplicityFocus on a few key behaviors that have high impact.TimePut into calendar the desired behaviors that show up in how they spend their time.AccountabilityAre personally and publicly accountability for making change happen.ResourcesSupport their desired changes with coaching and infrastructure.TrackingMeasure their behavior and results in specific ways.MeliorateConstantly improve by learning from mistakes and failures and demonstrate resilience.EmotionHave a personal passion and emotion for the changes they need to make.
  • May 2013 / Leadership Sustainability41© The RBL GroupTime overviewIn order to mange time ActionsDo a calendar testLook at how you have spent your timeLook at how you want to spend your timeSee yourself as others seeyouLook at your actions through the eyes of othersReplace bad habits withgood onesStudy why you did the behavior you want tochangeRecognize and reviseroutinesExamine your routines to see if they need to bechangedManage signals and opticsCommunicate my leadership behavior in how Iinteract with othersBe consistentWork to make the new leadership behavior apart of your identity (four threes)
  • May 2013 / Leadership Sustainability42© The RBL GroupLeadership sustainability: Accountability
  • May 2013 / Leadership Sustainability43© The RBL GroupSummary - START MESustainabilityFactorDescriptionSimplicityFocus on a few key behaviors that have high impact.TimePut into calendar the desired behaviors that show up in how they spend their time.AccountabilityAre personally and publicly accountability for making change happen.ResourcesSupport their desired changes with coaching and infrastructure.TrackingMeasure their behavior and results in specific ways.MeliorateConstantly improve by learning from mistakes and failures and demonstrate resilience.EmotionHave a personal passion and emotion for the changes they need to make.
  • May 2013 / Leadership Sustainability44© The RBL GroupAccountability overviewPrinciples ofAccountabilityActionsMake it personal• Use “I” statements to declare you arecommitted to doingGo public• Announce to my team and others what I ampersonally going to changeBe consistent withpersonal values• Align the desired change to your personalvalues so that you are consistentMake othersaccountable• Shift from your personal agenda to “our” sharedagenda by involving others
  • May 2013 / Leadership Sustainability45© The RBL GroupLeadership sustainability: Resources
  • May 2013 / Leadership Sustainability46© The RBL GroupSummary - START MESustainabilityFactorDescriptionSimplicityFocus on a few key behaviors that have high impact.TimePut into calendar the desired behaviors that show up in how they spend their time.AccountabilityAre personally and publicly accountability for making change happen.ResourcesSupport their desired changes with coaching and infrastructure.TrackingMeasure their behavior and results in specific ways.MeliorateConstantly improve by learning from mistakes and failures and demonstrate resilience.EmotionHave a personal passion and emotion for the changes they need to make.
  • May 2013 / Leadership Sustainability47© The RBL GroupResources overviewPrinciples ofresourcesActionsUse coaching• Figure out how to use a coach for desiredoutcomes• Decide who to use as a coach• Build a relationship with an effective coachCreate infrastructure• Align, integrate, and innovate HR practices toencourage my desired behavior• Provide appropriate resourcing to supportinfrastructure
  • May 2013 / Leadership Sustainability48© The RBL GroupLeadership sustainability: Tracking/measures
  • May 2013 / Leadership Sustainability49© The RBL GroupSustainable leadership: Tracking
  • May 2013 / Leadership Sustainability50© The RBL GroupSummary - START MESustainabilityFactorDescriptionSimplicityFocus on a few key behaviors that have high impact.TimePut into calendar the desired behaviors that show up in how they spend their time.AccountabilityAre personally and publicly accountability for making change happen.ResourcesSupport their desired changes with coaching and infrastructure.TrackingMeasure their behavior and results in specific ways.MeliorateConstantly improve by learning from mistakes and failures and demonstrate resilience.EmotionHave a personal passion and emotion for the changes they need to make.
