LeadershipStylesOrgZoo_SHELLEY

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Creative assessment of leadership profiles using Organizational Zoo metaphor

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LeadershipStylesOrgZoo_SHELLEY

  1. 1. Leadership Styles in your Organizational Zoo Arthur Shelley CEO, Intelligent Answers October 2008
  2. 2. Leadership is behaviour, not a position <ul><li>You only become a leader when others willingly follow you and engage in your quest. </li></ul><ul><li>Key motivating factors for followers are </li></ul><ul><ul><li>their belief in you, </li></ul></ul><ul><ul><li>how they identify with your values, </li></ul></ul><ul><ul><li>how they relate to your behavioural style, </li></ul></ul><ul><ul><li>how they perceive your motivations/intentions. </li></ul></ul><ul><li>The Organizational Zoo metaphors provide a great way to understand leadership styles and how people are influenced by them. </li></ul>
  3. 3. Leadership and Learning <ul><li>&quot;Leadership and learning are indispensable to each other.&quot; John Fitzgerald Kennedy </li></ul>“ I start with the premise that the function of leadership is to produce more leaders, not more followers.” Ralph Nader
  4. 4. Denning on leadership messages <ul><li>Don’t try to out-reason deeply skeptical employees, you have to make a personal – and emotional – connection with them first. Indeed, facts may be the last thing people want to hear right now. They will simply be discounted and rejected. </li></ul><ul><li>Of course, there is still a need for reasoned arguments, but it is crucial to get the “sequencing” of messages right. Get people’s attention, “stimulate the desire for change”, and then wheel out the rationale. </li></ul><ul><li>Leadership communications begin as monologue. If they are successful they turn into dialogue and then conversation. The conversation emerges because of the enduring enthusiasm for change that has been inspired. </li></ul><ul><li>Extracts from: The Secret Language of Leadership (2007) </li></ul>
  5. 5. Is leadership constantly changing? <ul><li>Plagued by indecision and ever-deepening paradox, our lives have become a tickertape parade of newness and excess. Meanwhile almost everything we supposed constant, from economic growth to rational decision making and even more fundamental concepts such as human rights and national sovereignty, have become tentative. </li></ul><ul><li>In the face of such unrelenting novelty and tension, conventional approaches to leading, managing and organising human activities have become ineffectual. </li></ul><ul><li>We maintain these obsolete mechanisms only because they are what we know. It is as though we cannot see any acceptable alternatives. But increasingly they do not work. </li></ul><ul><li>The Five Literacies of Global Leadership: What Authentic Leaders Know and You Need to Find Out Richard David Hames 2007 </li></ul>
  6. 6. Three kinds of people <ul><li>Those who make things happen </li></ul>Those who watch things happen Those who wonder what happened
  7. 7. Richard Hames: 5 Leadership Literacies <ul><li>Networked Intelligence </li></ul><ul><ul><li>Catching the future in zero geography </li></ul></ul><ul><li>Futuring </li></ul><ul><ul><li>Thinking matters, thinking from the future </li></ul></ul><ul><li>Strategic Navigation </li></ul><ul><ul><li>Planning in real time </li></ul></ul><ul><li>Deep Design </li></ul><ul><ul><li>Integrating multiple perspectives </li></ul></ul><ul><li>Brand Resonance </li></ul><ul><ul><li>Markets are conversations </li></ul></ul>New mental models, methods, tools and practices Extract from: Hames (2007), The Five Literacies of Global Leadership
