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Responsive leadership - a guide

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This slideset walks you through the three elements of responsive leadership: Holism, responsiveness and entrepreneurship

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Responsive leadership - a guide

  1. 1. Responsive leadership – a guide A summary of my public speaks March 2016 Erik Korsvik Østergaard, Partner, Bloch&Østergaard Going to work should be nice, great, and awesome!
  2. 2. The 30 second summary So, the world is changing ever faster. A line of megatrends (including disruptive technology) is driving business forward, and forcing new behavior into organizations, leaders, and employees. This requires: Holism A new holistic approach to strategy, leadership, and people, with an updated mindset and skillset for you and your leaders. Responsiveness Trimming and redefining your organization and culture to respond fast enough. Entrepreneurship A redesign of the way you organize work, constant innovation, internal startups, and a portfolio approach. 1 2 3 Let’s go through the 3 areas! Disclaimer: These are my slides from my public speaks, with some minor editing to give them context or “speakers notes”. !
  3. 3. The world is changing … and I bet you already know that. Skip the next six slides, if you want. This is just a fast summary. !
  4. 4. 4 Volatile Uncertain Complex Ambiguous The world is VUCA
  5. 5. 5 40% of Fortune 500 companies will be gone in 10 years Is someone or something changing your business? Do you know what problem you are solving? - Babson School of Business, Washington University Can you respond to the changes?
  6. 6. 6 Half of the jobs will be automated - SCENARIO, Centre for Futures Studies “Your job; now available from the app store” Our children’s jobs have yet to be invented
  7. 7. Megatrends 9 Purpose + Meaningfulness Relations + Connectedness Silver Backs + Millennia Female Shift in Leadership Radical Sustainability + Circular Economics Urbanisation + Globalisation Technology + Going digital
  8. 8. Holism in the Future of Work 1
  9. 9. Speakers notes Being affected by these megatrends and new demands, you need to think holistically about your organization – you need to look at these five elements at the same time: • Purpose and direction • Innovation • Culture • Organizing (which is a verb, not a noun) • Leadership You need to change the mindset, skillset, and behavior of your leaders to embrace this. You have to focus on attracting, engaging, and retaining both employees, customers, and the community. The new leader understands this, and has a holistic view on the business, the organization, the team, and the employees. Focus on how to create value (VOI), not just profit (ROI) Purpose, relations and results is what counts – and it creates happiness at work too. 11
  10. 10. Future of Work Purpose and direction Organizing Culture Innovation Leadership 12 A holistic approach
  11. 11. 13 Source: @LeadershipABC, Kenneth Mikkelsen The many required shifts
  12. 12. Don’t compete on SKILLS and PRICE (Red Ocean) Focus on EFFECT and RELATIONS (Blue Ocean) New rules of the game
  13. 13. Behaviour of a leader 15 Ensures purpose and meaning (WHY), and that we’re making a difference Challenges status quo (both HOW and WHAT) and encourages the team to do the same Ensures direction and traction via dialogue and delegation Values collaboration, innovation, and brainstorming Avoids titles and hierarchy. Focuses on roles and network. Relations beat skills Measures the right things Is a role model on trust, respect, involvement, empowerment, and emotional intelligence Thrives with uncertainty and complexity, and avoids oversimplifications
  14. 14. Responsiveness in the Future of Work 2
  15. 15. Speakers notes Your organization needs to respond, adapt, and be agile. If not, you will have a limited lifespan in the Future of Work. The next pages present some approaches for analyzing and designing your organization. Take a look at the five parameters/sliders for “The Responsive Organization” (see next slide). If you push them all to the left, you’ll be effective. If you push them all to the right, you’ll be responsive. What mix of parameters do you want? Similarly for the “Design principles of adaptable organizations” and for the “PUK Leadership Profile”: Use it as a platform for debate: What should you focus on now? Finally, here’s 10 characteristics of organizations that we work with, that are moving towards a more responsive design. 17
  16. 16. 18 Efficiency, more predictable Versus Responsiveness, less predictable Profit Purpose Hierarchies Networks Controlling Empowering Planning Experimentation Privacy Transparency The Responsive Organization – what mix do you want? Source: responsive.org
  17. 17. Design principles of adaptable organisations What should you focus on? Source: Gary Hamel et al.: “Hackathon Report - Management Innovation eXchange” 19