  • May 2013 / Leadership Sustainability51© The RBL GroupTracking overviewPrinciples ofTrackingActionsDefine desired outcomes• Do a more of/less of exercise to identify lead actions of desired behaviorsMeasure what’s important not easy• Figure out the right things to measureBe transparent and timely• Create measures that others see in a timely wayTie measures to consequences• Make sure that measures link to positive and negative consequences
  • May 2013 / Leadership Sustainability52© The RBL GroupLeadership sustainability: Meliorate(learning/resilience)
  • May 2013 / Leadership Sustainability53© The RBL GroupSummary - START MESustainabilityFactorDescriptionSimplicityFocus on a few key behaviors that have high impact.TimePut into calendar the desired behaviors that show up in how they spend their time.AccountabilityAre personally and publicly accountability for making change happen.ResourcesSupport their desired changes with coaching and infrastructure.TrackingMeasure their behavior and results in specific ways.MeliorateConstantly improve by learning from mistakes and failures and demonstrate resilience.EmotionHave a personal passion and emotion for the changes they need to make.
  • May 2013 / Leadership Sustainability54© The RBL GroupMeliorate overviewPrinciples ofMeliorateActionsLearn by generating ideas• Know how to create new ideas though experimenting, continuous improvement, boundary spanning, benchmarkingLearn by generalizing ideas• Be able to share ideas across boundariesLearn by improvising• Know how to improvise and learn by doingBe resilient • Build the capacity to bounce back from failures 
  • May 2013 / Leadership Sustainability55© The RBL GroupLeadership sustainability: Emotion
  • May 2013 / Leadership Sustainability56© The RBL GroupSummary - START MESustainabilityFactorDescriptionSimplicityFocus on a few key behaviors that have high impact.TimePut into calendar the desired behaviors that show up in how they spend their time.AccountabilityAre personally and publicly accountability for making change happen.ResourcesSupport their desired changes with coaching and infrastructure.TrackingMeasure their behavior and results in specific ways.MeliorateConstantly improve by learning from mistakes and failures and demonstrate resilience.EmotionHave a personal passion and emotion for the changes they need to make.
  • May 2013 / Leadership Sustainability57© The RBL GroupEmotion overviewHow well do you remember when:•JFK was shot?•The space shuttle exploded?•September 11, 2001?•Your first child was born?•Your wedding day?Why do we have sustained memories ofthese events and days?
  • May 2013 / Leadership Sustainability58© The RBL GroupEmotion overviewPrinciples ofEmotionActionsDefine why I wantto lead• Be clear about my motives for beinga leaderArticulate whatgives memeaning• Define what gives my life meaningand purposeTie my leadershipchanges to myvalues• Create a link between my improvedleadership behaviors and what IvalueTie my leadershipchanges toorganizationpurpose• Make sure that what I want toimprove as a leader will link to myorganization’s successRecognize howmy leadershipchangeswill affect others• Look for the impact of my leadershipon other people
  • May 2013 / Leadership Sustainability59© The RBL GroupLeadership sustainability: SummaryLeadership sustainabilitypracticesHow do I become abetter leader?What do we build betterleadership?Simplicity (focus on 1 to 3behavior changes)Time: put it in my calendarAccountable: make a publiccommitment to changeResources: get support fromcoaching and systemsTracking: measure and reportmy progressMeliorate: learn and beresilient to always improveEmotion: find and share thepassion for what I am doing
  • May 2013 / Leadership Sustainability60© The RBL GroupThe challenges of effective leadershipDimensionofleadershipQuestion ChallengeWhy Why should I work to improve mypersonal leadership and to buildleadership in my organization?Build the business case forleadershipWhat What do I have to do to be a betterleader or to build better leadership inmy organization?Articulate the leadershipbrand, with both code anddifferentiatorsHow How do I ensure that what I turn whatI know I should do into what I do?Know and accomplish the 7factors for leadershipsustainability
  • May 2013 / Leadership Sustainability61© The RBL GroupFor More InformationFor more information or follow up, contact Ginger Bitter atgbitter@rbl.net or go to www.rbl.net
  • Dave UlrichProfessorRoss School of Business, University of Michigan
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