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Lecture about Leadership methods and tools for Master of Information Management class

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For the TIAS School for Business and Society Master of Information Management this lecture is part of my series of 4 lectures about Leadership and Change Management. This lecture is about leadership tools and methods for personal leadership development and team development

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Lecture about Leadership methods and tools for Master of Information Management class

  1. 1. Lecture 4 MIM 29 Leadership, Change Management and social sourcing Author: Frank Willems Date: September 26th 2015
  2. 2. Agenda Lecture 1 1st October 2014 • Basic principles of Change Management, TheoryU and Social Networking theory as framework for Leadership Lecture 2 17th January 2015 • Working with Spiral Dynamics Lecture 3 25th April 2015 • Recap • TheoryU and Social Networking theory as framework for Leadership • Theory about Lean thinking as a method for improving Leadership skills and strategy deployment • A3 Thinking as elementary method for team based problem solving Lecture 4 25th September 2015 • Leadership challenges in your daily practice • Leadership methods and tools • Lessons learned and recap
  3. 3. Leadership challenges in your daily practice
  4. 4. How to implement a new view on leadership? 1. Commit to selfdevelopment, head for the ‘True North’ and be yourself aware about the different change colours, social networks and social capital 2. Coach and develop other people 3. Support and faclitate daily improvements (Kaizen’s) 4. Develop a collaborative vision and check the goals and commitment horizontal and vertical The ‘True North’: • Challenge yourself and your employees and think together with them about the next challenge • Kaizen mind (every day a step better) • Go and see (Gemba Walks) • Teamwork before everything • Respect for people Source: The Toyota Way to Lean Leadership, Jeffrey Liker
  5. 5. Framework of a Lean Management System Elements of a lean management system
  6. 6. Spiral Dynamics Survey outcome TIAS MIM 29 Name 1st value 2nd value 3th value 4th value 1st - energy 2e - energy Group 1 Student 1 28% 22% 13% 13% 28% 20% Student 2 28% 23% 18% 17% 29% 25% Student 3 33% 30% 18% 8% 48% 23% Student 4 28% 23% 15% 11% 34% 25% Group 2 Student 5 34% 18% 15% 14% 48% 21% Student 6 24% 20% 19% 13% 27% 25% Student 7 Student 8 28% 23% 18% 14% 28% 23% Group 3 Student 9 Student 10 32% 18% 13% 13% 28% 17% Student 11 23% 19% 14% 14% 28% 18% Group 4 Student 12 23% 20% 18% 18% 40% 28% Student 13 28% 20% 17% 16% 45% 18% Student 14 26% 19% 18% 17% 33% 22%
  7. 7. Which leadership challenges have you met last months?
  8. 8. Some Leadership methods and tools • Operational and Visual Management • Effectuation to connect the dots • Design Thinking • Social Data research for leaders • A3 Thinking • GTD (Getting Things Done) • Team of Teams
  9. 9. Operational and visual management
  10. 10. With Operational Management and Visual Management you will master (behavioral) change • By visualization of group responsibility and leadership results in a short time between problem and solution • By Cross-functional problems to be solved • Through a clear connection between results and goals
  11. 11. 1 With Operational Management and Visual Management you will master (behavioral) change
  12. 12. 1 The boards build a system and give confidence and structure to the teams and involved people
  13. 13. 1
  14. 14. Which defies in structural day and week starts so self-organization and ownership will become a fact
  15. 15. • What do you want to influence? Network analysis • How do you use your network? Directing your network • Deploy our network through concrete action. Network Meeting Effectuation Design Thinking Effectuation and Design Thinking will help in network based innovation and problem solving
  16. 16. Effectuation
  17. 17. Effectuation to connect all the dots Worldview: • Expert entrepreneurs believe that the future is shaped by people. They believe that if they can make the future happen, they don’t need to worry about predicting the future, determining perfect timing to start, or finding the optimal opportunity. • Sarasvathy calls this “effectual logic” which sits opposed to “causal logic” taught to managers in more certain (or predictable) circumstances.
