Tools for Effective Corporate Leadership and Decisions: How CEO speed up strategy implementation and manage performance

Tools for Effective Corporate Leadership Tool Box How CEO speed up strategy implementation with the SPHERE Diagnostic Tool Box S P H E R E Advisors AG | Untermüli 7, Postfach 4440 l CH-6304 Zug (ZG), Switzerland l T: +41 41 758 08 17 F: +41 44 683 15 96 l contact@sphereadvisors.com

SPHERE Diagnostic Tool Box Tools for effective corporate leadership 5 Systems 5 Diagnostics 5 Design Options 5 Steps Analysis Direction 2 Definition 3 1 Diagnosis Boundaries Diagnostics Beliefs Design 4 Implementation 5 Action Results Leadership Cycle Leadership Models Tool Box Scorecard Copyright © 2002 – 2009 S P H E R E Advisors AG | All rights reserved | www.sphereadvisors.com and www.sphereadvisors.com 2

The SPHERE Diagnostic Toolbox helps leaders focus, align and integrate managerial systems to support the corporate agenda For more detail: Understanding decision- making in Organizations to Focus Its Practices Where It Matters Lukas Michel In Measuring Business Excellence, Vol. 11, 2007 Copyright © 2002 – 2009 S P H E R E Advisors AG | All rights reserved | www.sphereadvisors.com and www.sphereadvisors.com 3

Strategy Mission The organizational response to increasing dynamics is modern leadership Vision Control. Goals Focus … rather than “check on people”! Values CPV Copyright © 2002 – 2009 S P H E R E Advisors AG | All rights reserved | www.sphereadvisors.com and www.sphereadvisors.com 7

Corporate Control for the right focus of attention Industrial Economy Knowledge Economy • Financial metrics: A rear view mirror • Focus: Doing the right thing with a time lag • CPV: Few but right ones • Long-term strategy: But we remain in • Information: Where the work is being operations, restructure and control done • Annual budgets: Even when they are • Feedback: Immediate and direct out of control after three months • Fixed annual targets: We ignore them • Goals: Relative and flexible when things change • Framework: For decentralized leadership • Quarterly results: For the analysts • Intrinsic motivation: Only the own performance creates flow • Vision, values and goals: Principles as guiding perspective Copyright © 2002 – 2009 S P H E R E Advisors AG | All rights reserved | www.sphereadvisors.com and www.sphereadvisors.com 8

Total Risk Profiling The organizational response to increasing complexity is decomposed leadership processes MbO and diagnostic leadership. Performance Planning Performance Strategic Planning Measurement Copyright © 2002 – 2009 S P H E R E Advisors AG | All rights reserved | www.sphereadvisors.com and www.sphereadvisors.com 11

Processes for diagnostic leadership in closed loops Industrial Economy Knowledge Economy • MIS: for the management, by Y, Q, W, D, • Leadership cycle: Systematic and ISO certified, detailed and precise predictable flow • Strategy meeting: The secret off-site • Development: Processes enable effective leadership • New budget: More detail, and we cut it across the board • Diagnostic control: Standards, measurement, information, and • Tighter goals: MbO streamlined feedback throughout the organization and IT supported • Planning: For coordination, alignment and sharing • Mission statement: New package for more passion • Review: For competitiveness and rigor • Performance contract: Commits employees to perform Copyright © 2002 – 2009 S P H E R E Advisors AG | All rights reserved | www.sphereadvisors.com and www.sphereadvisors.com 12

The organizational response to Risk uncertainties are leadership dialogue practices. Delegate and trust. Strategic This means, dialogue interactive leadership rather than to decide yourself. Performance conversation Sense making Copyright © 2002 – 2009 S P H E R E Advisors AG | All rights reserved | www.sphereadvisors.com and www.sphereadvisors.com 14

Practices for interactions – from the center to the periphery and back Industrial Economy Knowledge Economy • Management meetings: Weekly with a • Interaction: The right communication for full agenda that is never accomplished every intervention • Surveys: With clients and employees – • Agenda: A shared rather an individual despite the fact that we know the agenda and intent answers: The need for better communications • Delegation and trust: Distributed accountability • Reviews: We measure and judge • Reflection: Self-assessment and review employees – but, who selects whom of individual contribution these days? • Employee magazine: Because they • New role: Leaders shape the system and enable a supportive environment need to understand • Bargain: It‟s all a matter of power Copyright © 2002 – 2009 S P H E R E Advisors AG | All rights reserved | www.sphereadvisors.com and www.sphereadvisors.com 15

When the future is unclear, then principles for decisions perform better than standard operating procedures. Copyright © 2002 – 2009 S P H E R E Advisors AG | All rights reserved | www.sphereadvisors.com and www.sphereadvisors.com 16

The organizational response to increasing ambiguities are leadership policies. Performance Management They need to be shared, and embedded Strategic in the culture. Incentive Management Systems Governance People Policy Copyright © 2002 – 2009 S P H E R E Advisors AG | All rights reserved | www.sphereadvisors.com and www.sphereadvisors.com 17

