Distributed Leadership May 2009

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    Distributed Leadership May 2009 - Presentation Transcript

    1. distributed leadership mickyates www.leader-values.com May 2009
    2. heroic leadership … page 2
    3. page 3 • 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 page 3
    4. page 4
    5. ENERGIZE Individual Success EMPOWER Training & Rewards ENABLE Processes & Structures ENVISION Values & Culture Commun- Tactics Mission Strategies Measures icate & Tools & Goals & Changes & Correct page 5
    6. team trust ENERGIZE Individual Success EMPOWER Training & Rewards ENABLE Processes & Structures ENVISION Values & Culture Commun- personal Tactics Mission Strategies Measures icate & Tools & Goals & Changes & Correct courage page 6
    7. page 7 4E’s leadership 4E’s of leadership • envision: values-driven setting of goals and strategies • enable: identification of appropriate tools, technologies, organization and people • empower: creation of trust and interdependence between leaders and follower • energize: personal leadership motor to drive the entire system page 7
    8. page 8
    9. GENGHIS KHAN ENVISION to stop the Mongol tribes fighting, & to preserve their nomadic lifestyle. to live off the land. realize their longstanding dream of “conquering the world\". ENABLE the compound bow & short stirrup. the “Yasa\" legal code. merit based army units of 10, 1000, 10000. peacetime “pony express”. EMPOWER Genghis trusted locals running conquered cities. he promoted on merit. he was generous, very loyal, & very frank. ENERGIZE he personified strong & clear Mongol values. Genghis always led from the front. he was charismatic. either surrender & maintain your way of life, or be slaughtered…. page 9
    10. EGLANTYNE JEBB ENVISION make a lasting change for all children, via modern management, finance & “self help”. the rights of the child. global. ENABLE modern management techniques. clear operational principles. organization. UK branch structure. permanent save the children fund. EMPOWER empowered children. empowered save’s workers. empowered all religious groups. decentralized structure with common values. ENERGIZE charismatic. universalist. dealt with issues. hard working / practical. advocacy & selling. page 10
    11. ENVISION ENABLE EMPOWER \"THE COLLECTIVE \"THE COLLECTIVE WHAT\" HOW\" ENERGIZE \"THE INDIVIDUAL WHY\" page 11
    12. page 12
    13. page 13
    14. distributed leadership page 14
    15. teamwork beats hierarchy page 15
    16. working across boundaries page 16
    17. leadership is an emergent property of a network of interacting individuals page 17
    18. distributed leadership is built on common tasks and shared values page 18
    19. loose-tight innovation page 19
    20. page 20
    21. page 21
    22. page 22
    23. networks of trust page 23
    24. page 24
    25. New York Times, 2006 page 25
    26. page 26
    27. strong links - with family, work teams etc. weak links - critical to finding new knowledge page 27
    28. 1. Purpose effective Networks have a clear business / organizational purposewhich must be pre- defined outputs must be both useful and measurable page 28
    29. 2. Member identity skills, knowledge, motivations, proble ms, geographic location, time linkages, goals and beliefs demands data based understanding and communication page 29
    30. ACommunity of Practice is not a club - it has identity defined by a shared domain of interest and a shared competence Members engage in joint activities and share information; relationships emerge to enable learning and creation of new knowledge Members are practitioners - they develop a shared repertoire of resources, experiences, tools, and ways of addressing problems after Etienne Wenger page 30
    31. 3. Actionability something new and innovative actually happens as a result of the Network’s existence … … a corollary is that links in the Network must have practical value in real interactions page 31
    32. 4. Searchability to answer real world questions informational … best Thai restaurants? intellectual… learn from research? … better sales results? actionable relational … team works better? judgmental… decide right actions? … balance risks? contextual page 32
    33. 5. Network trustworthiness depends on - identity of individuals and their authority - the actionability of their links page 33
    34. strategic choices page 34
    35. page 35
    36. page 36
    37. page 37
    38. page 38
    39. leading globally page 39
    40. distributed leadership envision enable empower energize “action learning” common values roles & training & 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 “walk the talk” customer culture understanding technology impact page 40
    41. loose-tight innovation envision enable empower energize “action learning” common values roles & training & 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 “walk the talk” customer culture understanding technology impact page 41
    42. networks of trust envision enable empower energize “action learning” common values roles & training & 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 “walk the talk” customer culture understanding technology impact page 42
    43. strategic choices envision enable empower energize “action learning” common values roles & training & 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 “walk the talk” customer culture understanding OGSM technology impact page 43
    44. leading a global enterprise envision enable empower energize “action learning” common values roles & training & 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 “walk the talk” customer culture understanding technology impact page 44
    45. 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 page 45

    + Mick YatesMick Yates, 6 months ago

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