  18. 18. Effectuation supports network based innovations and development
  19. 19. The Effectuation principles • Bird in Hand Principle – Start with your means. Don’t wait for the perfect opportunity. Start taking action, based on what you have readily available: who you are, what you know, and who you know. • Affordable Loss Principle – Set affordable loss. Evaluate opportunities based on whether the downside is acceptable, rather than on the attractiveness of the predicted upside. • Lemonade Principle – Leverage contingencies. Embrace surprises that arise from uncertain situations, remaining flexible rather than tethered to existing goals. • Crazy-Quilt Principle – Form partnerships. Form partnerships with people and organizations willing to make a real commitment to jointly creating the future—product, firm, market—with you. Don’t worry so much about competitive analyses and strategic planning”. • Pilot in a plane - By focusing on activities within their control, expert entrepreneurs know their actions will result in the desired outcomes. An effectual worldview is rooted in the belief that the future is neither found nor predicted, but rather made.
  20. 20. Design Thinking
  21. 21. Design thinking is a formal method for practical, creative resolution of problems and creation of solutions, with the intent of an improved future result. In this regard it is a form of solution-based, or solution-focused thinking – starting with a goal (a better future situation) instead of solving a specific problem.
  22. 22. All Design Thinking tools are open source and easy to use 2 http://dschool.stanford.edu/use-our-methods/
  23. 23. HBR coverstory september 2015
  24. 24. Design Thinking leads very fast to a creative process and committed result
  25. 25. Examples of prototypes Kenniscentra
  26. 26. Social data research as tool for leaders
  27. 27. Social analytics is the practice of measuring and analyzing interactions to inform leaders
  28. 28. And will be applied more broad 08-01-2015 Mastermodule regisseren van sociale Netwerken en sociaal kapitaal
  29. 29. Most used social media tools 08-01-2015 Mastermodule regisseren van sociale Netwerken en sociaal kapitaal Source McKinsey Global Survey 2014
  30. 30. Adoption of fully networked working in companies is speeding up Source McKinsey Global Survey 2014
  31. 31. The Social Media prism of Brian Solis http://www.theconversationprism.com/ Mastermodule regisseren van sociale Netwerken en sociaal kapitaal
  32. 32. What is your personal social media strategy? Source: HBR november 2010; What’s Your Personal Social Media Strategy, Soumitra Dutta
  33. 33. Research from Social Media messages • Twitter Mood research Johan Bollen: http://www.youtube.com/watch?v=r5dxYc3pD5Y
  34. 34. Research Johan Bollen Indiana University
  35. 35. Actual research on prediction heart disease via social media analysis
  36. 36. Coosto Social Media Lab Tools we use at Hanze Social Data Research Lab
  37. 37. What was happening at this moment? 08-01-2015 Mastermodule regisseren van sociale Netwerken en sociaal kapitaal
  38. 38. And now…
  39. 39. At the end..
  40. 40. A3 Thinking 4
  41. 41. Storyline of the Problem Solving A3 4
  42. 42. Getting Things Done (GTD) 4
  43. 43. 43 Tasks that you do not have finished and unfinished commitments cause the majority of your daily stress
  44. 44. 44 And .... Do you know what you really are good at and what suits who you are?