Policies as shared and embedded principles Industrial Economy Knowledge Economy • Job descriptions: But we want • Principles: Leadership in line with entrepreneurship principles rather than detailed procedures • Standard operating procedures (Leitz- • Framework: Shares values, intent, and Folder): But we want simple principles norms • Rules: Bet we want guidance and values • Leadership culture: A design element • Insights: But our sensors are on mute Copyright © 2002 – 2009 S P H E R E Advisors AG | All rights reserved | www.sphereadvisors.com and www.sphereadvisors.com 18

Management Systems for Challenges … In times where higher Focus rather than control dynamics are the norm In times where complextity Diagnostic leadership rises with size rather than more detail and precision In times where Delegation, accountability and uncertainty challenges interaction rather than to strategy decide again at you own In times where ambiguities Shared and well embedded demand higher degrees of policies rather than detailed freedom operating procedures Copyright © 2002 – 2009 S P H E R E Advisors AG | All rights reserved | www.sphereadvisors.com and www.sphereadvisors.com 20

Peak Performance organizations enable effective leadership with a culture that delivers results Low Performance Peak Performance Organizations Organizations Tell employees what to do Focus attention Set goals and allocate Enable feedback and resources thinking Check on people Trust capabilities and release productive energy Lead through standard Lead with simple operating procedures principles Copyright © 2002 – 2009 S P H E R E Advisors AG | All rights reserved | www.sphereadvisors.com and www.sphereadvisors.com 21

Corporate control is about good decisions Individual Leadership Demand Risk Limits Standards Results Objectives Long-term Goals Values Talent Strategy Vision Performance Plans Risk Policy Value Shared Services Effizienz Policy STARTEX Capital Allocation Employee Policy Strategic Initiatives Communications Coordination Alignment Governance Policy Copyright © 2002 – 2009 S P H E R E Advisors AG | All rights reserved | www.sphereadvisors.com and www.sphereadvisors.com 23

The SPHERE Diagnostic Toolbox helps leaders focus, align and integrate managerial systems to support the corporate agenda For more detail: Understanding decision- making in Organizations to Focus Its Practices Where It Matters Lukas Michel In Measuring Business Excellence, Vol. 11, 2007 Copyright © 2002 – 2009 S P H E R E Advisors AG | All rights reserved | www.sphereadvisors.com and www.sphereadvisors.com 25

SPHERE Advice on Corporate Systems Unique experience and expertise in dealing with sensitive, critical and potentially risky projects 5 Systems 5 Diagnostics 5 Design Options 5 Steps Analysis Direction 2 Definition 3 1 Diagnosis Boundaries Diagnostics Beliefs Design 4 Implementation 5 Action Results Leadership Cycle Leadership Models Tool Box Scorecard Copyright © 2002 – 2009 S P H E R E Advisors AG | All rights reserved | www.sphereadvisors.com and www.sphereadvisors.com 26

Publications: Tools for Effective Leadership All our articles can be downloaded from our website: www.spherediagnostics.com © COPYRIGHT 2002-2009 l S P H E R E Advisors AG | www.sphereadvisors.com and www.spherediagnostics.com 27

Join us on our web 2 platforms: SPHERE Advisors: Coaching www.sphereadvisors.com and advice for CEO and the Management Team SPHERE Diagnostics: www.spherediagnostics.com Services for Staff Leaders and Publications, resources, forum, blog Control Professionals Presentations for download, free Diagnostic trial Group: Peak Performance in Corporate Leadership http://www.linkedin.com/groups?gid=1884954 Copyright © 2002 – 2009 S P H– 2009 Advisors R E |Advisors AG | All rights reserved | www.sphereadvisors.com and www.spherediagnostics.com Copyright © 2002 E R E S P H E AG All rights reserved | www.sphereadvisors.com and www.spherediagnostics.com 28

Peak Performance at the Top We support CEOs and Senior Executive deliver peak performance in corporate leadership Advice: CEO Coaching, Senior Executive Workshops Diagnostics: Corporate and individual effectiveness Communications: Stakeholder, content and impact management Infrastructure: Board relations, management systems, CEO Office Our client list reads like the „Who„s Who“ of the leadership of firms, non-profit organizations in Europe, the U.S. and the Middle East. Trust is the foundation of our business. This is why you do not find names here. Contact us for peak performance S P H E R E Advisors AG Tel: +41 41 758 08 17 Untermüli 7, 4440 Postfach Fax: +41 44 683 15 96 CH-6340 Zug (ZG) contact@sphereadvisors.com Switzerland www.sphereadvisors.com Copyright © 2002 – 2009 S P H E R E Advisors AG | All rights reserved | www.sphereadvisors.com and www.spherediagnostics.com

Tools for Effective Corporate Leadership and Decisions: How CEO speed up strategy implementation and manage performance

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