  18. 18. Evidence: 10 characteristics of responsive organizations Purpose and meaningfulness Relations beat skills Larger line teams Smaller project teams Everyone is a leader Followership supports leadership Step down from the Ivory Tower Listen, then decide Intense sprints Not more, but better Source: +10 clients that we’ve helped in the last few years
  19. 19. PUK Leadership Profile Red (Wolf pack) Amber (Army) Orange (Machine) Green (Family) Teal (Living Organism) Scope: <organisation> <Area> <Number of employees> Submitted by <name> dd-MMM-2016 Constant exercise of power to keep foot soldiers in line. Highly reactive. Thrives in chaotic environments • Division of labour • Command authority Highly formal roles within a hierarchical pyramid. Top- down command and control. Future is a repetition of the past. • Formal roles (stable and scalable hierarchies) • Stable, replicable processes (long-term perspectives) Goal is to beat competition, achieve profit and growth. Management by objectives. Command and control over what. Freedom over how. • Innovation • Accountability • Meritocracy Focus on culture and empowerment to boost employee motivation. Stakeholders replace shareholders as primary purpose. • Empowerment • Egalitarian management • Stakeholder mode Self-management replaces hierarchical pyramid. Organizations are seen as living entities, oriented towards realizing their potential • Self-management • Wholeness • Evolutionary purpose Purpose + direction Vision, Value, Results, Meaning, Prioritisation, Profit, Transparency Innovation Challenging status quo, Experimentation, Creativity, Technology, Fail fast, No- blame, Entrepreneurship, Risk management Culture Integrity, Intimacy, Relations, Feedback, Dialogue, Listening, Motivation, Dignity, Fairness, Well-being, Coaching, Passion, Engagement, Drive, Firmness, Caring, Empowerment, Trust, Involvement, Authenticity, Diversity Organizing + delivery Decentralisation, Collaboration, Autonomy, Mastery, Enabling, Accountability, Commitment, Choice, Flexibility, Agility, Processes, Getting things done PUK v1.0Source: Bloch&Østergaard, in collaboration with representatives from the University of Southern Denmark and several large Danish organizations in the finance and engineering industries
  20. 20. The responsive, networked organization Do you want effective silos or responsive networks? Or both?
  21. 21. Entrepreneurship in the Future of Work 3
  22. 22. Speakers notes Start thinking of your organization as a portfolio of (small) businesses or start- ups, also called a team-of-teams. Give them autonomy, support, and accountability. Allow them to make mistakes, but ensure validated learning. This means that being an entrepreneur inside the organization is a career path. This also means, that your role as leader changes. You’ll see that the team-of-teams approach requires you to act as a coach/mentor, as a portfolio manager, and as internal strategist from time to time. If you roll out an Agile project approach (which is a great idea), then do also push Agile Leadership into the management meetings. 24
  23. 23. An innovation-friendly culture and process Willingness to change the status quo Engage with customers Creativity and experimentation Fail fast. Fail forward. Demo and feedback Use it, or throw away? No-blame Stop. Evaluate. Learn. Adjust. Repeat.
  24. 24. Think ‘organising’ not ‘organisation’ 26 • Teams group, dissolve, and regroup • Teams establish their own structure • Teams establish values and identity • Teams are organising in an organisation • Management stays in control • Outer boundaries are kept • Internal flexibility and well-being
  25. 25. The role of the leader Coaching and mentoring •using your emotional intelligence and experience Being strategic •thinking as an entrepreneur, working ON “your business” White space management •i.e. maneuvering the areas in your organization “where rules are vague, authority is fuzzy, budgets are non-existent, and strategy is unclear” Pathfinder, domain expert, guide
  26. 26. Career platform in Future Of Work People Project Specialist Top management Middle management Frontline The old career path: The only way is up. This approach is going to die. The new career platform: Not up, but around Manager “Get things done” Purpose: Run the business Leader “Follow me” Purpose: Grow the business Entrepreneur “Try this” Purpose: Transform the business The employee in Future Of Work understands to shift between roles; and wants to be lead that way, on all levels of the organisation: In frontline, as middle manager, and as top manager you can be a manager, a leader or an entrepreneur of your role
  27. 27. Summary
  28. 28. The 30 second summary
  29. 29. Bloch&Østergaard Because going to work should be nice, great, and awesome 31

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