  45. 45. What is Getting Things Done (GTD)? • A very practical process that busy people helps to gain control in their lives • Time management and operation system based on objectives, results and insights about your own way of working, the wastage and the improvements • Well combined with other personal effectiveness methods such as Lean Management, Covey, TheoryU, etc. • And above all it gives you peace because you have confidence and control over your affairs
  46. 46. It starts with management of yourself Busy person Master and ruler Responder Micromanager High perspective Maximal controlMinimal control Low perspective
  47. 47. The 5 stages of the GTD workflow
  48. 48. The GTD workflow
  49. 49. Team of Teams 4
  50. 50. The model of organising should suit to the ambition, the common goal and the challenge Leadership 1.0 Leadership 4.0Leadership 3.0 Leadership 2.0
  51. 51. Stage of development Teamaspect Team led by manager Self-managing team Self-organising team Self governing team Common Goal and strategy Commitment Complementairy tasks and roles Clear communication Constructive conflict Cohesion Credible coaching Dominant Spiral Dynamics Values color So we now can can apply the team development model in a situational context Leadership 1.0 Leadership 2.0 Leadership 4.0Leadership 3.0
  52. 52. A3 for Setting up the urgency storyline Spiral Dynamics for creating the guiding coalition Drijfveer per DIN aspect Target Effort Network for developing vision Target Effort Network for communicating vision R: 127 G: 127 B: 127 R: 166 G: 166 B: 166 R: 191 G: 191 B: 191 R: 217 G: 217 B: 217 R: 255 G: 0 B: 0 R: 255 G: 192 B: 0 R: 255 G: 153 B: 0 R: 199 G: 218 B: 238 R: 168 G: 199 B: 228 R: 227 G: 236 B: 246 R: 136 G: 182 B: 220 R: 99 G: 158 B: 211 R: 51 G: 103 B: 153 R: 0 G: 128 B: 0 Standaard Grijstinten Accenten Bodytekst Calibiri 20pts Titel stijl Calibiri 32pts Lijn/pijl R:19 G:26 B:125 13 Visual & Operational Management for implement & sustain change Design Thinking for creative groupacting Step 1 Establish a sense of urgency Step 2 Create the guiding coalition Step 3 Develop a change vision Step 4 Communicate the vision for buy-in Step 5 Empower broad based action Step 6 Generate short term wins Step 7 Never let up Step 8 Incorporate change into culture Create a climate for change Engage & enable the whole organization Implement & sustain change
  53. 53. Practice • Form your usual assignment groups • Choose a challenge for each person • Choose which Leadership tool of method suits best with a specific challenge • Apply this method in solving the challenge • Describe what happens and report back
  54. 54. Lessons learned and recap on lecture 1, 2, 3 and 4
  55. 55. Where to find the solution? Leading PeopleManaging Systems Develop Seven Leadership skills • Commit to leadership first, everything else second • Lead differently than you think • Embrace your softer side • Forge right relationships, drive right results • Master communications • Inspire others • Build people, not systems • Leading people Core management processes (e.g., strategy, planning, program execution, operations) MaximizeCollaborative Leadership Source: The CIO Edge, 7 Leadership Skills, Waller, Hallenbeck and Rubenstrunk
  56. 56. Team culture is not visible at first sight Observed environment Behavior Group skills Values and Beliefs Identity Effects Doing Being able to Believing, have a strong opinion about Being Actual development takes place only when developed skills and behavior are aligned with the values, beliefs and knowledge on the same level Artifacts Espoused Beliefs and values Basic, fundamental underlying assumptions Culture levels of Schein Culture levels of Bateson
  57. 57. Golden Circle (Sinek ) Human Needs (Assink) Spiral Dynamics (Graves) Seven levels of consciousness (Barrett) TheoryU Level (Scharmer) TheoryU Leadership skill Why Spiritual Turquoise; Holistic, spiritual view on work Service to humanity Need for develop ment Performing Act in conjunction with the entire new system Yellow; Integrative, systematic, innovative, co- creation Making the difference Let arise ‘Open Will’ Prototyping New way of acting by connected heads, hearth and hands How Mental Green; Egalitation/Communit arian, care about each other Cohesion Connect with the source, Presencing In contact with the system ‘Open heart’ Seeing with fresh eyes ‘Open Mind’ Generative listening, collectief verbonden Empathic listening, releasing andconnecting Factual listening, see the difference Orange; Oriëntation on result and being successfull, seeing opportunities Transformation What Emotional Blue; Purposeful, Authoritartan, doing the job right, planning and procedures Esteem focus on order and quality Basic needs Listening from known patterns Downloading from old patterns Red; decisive, fun in collaboration from a marterial perspective Esteem focused on emotion Fysical Purple; Informal leadership, rituals Relationship awareness
