Leading Without Authority Using Data Insights
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Success in today's fast-paced environments requires that we all lead, whether or not we have the formal authority. Our goals, roles, and colleagues change more quickly than in the past and this pushes us to develop strategies of influence that work clearly and quickly. In this session, we will develop a data-focused approach to direct and coordinate your human, technical, and organizational resources -- we need all three! -- through "light-weight" experiments. Whether you have two minutes or a whole business cycle, you can use data to lead.
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Leading Without Authority Using Data Insights
- 1. Leading Without Formal Authority — By Using Data # Data2Lead Prof. Terri Griffith, Ph.D. T@TerriGriffith.com @TerriGriffith
- 3. #Data2Lead Wisdom Knowledge Information Data Ackoff, 1998
- 4. #Data2Lead Data is Beautiful
- 6. Data Comes From Interesting Sources #Data2Lead
- 8. Data is Actionable #Data2Lead
- 9. #Data2Le9ad
- 10. #Data2Le10ad
- 11. #Data2Lead We (and Others), Have Valuable Data
- 12. #Data2Lead What does Google know about how we all work? First drafts versus final drafts. What emails get answered? When should a particular person get a particular kind of email -- route it that way. Physical activity and productivity…
- 13. What does Facebook know? They know how to code emotion. They know when an invitation is sent. Do they know more about power and influence than any organization before them? #Data2Lead
- 14. #Data2Lead What Do We Know?
- 15. #Data2Lead What Do We Know? Foundations for your authority: Past work, avocations, network, work, and the data you collect
- 16. We Need Data to Lead #Data2Lead Developing a Data Focused Approach to Managing Your Human, Technical & Organizational Resources
- 17. Freelancer #Data2Lead Who’s Doing The Work? Employee Artificial Intelligence Contractor Crowd Outsource
- 18. “The average 26-year-old …changed jobs an astounding seven times from age 18, in search of something more.” http://www.millennialinc.com/Millennial_Inc_PRINTPDF.pdf #Data2Lead
- 19. Translation via Advertising Captcha Innovation #Data2Lead Crowd-Based… Funding Tagging Photos
- 20. Complicated Times Need A Multidimensional Approach #Data2Lead No “Silver Bullet” Solutions
- 25. #Data2Le25ad
- 26. 3 Dimensions Managed in Concert Outcomes Assessed & #Data2Le26ad
- 27. #Data2Lead An Example: Data, Emotion, and Influence
- 28. #Data2Lead
- 29. #Data2Le29ad
- 32. #Data2Lead 124,718 Number of leadership books on Amazon
- 33. #Data2Lead 125,611… Number of leadership books on Amazon – Most about interpersonal leadership
- 36. +120 additional responses to Berkun’s post #Data2Le36ad
- 37. Work is distributed in time and place; more often enabled by technology than location. #Data2Lead
- 38. Move away from pure focus on “leaders” and toward practices of : Anticipation Visioning Creating flexible alternatives Initiation of change #Data2Lead Extrapolating from Ireland & Hitt, 1999
- 39. #Data2Lead We Need Data Especially Without Formal Authority
- 40. Good alternatives are key to negotiation success (BATNA) - both because you have an alternative and in how it changes your behavior Use data to develop stronger BATNAs #Data2Le41ad Data is Power
- 41. “Evidence-based management is conducted best not by know-it-alls but by managers who profoundly appreciate how much they do not know.” Profs. Jeffrey Pfeffer & Robert I. Sutton, authors of Hard Facts: Dangerous Half-Truths, and Total Nonsense: Profiting from Evidence-based Management #Data2Lead
- 42. #Data2Lead Let’s Get to Work
- 43. #Data2Lead Let’s Get to Work Light-weight (and heavy-weight) experiments to help you lead
- 44. Iterate Stop-Look-Listen Mix/Negotiate: Human, Technical & Org Dimensions EEvvaalluuaattee Share
- 45. Iterate Stop-Look-Listen Mix/Negotiate: Human, Technical & Org Dimensions EEvvaalluuaattee Share
- 46. #Data2Le47ad http://www.thermofisher.com/en/about-us/ homegrown-stem-challenge-goes-statewide-in-pennsylvania.html STEM Design Challenge Amy Cribbs and Jill Jones 2010 – present “..job growth in STEM-related fields is outpacing the size of the workforce” “The Challenge is vital to the mission of Thermo Fisher Scientific - -to enable our customers to make the world healthier, cleaner and safer”
- 47. In pairs, 8 minutes -- Not designing yet Identify an outreach or onboarding need… or, address the critical issue waiting for you back in your office #Data2Le48ad
