Distributed Leadership & High Performance

distributed leadership &high performance mick yates www.leader-values.com visiting professor, University of Leeds © mick yates 2012 page 1

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

• 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

• 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

“vision without execution is hallucination” Thomas A. Edison © mick yates 2012 page 5

• 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

leadership © mick yates 2012 page 7

heroic leadership … © mick yates 2012 page 8

• 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

ENERGIZEIndividual SuccessTraining EMPOWER &RewardsProcesses ENABLE &Structures ENVISIONValues & Culture Commun- Mission Strategies Tactics Measures icate & Goals & Changes & Tools & Correct © mick yates 2012 page 12

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

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

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

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

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

ENVISION ENABLE EMPOWER"THE COLLECTIVE "THE COLLECTIVE WHAT" HOW" ENERGIZE "THE INDIVIDUAL WHY" © mick yates 2012 page 19

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

high performance organizations © mick yates 2012 page 21

“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

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

“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

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

distributed leadership © mick yates 2012 page 29

leadership is an emergent property of a network of interacting individuals © mick yates 2012 page 31

distributed leadership is built on common tasks and shared values in a networked organization © mick yates 2012 page 33

networks of trust © mick yates 2012 page 34

six degrees of separation … … three degrees of influence © mick yates 2012 page 2010 37

1. Purposeeffective Networks have a clearbusiness / organizationalpurpose which must be pre-definedoutputs must be both useful andmeasurable © mick yates 2012 page 40

2. Member identityskills, knowledge, motivations,problems, geographic location, timelinkages, goals and beliefsdemands data basedunderstanding andcommunication © mick yates 2012 page 41

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

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

5. Network trustworthinessdepends on- identity of individuals and theirauthority- the actionability of their links © mick yates 2012 page 45

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

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

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

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

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

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

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

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

distributed leadership &high performance mick yates www.leader-values.com visiting professor, University of Leeds © mick yates 2012 page 64

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Distributed Leadership & High Performance

by Mick Yates

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