  58. 58. What How Why Rationality and analytial mind (Neocortex) Feeling, Trust and intuition (Lymbic brain) From inside to outside Combination Spiral Dynamics and Golden Circle Research to success in sustainable communities at the SAIL project (Ecoliner build sustainable freighter) shows that the initiators have significant other values profile than the established order, for which another buy-in is required to accept the problem and solution Established orderInitiators
  59. 59. Open Will Open Heart Open Mind LISTENING 2: from outside disconfirming [new] data Downloading habits of judgment reconfirming old opinions & judgments Factual listening noticing differences LISTENING 3: from within seeing through another person‘s eyes emotional connection Empathic listening LISTENING 1: from habits LISTENING 4: from Source connecting to an emerging future whole; shift in identity and self Generative listening (from the future wanting to emerge) Theory U as ‘toolkit’ for leaders
  60. 60. 90% Lurkers So find the right values and skilled people to start and establish your community With the knowledge about the innovative and changeminded character of your crowd
  61. 61. 1. Telling -Explaining verbally 2. Showing -Demonstrating how it is done 3. Illustrating -Explaining with written material or pictures 4. Question & Answer -Asking about and discussing the contents Typical teaching methods… Training Within Industry (TWI) Storytelling is here to stay
  62. 62. Storyline of the Problem Solving A3 6
  63. 63. Framework of a Lean Management System Elements of a lean management system
  64. 64. New view on leadership 1. Commit to selfdevelopment, head for the ‘True North’ and be yourself aware about the different change colours, social networks and social capital 2. Coach and develop other people 3. Support and faclitate daily improvements (Kaizen’s) 4. Develop a collaborative vision and check the goals and commitment horizontal and vertical The ‘True North’: • Challenge yourself and your employees and think together with them about the next challenge • Kaizen mind (every day a step better) • Go and see (Gemba Walks) • Teamwork before everything • Respect for people Source: The Toyota Way to Lean Leadership, Jeffrey Liker
  65. 65. Stage of development Teamaspect Team led by manager Self-managing team Self-organising team Self governing team Common Goal and strategy Commitment Complementairy tasks and roles Clear communication Constructive conflict Cohesion Credible coaching Dominant Spiral Dynamics Values color So we now can can apply the team development model in a situational context Leadership 1.0 Leadership 2.0 Leadership 4.0Leadership 3.0
  66. 66. A3 for Setting up the urgency storyline Spiral Dynamics for creating the guiding coalition Drijfveer per DIN aspect Target Effort Network for developing vision Target Effort Network for communicating vision R: 127 G: 127 B: 127 R: 166 G: 166 B: 166 R: 191 G: 191 B: 191 R: 217 G: 217 B: 217 R: 255 G: 0 B: 0 R: 255 G: 192 B: 0 R: 255 G: 153 B: 0 R: 199 G: 218 B: 238 R: 168 G: 199 B: 228 R: 227 G: 236 B: 246 R: 136 G: 182 B: 220 R: 99 G: 158 B: 211 R: 51 G: 103 B: 153 R: 0 G: 128 B: 0 Standaard Grijstinten Accenten Bodytekst Calibiri 20pts Titel stijl Calibiri 32pts Lijn/pijl R:19 G:26 B:125 13 Visual & Operational Management for implement & sustain change Design Thinking for creative groupacting Step 1 Establish a sense of urgency Step 2 Create the guiding coalition Step 3 Develop a change vision Step 4 Communicate the vision for buy-in Step 5 Empower broad based action Step 6 Generate short term wins Step 7 Never let up Step 8 Incorporate change into culture Create a climate for change Engage & enable the whole organization Implement & sustain change
  67. 67. Translation to execution 6
  68. 68. 68

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