- 48. Stop – Look -- Listen Assess the environment Stop to reflect – don’t reinvent the #Data2Le49ad wheel Consider all your human, technical, & organizational resources Learn from the past, but don’t be limited OK to brainstorm separately, but then share
- 49. Iterate Stop-Look-Listen Mix/Negotiate: Human, Technical & Org Dimensions EEvvaalluuaattee Share
- 50. #Data2Le51ad IDEO Designers: One Week in Two Minutes
- 51. Mix/Negotiate a Prototype Solution Separate the people from the problem Interests, not positions Variety of options Agreement based on objective criteria Fisher, Ury, & Patton, Getting to Yes Griffith, Plugged-In Manager
- 52. 10 minutes: Start building/drawing – mere action is good #Data2Le54ad Build with the stakeholders in mind Bad prototypes are good Great time for sticky notes, white boards, etc. Drawn from d.school, Intuit, and IDEO advice
- 53. Iterate Stop-Look-Listen Mix/Negotiate: Human, Technical & Org Dimensions Evaluate Share
- 54. Identify a leap of faith assumption (see worksheet) #Data2Le56ad 2 minutes
- 55. 2 minutes Test your leap of faith assumption #Data2Le57ad Why 2 minutes?
- 56. Because You Can
- 58. Antilog Analog Mullins & Kosimar – Getting to Plan B
- 59. 5 minutes Plan a deeper test of your next leap of faith assumption #Data2Le61ad Google Glass in 45 minutes? Intuit Lean DesignIn
- 60. Support a Culture of #Data2Lead Data Be a model for others, ask for data from peers, support your team as they develop their skills
- 61. #Data2Lead Lead by Letting Go
- 62. #Data2Lead Let go of 20th century org boundaries and processes
- 63. Hold tight to your performance standards, your relationships, the value of education, and the laws of physics -- Data Photo Credit: Rob Shenk #Data2Lead
- 64. T@TerriGriffith.com #Data2Lead @TerriGriffith Background and Additional Readings terrigriffith.com/blog
Editor's Notes
- This topic is near & dear to my heart. Whenever I walk into an organization, the only opportunity I have is to lead through data.
- http://link.springer.com/article/10.1023/A:1022960804854
- http://chinwag.com/blogs/sam-michel/organic-organization-chart-autodesks-new-view-organisational-structure
- https://jawbone.com/blog/napa-earthquake-effect-on-sleep/
- http://chrisblattman.com/2010/03/08/graph-of-the-day-canadians-pee-between-periods/ Water Demand = toilet flush Thank you, Ben Kepes, for sharing the chart. Alberta & BC
- “Chapel Hill, N.C. – January 17, 2014: Medical software device startup, REALTROMINS, Inc., today announced it has developed and is commercializing a new family of medical devices to help critically ill and hospitalized children at the University of North Carolina at Chapel Hill. This new technology has been further advanced and enabled by running on IBM’s advanced InfoSphere Streams software.” http://www.realtromins.com/ Augmentation with Big Data
- How could I use this data to improve on my own work strategies? What could my team do?
- http://www.cbsnews.com/news/controversial-facebook-emotion-study-journal-responds/
- Let’s stop for a minute and think about this one. Think about your LinkedIn profile. If is a signal About what you know from your past work experiences. Depending on how detailed it is, it may be A signal about what you know from social experience or avocation. It also is a signal of what you know from Your networks. Now think about what you know through your tools and work. All of this is part of your foundation for authority.
- Let’s stop for a minute and think about this one. Think about your LinkedIn profile. If is a signal About what you know from your past work experiences. Depending on how detailed it is, it may be A signal about what you know from social experience or avocation. It also is a signal of what you know from Your networks. Now think about what you know through your tools and work. All of this is part of your foundation for authority.
- This background has led to a fairly focused perspective: We need data to lead – past experience isn’t enough in a changing world. Two dimensions – we need data to lead given the dynamics of today’s work – and that It needs to space human, technical, and organizational resources.
- How long our colleagues have been with us (and will stay)
- http://www.crowdflower.com/blog/2013/09/suzan-briganti-crowdsourced-innovatio The variety of the work being done by people we don’t even have names for.
- 2011 – Jossey-Bass There is no one solution, and even the solution you build based on today’s data will need To be updated. We need to be plugged-in to be successful in this changing world. What do I mean by plugged in?