  8. 8. Richard Hames: 5 Leadership Literacies Appreciative individuals who… Integrate rational and imaginative ways of thinking, doing and being Continuously challenge themselves and others Collaborate with others effectively Can initiate, inspire and lead transformative change And can experience learning as a continual process of personal growth Habitually use systematic patterning to explore integral interconnections at all levels Critically examine assumptions, world views situations and issues Understand themselves within their own culture and in relation to people from diverse cultures and are reflective practitioners Hames (2007), The Five Literacies of Global Leadership
  9. 9. Shared Leadership? Co-leadership is a practice that has been used to leverage diversity of strengths. Leaders play discrete complementary roles. <ul><li>Greek King Agamemnon & Achillies against Troy </li></ul><ul><li>Weinberg & Whitehead at Goldman Sachs </li></ul><ul><li>Gates (Chair) & Ballmer (CEO) at Microsoft </li></ul><ul><li>Reinemund (CEO) & Nooyi (CFO) at Pepsico </li></ul><ul><li>Goizueta (CEO) and Ivester (COO) at Coke </li></ul><ul><li>Diversity of thought and talents </li></ul><ul><ul><li>Vision and practicalities, marketing and operations </li></ul></ul><ul><li>Leadership in 2 places at once </li></ul><ul><li>Can smooth succession planning </li></ul><ul><li>Balance perspectives and egos </li></ul>The Leadership Team: Complementary Strengths or Conflicting Agendas. S.A. Miles and M.D. Watkins. Harvard Business Review April 2007 p 90
  10. 10. Leading from Behind <ul><li>“ Humble Leadership” </li></ul><ul><ul><li>Handing over the kudos to others for the greater good </li></ul></ul><ul><ul><li>Sometime the case with charismatic leaders (the front guy) </li></ul></ul><ul><ul><li>Similarities to Yes Minister approach (but different) </li></ul></ul><ul><li>Co-Leadership: leaders sharing leader responsibilities and leveraging their combined strengths to be more effective overall </li></ul><ul><ul><li>Separate roles or same, eg Finance and CEO. </li></ul></ul><ul><ul><li>Extended leadership teams </li></ul></ul><ul><ul><li>Strategist and tactician </li></ul></ul>
  11. 11. Simplify the Thinking <ul><li>Performance = Capability * Motivation * Influence * Role </li></ul>Skills, Training, Behaviour Network and Relationship Management <ul><li>Limitation of Resources * Risk </li></ul>Attitude, Behaviours, Values, Incentives, Environment Clarity, Fit, Role definition, Matched behaviour Adapted from David Clancy and Robert Webber (1999) Roses and Rust: Redefining the Essence of Leadership in a New Age
  12. 13. <ul><li>Leadership is determined by whether you can inspire others to follow you on a journey together. </li></ul><ul><li>Resonance over dissonance </li></ul><ul><li>Inspire trust by listening, being consistent, making objective decisions </li></ul><ul><li>Lead by doing, demonstrate commitment by being involved & truthful </li></ul><ul><ul><li>Join me in action, rather than do what I tell you (but don’t actually do) </li></ul></ul><ul><li>Demonstrate emotional intelligence, engage! </li></ul><ul><li>Clarity of roles and behavioural expectations </li></ul><ul><li>Acknowledge individuals and team for contributions </li></ul><ul><li>Demonstrate passion for the goals and for the team development </li></ul>How do we lead others?
  13. 14. Leadership Styles How balanced are behaviours in your boat?
