Managing for result

1. Leading and Managing for Results
Kayode Adebiyi, FCA, MBA, ACTI, MIoD
at the
Retreat organized by Bursary Dept, Federal Polytechnic, Ilaro
Oct 2, 2021

2. Our Roadmap
The Great
Shift
MFR Skills
MFR
Organization
MFR
Manager

3. The Great Shift

4. “The 20th and
21st Century
Organization compared”
Kotter, John P, Leading Change, pg.172

5. Structure
20th Century
•Bureaucratic
•Multileveled
•Organized with the expectation
that senior management will
manage
•Characterized by policies that
create many complicated internal
interdependencies
21st Century
•Non-bureaucratic, with fewer rules
and employees
•Limited to fewer levels
•Organized with the expectation that
management will lead, lower-level
employees will manage
•Characterized by policies and
procedures that produce the minimal
internal interdependence needed to
serve customers

6. Systems
20th Century
•Depend on few performance
information systems
•Distribute performance data to
executives only
•Offer management training and
support systems to senior people
only
21st Century
•Depend on many performance
information systems, providing
data on customers especially
•Distribute performance data
widely
•Offer management training and
support systems to many people

7. Culture
20th Century
• Inwardly focused
• Centralized
• Slow to make decisions
• Political
• Risk averse
21st Century
• Externally oriented
• Empowering
• Quick to make decisions
• Open and Candid
• More risk tolerant

8. 8
VUCA
Volatility
Uncertainty
Complexity
Ambiguity
Increasing rate of
change
Less clarity about
the future
Multiplicity of
decision factors
There may be no
“right answer”
A term originated by a US
Military College to describe the
new challenges facing leaders.

10. Change!
•“In times of rapid change,
experience could be your worst
enemy.” - J. Paul Getty
www.terrypaulson.com

11. Adaptability

14. Result-based leadership

16. Leadership
Promotes vision,
creativity, and
change
L
Management
Promotes stability,
order and problem
solving within
existing
organizational
structure and
systems
Takes care of where
you are Takes you to a new place
Leadership versus
Management
M L

17. Managers vs. Leaders
• Managers know how to
plan, budget, organize, staff,
control, and problem solve
• Managers deal mostly with
the status quo
• Management is a bottom
line focus: How can I best
accomplish certain things?
• Management is doing things
right
• Leaders create and
communicate visions and
strategies
• Leaders deal mostly with
change
• Leadership deals with the
top line: What are the
things I want to accomplish?
• Leadership is doing the right
things

18. Results-Based Leadership
Effective Leadership =
Attributes x Results
Skills
Values
Motives
Competencies
Behaviors
Style
Action
Programs
Projects
Goals
Initiatives
Strategy
Source - David Ulrich: Results-Based Leadership

24. What is a result?
A result is a measurable
or describable change
resulting from a cause
and effect relationship.

25. What is Managing for Results?
An approach to management used by an
organization to:
 Determine the most important results
 Establish and communicate direction
 Monitor progress toward meeting its goals
 Invest resources strategically for results
 Use fact-based performance information to
continually improve performance and provide
accountability for results
 What gets measured gets done
25

26. Results are supposed to be
S.M.A.R.T.
• Specific
• Measurable
• Attainable
• Result-oriented and relevant
• Time-bound

27. Resources to Results

28. MFR Organization

29. The Four Levels of Every Organization
Easiest Short
term
©1997, Russell Consulting, Inc. Used with permission.
Cultural
(values, beliefs, and norms)
Physical
(processes, tools, and structures)
Infrastructure
(management systems,
measurements, and rewards)
Behavioral
(what groups and individuals do)
Most
difficult
Long
term
Ability
to
influence
or
change
Durability
of
the
change

30. The Components of Organizational Alignment
Vision
Structure
• Span of control
• Team composition
• Hierarchy
Systems
• Accounting
• HR
Capabilities
• Technical
• Leadership
Culture
• Norms
• Shared values
• Sales
• IT

31. The Organization as an
Iceberg Metaphor
Prentice Hall, 2002

32. What you are seeing is ……

33. Organizational (Corporate)
Culture
A pattern of basic assumptions
that are considered valid and that
are taught to (or “caught by”)
new members as the way to
perceive, think, and feel in the
organization.

