Distributed Leadership & High Performance

4,473 views
4,306 views

Published on

An updated view on the 4E's Framework, Distributed Leadership, and how they are both fundamentally important to High Performance in today's connected world

Published in: Business, Education
2 Comments
8 Likes
Statistics
Notes
No Downloads
Views
Total views
4,473
On SlideShare
0
From Embeds
0
Number of Embeds
1,395
Actions
Shares
0
Downloads
0
Comments
2
Likes
8
Embeds 0
No embeds

No notes for slide

Distributed Leadership & High Performance

  1. 1. distributed leadership &high performance mick yates www.leader-values.com visiting professor, University of Leeds © mick yates 2012 page 1
  2. 2. high performance organizations• best in class results• motivated people• congruent values• clear strategic choices … and goals• decisions driven by real insight• sustained, superior value to customers• sustained, superior value to all stakeholders• continuous innovation• leadership bench strength © mick yates 2012 page 2
  3. 3. • best in class results• motivated people• congruent values•• shared clear strategic choices … and goals decisions driven by real insight•• values sustained, superior value to customers sustained, superior value to all stakeholders• continuous innovation• leadership bench strength © mick yates 2012 page 3
  4. 4. • best in class results• motivated people• congruent values•• shared clear strategic choices … and goals decisions driven by real insight•• vision sustained, superior value to customers sustained, superior value to all stakeholders• continuous innovation• leadership bench strength © mick yates 2012 page 4
  5. 5. “vision without execution is hallucination” Thomas A. Edison © mick yates 2012 page 5
  6. 6. • best in class results• motivated people• congruent values•• distributed clear strategic choices … and goals decisions driven by real insight•• leadership sustained, superior value to customers sustained, superior value to all stakeholders• continuous innovation• leadership bench strength © mick yates 2012 page 6
  7. 7. leadership © mick yates 2012 page 7
  8. 8. heroic leadership … © mick yates 2012 page 8
  9. 9. • leadership is more than management• leaders have a rock-solid value system which is congruent with their followers• leaders are interdependent with followers• leaders always accelerate change• leaders make the complicated simple• leaders are story tellers• leadership is a process – not an event © mick yates 2012 page 9
  10. 10. © mick yates 2012 page10
  11. 11. © mick yates 2012 page11
  12. 12. ENERGIZEIndividual SuccessTraining EMPOWER &RewardsProcesses ENABLE &Structures ENVISIONValues & Culture Commun- Mission Strategies Tactics Measures icate & Goals & Changes & Tools & Correct © mick yates 2012 page 12
  13. 13. team trust ENERGIZE Individual Success Training EMPOWER & Rewards Processes ENABLE & Structures ENVISION Values & Culture Commun-personal Mission Strategies Tactics Measures icate & Goals & Changes & Tools & Correct courage © mick yates 2012 page 13
  14. 14. © mick yates 2012 page14
  15. 15. Envision: create & communicate an innovative & winning strategy• the mission• our strategic choices• our numerical goals• the time frame to achieve our goals• our competitive advantages and competencies• our challenges• our next twelve months priorities © mick yates 2012 page 15
  16. 16. Empower: develop & measure interdependent & effective teams• everyone in the organization has shared values• the team is operating as an interdependent group• clarified roles & responsibilities for everyone in the team• we all have space to innovate• we all have clear personal objectives• all team members have agreed personal development plans © mick yates 2012 page 16
  17. 17. Enable: identify & use appropriate tools, processes, people &• the right tools structures• enough tools• the right organization structure• the right people for today and for the future• the right training• the right financial resources• the right information systems• everyone in the team can handle the complexity of the job © mick yates 2012 page 17
  18. 18. Energize: consistent personal leadership• I am open with both praise and constructive criticism• I make decisions in a timely manner• I thrive in uncertain circumstances• I appreciate the value of diversity• I feel optimistic about the future• I provide clear and consistent communication at all levels• I provide timely feedback on changes to the plan• the team helps each other constructively deal with difference• everyone in the team supports the final decisions © mick yates 2012 page 18
  19. 19. ENVISION ENABLE EMPOWER"THE COLLECTIVE "THE COLLECTIVE WHAT" HOW" ENERGIZE "THE INDIVIDUAL WHY" © mick yates 2012 page 19
  20. 20. Leadership is the energetic process of getting people fully and willingly committed to a new and sustainable course of action, to meet commonly agreed objectives whilst having commonly held values © mick yates 2012 page 20
  21. 21. high performance organizations © mick yates 2012 page 21
  22. 22. © mick yates 2012 page22
  23. 23. © mick yates 2012 page23
  24. 24. © mick yates 2012 page24
  25. 25. “all organizations are perfectly designed to get the results they get” BUSINESS BUSINESS SITUATION RESULTS BUSINESS CULTURE STRATEGY david p. hanna 1988 © mick yates 2012 page 25
  26. 26. high performance organizations: questions• Situation: what business needs are satisfied?• Results: are the business results satisfactory?• Culture: which work behaviours critically impact results?• Strategy: are the choices clear & the goals appropriate?• Values: which values and assumptions are controlling? © mick yates 2012 page 26
  27. 27. “all organizations are perfectly designed to get the results they get” BUSINESS BUSINESS SITUATION RESULTS BUSINESS CULTURE STRATEG Y david p. hanna 1988 © mick yates 2012 page 27
  28. 28. high performance organizations: questions• Structure: encourages the right people to work on the right tasks?• Tasks: do they clearly lead to achieving the strategic goals?• People: does everyone have the appropriate skills?• Information: is the right insight available?• Decision Making: reflecting great insight and bias for action?• Rewards: desired behaviors rewarded – undesired “punished”? © mick yates 2012 page 28