  14. 15. Leadership Styles <ul><li>Lion </li></ul><ul><li>Aggressive Control </li></ul><ul><li>Territorial </li></ul><ul><li>Charismatic or ego-driven </li></ul>
  15. 16. Leadership Styles <ul><li>Eagle </li></ul><ul><li>Inspirational </li></ul><ul><li>Above the mire </li></ul><ul><li>Great long range vision </li></ul><ul><li>Rapid action on opportunities </li></ul><ul><li>Great instinct </li></ul><ul><li>Strategic </li></ul>
  16. 17. Leadership Behaviour Styles <ul><li>Yucca Moth </li></ul><ul><li>Trusted Advisor </li></ul><ul><li>Often external, can be internal </li></ul><ul><li>Adds far more value than take </li></ul>
  17. 18. Leadership Behaviour Styles <ul><li>Quercus robur </li></ul><ul><li>Inspiration chairperson </li></ul><ul><li>Outside energy </li></ul><ul><li>Knowledge and strategy </li></ul><ul><li>Great insights </li></ul><ul><li>Endangered species </li></ul>
  18. 19. Leadership Behaviour Styles <ul><li>Hyena </li></ul><ul><li>Decision making </li></ul><ul><li>Action orientation </li></ul><ul><li>Delivery under pressure </li></ul><ul><li>Innovative sourcing and application of resouces </li></ul>
  19. 20. Leadership Behaviour Styles <ul><li>Unicorn </li></ul><ul><li>“ Perfect” </li></ul><ul><li>Grip on reality? </li></ul><ul><li>Reliability? </li></ul>
  20. 21. Leadership Behaviour Styles <ul><li>Bee </li></ul><ul><li>Collaborative </li></ul><ul><li>Assumes specific role </li></ul><ul><li>Everything for the hive </li></ul>
  21. 22. Leadership Behaviour Styles <ul><li>Owl </li></ul><ul><li>Eternal mentor </li></ul><ul><li>Highly capable </li></ul><ul><li>Chooses non-aggression </li></ul><ul><li>Builds capability </li></ul><ul><li>Quiet achiever </li></ul><ul><li>Humble </li></ul>
  22. 23. Leadership Styles <ul><li>Gibbon </li></ul><ul><li>Social leadership </li></ul><ul><li>Morale and enthusiasm </li></ul><ul><li>Relationships and culture </li></ul><ul><li>Defuse tension </li></ul>
  23. 24. Leadership Behavioural Styles <ul><li>Whale </li></ul><ul><li>Highly intellectual </li></ul><ul><li>Logical </li></ul><ul><li>Technical brilliant </li></ul><ul><li>Can be accident prone </li></ul><ul><li>Limited communications outside the pod </li></ul>
  24. 25. Followership <ul><li>Dog </li></ul><ul><li>Smart </li></ul><ul><li>Loyal </li></ul><ul><li>Enthusiastic </li></ul>Highly successful leaders create “followers” amongst all types of animals through well directed influence & inspiration. They also inspire them to take leadership roles where possible.
  25. 26. Matched your team to the game?
  26. 27. Adaptable Leader It is not the strongest of the species that survives, not the most intelligent, but the one most responsive to change. Charles Darwin <ul><li>It is now impossible for any individual to be an expert in all management fields </li></ul><ul><li>It is becoming increasingly difficult for a leader to have the capabilities to lead alone </li></ul><ul><li>Leaders of the future need to mobilise the total capabilities of their entire network and influence them to align behind their vision and goals </li></ul>
  27. 28. Leadership in ACTION Visioning, Futuring, goal setting, problem solving, decision making, planning, simplicity. Provide direction Open mind, inclusiveness, develop moral and spirit in the organization, train, coach, counsel Ask, Decide & Motivate Deliver outcomes rather than outputs, coach, mentor, communicate and handover ownership. Prioritise & Implement Networked Intelligence, Seek help, climate and culture, know who the unofficial leaders are. Engage your organization & network Be proficient and be able to train others in their tasks. Collaborate on priorities. Create fun! Enjoy your job and role Needs, emotions, balanced interactions, behaviours, how people respond to stress. Understand human nature and relationships Strengths and weakness, knowledge and skills Know yourself & others Honesty, competence, candor, commitment, integrity, courage, imagination. Demonstrate positive character traits Humility, Loyalty, selfless service, personal responsibility, Strategic Navigation Inspire by being professional (Lead!)
  28. 29. Understand your Ecosystem
  29. 30. Leadership Characteristics Visioning Futuring Observing Mentoring Coaching Decision making Listening Risk taking Communicating Networked Intelligence Strategic Navigation Inspiring Collaborating Brand Resonance Deep Design Trusting Trustworthy Aggression Thinking Knowledge Sharing Passion Persistence Self Awareness Social Awareness Reciprocity Enthusiasm Humility Challenging Innovative Risk Awareness Curiosity Change Integration Advocacy Saying NO! Saying YES! Self Development Partnering
  30. 31. Match the behaviour to the role Behavioural adaptability is YOUR responsibility The behaviour you display must be appropriate to the role you are conducting. You may be required to fulfil several roles!
  31. 32. Contact Arthur Shelley [email_address] [email_address] +61 413 047 408

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