34. Culture
stuff that people do without noticing
it
HenrikKniberg

37. MFR strategy

38. Strategy or tragedy?
“Without a viable
strategy, the possibility
of tragedy is not far off” -
Anonymous.

40. Strategy
Definition: “Strategic planning is creating a vision of the
future and managing toward that expectancy”
It's an effective process for aligning your short-term
decisions with your long-term goals
Strategic planning answers the three big questions:
1. Where are we today?
2. Where do we want to be in the future?
3. What should we be focused on today, in order to make it
more likely we will be where we want to be in the future?

41. The Secret to how to do more with
less . . .
Collaboration
Innovation
Leadership
STRATEGY

44. Remember, Culture eats Strategy for
breakfast!
HenrikKniberg

45. MFR Skills

46. MFR Skills
Synergy
Focus Problem
solving, decision
making
Delegation
Collaboration
Change
Leadership

47. Change leaders vs. status quo managers

48. The Journey Through Change
Stability
1.
Comfort
and
Control
Looking
Back
Looking
Forward
Chaos
3.
Inquiry,
2.
Fear, Anger,
and Resistance Experimentation,
and Discovery
Leading Change Training, Jeff and Linda Russell, 2003

49. Embrace synergy

50. Focus

52. Quality decision making
• Problem solving…
– Is bridging the gap between
the way things are and the
way they ought to be
– It is focused on the past
• Usually analytical
• Operational
• Done at lower levels
• A problem is
– A present unsatisfactory state that
needs to be changed to a desired
state as soon as possible.
– Some deviation from the expected
standard which prevent the
achievement of objectives.
• Decision making…
– Is a broader concept
– It is the act of making a choice
between two or more options
– It is focused on the future
• Often creative
• Directional
• Done at senior levels
• Problem solving is therefore
– part of decision making
– a subset of decision making

53. Ask questions, assume nothing

57. Copyright © 2017 nuCognitive LLC. All rights reserved.
SOTA|Walsh;Dec2017
4
Situational intelligence
Situational Awareness
Contextually Appropriate
Action

58. 1 N = 3 P
(One negative
statement is equal to
three
positive statements)
Vince Covello, PhD, Speaker
National Public Health
Leadership Development
Network
April, 2003
Risk Communication Communication
Communicate

60. Clear communication

61. Delegate
Two questions to ask leaders when they
become ineffective or suffer burnout:
1. Do you have the ability to build a team?
2. Do you have the right people around you
to share the load?

62. Delegate

63. Collaborate

64. MFR Manager

65. Managing YOU

66. Performance equation

70. •Wellness is a
continuum
ranging from
death to optimal
health.
•You can choose
your behaviors
to move closer
to optimal
health.

71. What is stress?

72. Stress – balance issue

74. S & A: Partners in crime

75. Balance

77. 77
KEY MESSAGES
The Great Shift
Result-based leadership
MFR Strategy
MFR organization
The only competitive advantage
left in the 21st century is
adaptability
Effective leadership = Attributes
X Results
The culture of an organization is
shaped by the worst behavior
the leader is willing to tolerate.
If you don't have a viable strategy,
you will be defeated by someone
who does. Remember, culture eats
strategy for breakfast.

78. 78
PERSPECTIVE 2020: KEY MESSAGES
MFR Skills
MFR Manager
Problem-solving is a subset of decision making.
The higher you go, the more questions matter.
To have the right answers, you have to ask the
right questions.
The only thing you have 100% control
over is yourself.

79. Albert
Einstein’s
Theory
A = X + Y +
Z
A = Success
X = Work
Y = Play
Z = Keeping your mouth

80. Thank you!
08033181225, 07064078211
Kayode Adebiyi
hmlconsultancy@outlook.com
hmlconsultancyltd@gmail.com