- Not that we have to be measured at all times (though I am seeing the value in such data)
- Google definition ..and a methodology to be plugged-in
- http://ecorner.stanford.edu/authorMaterialInfo.html?mid=1529
- Marissa Mayer’s situation changed and she could have used data (she had the data) To make a more influential case
- Marissa Mayer could have lead with data, but she seemed to lead with her position. She could make the change and she did. The data was missing and could have been helpful. …I’ll also claim that leadership needs to change given the dynamics of our environment.
- Let’s start with some data
- About 200 a week?
- Depiction by John Trumbull of Washington resigning his commission as commander-in-chief Most of these books are focused on interpersonal leadership – leadership that looks like this with The light shining down on the leader.
- http://westerncivguides.umwblogs.org/2012/05/01/population-growth-pre-post-industrial-revolution/ The focus on interpersonal leadership made sense following the Industrial revolution. People moved To be closer to their work. Now the trend is in the other direction (with perhaps an exception for Silicon Valley)
- http://scottberkun.com/2013/how-many-companies-are-100-distributed/ Scott Berkun’s book, The Year Without Pants chronicled his time at Automattic, a fully distributed co.
- So, back to my perspective
- Let’s start with the idea of Complements for Leadership (full on Substitution may be going too far. Data supports leadership behaviors Regardless of your position in the organization.
- All of these activities can be enhanced with data
- http://faculty.vet.upenn.edu/gastro/documents/thompsonWangandGunia2010.pdf “Research studying the effects of power have documented that there is a strong, causal relationship between the attractiveness of a negotiator’s BATNA and the negotiator’s ability to claim resources in a given negotiation (Galinsky & Mussweiler 2001, Magee et al. 2007, Mussweiler & Strack 1999). Negotiators with attractive BATNAs are considered “powerful”; these negotiators are decidedly more assertive in negotiations. For example, powerful people move first, both by initiating negotiations and by making the first offer (Magee et al. 2007). When power is primed (by instructing people to write about a time when they felt powerful or to perform a word-completion task involving words about power), these individuals often make the first offer in negotiations. If the concept of BATNA is a measure of structural power, then chronic tendencies to dominate others in social relationships reflect personal power. Both structural and personal power can improve negotiators’ outcomes by leading them to make the first offer (Galinsky & Mussweiler 2001, Magee et al. 2007, Mussweiler & Strack”
- https://hbr.org/2006/01/evidence-based-management
- We’re going to take the rest of our time to do some data collection and plan for some more
- We’re going to take the rest of our time to do some data collection and plan for some more
- Here I’m working with the three practices of plugged-in management
- In doing my research for this session I came across this story. I don’t have the full background, but I can see that Amy Cribbs and Jill Jones Had data on STEM related skills and workforce needs. They seem to have used this Data to lead a charge within Thermo Fisher Scientific for design work in schools.
- Now it’s our turn
- http://www.terrigriffith.com/blog/2009/06/15/what-technology-organizational-people-top-systems-design-skills-do-we-all-need
- What is IDEO known for – design by being out in the world “Uploaded on May 26, 2009 Watch a week of design work in under two minutes... “On a recent project, IDEO used a time-lapse camera to capture the nature of our work for curious clients. This video shows an entire week of our efforts (Monday through Friday, from 9 a.m. until 6 p.m.), condensed into two minutes. The work that week was a combination of ideation and concept refinement, and it involved a lot of sketching and concepting. You can tell when a new workday begins, as our clothes change. “ https://www.youtube.com/watch?v=xWmJRFur-SU
- Innovation vs Product Innovation
- Antilogs & Analogs (Mullins & Kosimar – Getting to Plan B)
- Antilogs & Analogs (Mullins & Kosimar – Getting to Plan B)
- The pace and global nature of our work pushes us to develop leadership skills – regardless of our formal authority. Leadership doesn’t look the same, and we need to let go of old perspectives if we want to match the pace and dynamics
- Let go of 20th century organizational boundaries and processes
- This is a shot of Sean D. Tucker – Oracle’s aerobatic pilot. I had the chance to see him speak to 400 new Oracle sales people. Mostly in their 20s. Hold tight to your performance standards, your relationships, the value of education, and the laws of physics - Data. A great message and driven home by him pointing out that in his world the outcome is death if you don’t. From my perspective, data is the backbone of this --- what are the laws of physics in our work? We can lead by letting go – change how we do work in the 21st century, but we need Data as the backbone.