  29. 29. distributed leadership © mick yates 2012 page 29
  30. 30. © mick yates 2012 page30
  31. 31. leadership is an emergent property of a network of interacting individuals © mick yates 2012 page 31
  32. 32. © mick yates 2012 page32
  33. 33. distributed leadership is built on common tasks and shared values in a networked organization © mick yates 2012 page 33
  34. 34. networks of trust © mick yates 2012 page 34
  35. 35. © mick yates 2012 page35
  36. 36. © mick yates 2012 page36
  37. 37. six degrees of separation … … three degrees of influence © mick yates 2012 page 2010 37
  38. 38. © mick yates 2012 page38
  39. 39. © mick yates 2012 page39
  40. 40. 1. Purposeeffective Networks have a clearbusiness / organizationalpurpose which must be pre-definedoutputs must be both useful andmeasurable © mick yates 2012 page 40
  41. 41. 2. Member identityskills, knowledge, motivations,problems, geographic location, timelinkages, goals and beliefsdemands data basedunderstanding andcommunication © mick yates 2012 page 41
  42. 42. 3. Actionabilitysomething new and innovativeactually happens as a result ofthe Network’s existence …… a corollary is that links in theNetwork must have practicalvalue in real interactions © mick yates 2012 page 42
  43. 43. © mick yates 2012 page43
  44. 44. 4. Searchabilityto answer real world questionsInformational … best Thai restaurants?Intellectual … learn from research?Actionable … better sales results?relational … team works better?Judgmental … decide right actions?contextual … balance risks? © mick yates 2012 page 44
  45. 45. 5. Network trustworthinessdepends on- identity of individuals and theirauthority- the actionability of their links © mick yates 2012 page 45
  46. 46. loose-tight innovation © mick yates 2012 page 46
  47. 47. © mick yates 2012 page47
  48. 48. push• resources = they sell a brand to you• scale & efficiency = they choose• optimization = they control• media = they push to you• work = they find you © mick yates 2012 page 48
  49. 49. © mick yates 2012 page49
  50. 50. pull• resources = you access and attract• scale & efficiency = you decide• optimization = you define the trajectory• media = you choose• work = you choose © mick yates 2012 page 50
  51. 51. personal & social © mick yates 2012 page 51
  52. 52. strategic choices © mick yates 2012 page 52
  53. 53. © mick yates 2012 page53
  54. 54. OBJECTIVES STRATEGIES MEASURES (& tactics) (& owners) WORDS CHOICE 1 - WORDS NUMBERS & DATES GOALS CHOICE 2 – WORDS NUMBERS & DATES NUMBERS CHOICE 3 - WORDS NUMBERS & DATES © mick yates 2012 page 54
  55. 55. © mick yates 2012 page55
  56. 56. leading a global enterprise © mick yates 2012 page 56
  57. 57. distributed loose-tightleadership innovationnetworks strategic of trust choices © mick yates 2012 page 57
  58. 58. distributed leadership envision enable empower energize common values roles & training & “action learning” common purpose responsibilities development minimum layering integrate paradoxes decision processes delegation of authority knowledge sharing success models reward innovation encourage change networks of innovation local innovation technology collective purpose searchability communities of actionability member identities excellence global / local common systems integrated goal setting communication knowledge common work- feedback systems facilitate customer culture “walk the talk” understanding technology impact © mick yates 2012 page 58
  59. 59. loose-tight innovation envision enable empower energize common values roles & training & “action learning” common purpose responsibilities development minimum layering integrate paradoxes decision processes delegation of authority knowledge sharing success models reward innovation encourage change networks of innovation local innovation technology collective purpose searchability communities of actionability member identities excellence global / local common systems integrated goal setting communication knowledge common work- feedback systems facilitate customer culture “walk the talk” understanding technology impact © mick yates 2012 page 59
  60. 60. networks of trust envision enable empower energize common values roles & training & “action learning” common purpose responsibilities development minimum layering integrate paradoxes decision processes delegation of authority knowledge sharing success models reward innovation encourage change networks of innovation local innovation technology collective purpose searchability communities of actionability member identities excellence global / local common systems integrated goal setting communication knowledge common work- feedback systems facilitate customer culture “walk the talk” understanding technology impact © mick yates 2012 page 60
  61. 61. strategic choices envision enable empower energize common values roles & training & “action learning” common purpose responsibilities development minimum layering integrate paradoxes decision processes delegation of authority knowledge sharing success models reward innovation encourage change networks of innovation local innovation technology collective purpose searchability communities of actionability member identities excellence global / local common systems integrated goal setting communication knowledge common work- feedback systems facilitate customer culture “walk the talk” understanding OGSM technology impact © mick yates 2012 page 61
  62. 62. leading a global enterprise envision enable empower energize common values roles & training & “action learning” common purpose responsibilities development minimum layering integrate paradoxes decision processes delegation of authority knowledge sharing success models reward innovation encourage change networks of innovation local innovation technology collective purpose searchability communities of actionability member identities excellence global / local common systems integrated goal setting communication knowledge common work- feedback systems facilitate customer culture “walk the talk” understanding OGSM technology impact © mick yates 2012 page 62
  63. 63. www.leader-values.com © mick yates 2012 page 63
  64. 64. distributed leadership &high performance mick yates www.leader-values.com visiting professor, University of Leeds © mick yates 2012 page 64

×