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Leadership Lessons from Sports Coaching by Dr Peter Treadwell


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Shown at the Lean Summit 2013 - Lean Transformation: Frontiers and Fundamentals on 5th, 6th & 7th November 2013

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Leadership Lessons from Sports Coaching by Dr Peter Treadwell

  2. 2. Qn – So, what  really triggers  organizational  change?
  3. 3. A man working on an oil platform in  the North Sea awakened suddenly  one night by an explosion. Amidst the  chaos, he made his way to the edge  of the platform. As a plume of fire  billowed behind him, he decided to  jump from the burning platform even  though jumping is a risky option for  the following reasons: It was a 150‐ foot drop from the platform to the  water. There is debris and burning oil  on the surface of the water. If the  jump into the 40°F water did not kill  him, he would die of exposure within  15 minutes. Luckily, the man survived  the jump and hauled aboard a rescue  boat shortly thereafter. When asked  why he jumped, he replied, “Better  probable death than certain death.”  The point is the literally “burning”  platform caused the radical change in  his behavior. The Burning Platform
  4. 4.  Organizational  Purpose  Mission  Strategic objectives STRATEGY & GOALS  Leadership  Management  Employees VALUES & CULTURE  Business processes  Risk and Compliance  Technology  Infrastructure PROCESSES &  CONTROLS PEOPLE & SKILLS  Skills and Capabilities  Performance management  Rewards and Compensation  Learning and Development RELATIONSHIPS & STRUCTURE  Organization Design  Accountabilities  External stakeholders Relationships  & structure Values & Culture Processes & controls People  & Skills Strategy  & goals What needs to be re‐thought/re‐ordered to make change happen?
  5. 5. Lewin’s ‘3 STEP’ linear model  for organizational change • Acknowledge feelings and empathise. • Give people as much information about the change as possible. • Say what will not change. • Treat the past with respect. • Help others see the gap. STEP 1: Unfreezing (Creating motivation and readiness to change) • Provide focus and direction. • Strengthen people’s connections to one another. • Provide the individual with a specific role in the change process. • Provide leadership and tenacity. STEP 2: Change and movement (Guiding through the transition) • Implement quick requests and highlight successes. • Ensure the individuals and leaders reinforce the new behaviour. • Build feedback mechanisms. • Celebrate. STEP 3: Re-freezing (Integrating the new point of view)
  6. 6. AS‐IS Organization TO‐BE Organization Relationships  & structure Values  & Culture Processes & controls People  & Skills Strategy  & goals Relationships  & structure Values  & Culture Processes & controls People  & Skills Strategy  & goals Relationships  & structure Values  & Culture Processes & controls People  & Skills Strategy  & goals Relationships  & structure Values  & Culture Processes & controls People  & Skills Strategy  & goals Relationships  & structure Values  & Culture Processes & controls People  & Skills Strategy  & goals Unfreeze Freeze Create readiness for change – 1. Question old ways  2. Build a climate for change  Expect uncertainty, searching  and conflict Continually challenge individual behaviours Foster Creativity and  Innovation as normative  Lewin refined: non-linear “fitness landscapes”
  7. 7. Long Term Sporting and Business  success is ‐ • Paved with small achievements • Built off strong internal competition • Informed by scheduled and adhered to  decision‐making audits Dr Veronica Burke [2013] Cranfield University
  8. 8. KEY BEHAVIOURAL COMPONENTS OF CHANGE Rational Emotional Political “Is change right analytically” “Is change acceptable to all constituencies” “Is change supported pyschologically in the organization”
  9. 9. S Robbins, 2003, Harvard Business Review, “Leading Change - Why Transformation Efforts Fail” TRANSFORMATION EFFORTS FAIL... • Sense of urgency not established  and no powerful  ‘guiding coalitions’ created • Failure to involve and educate  • Little systematic planning for ‘short term wins’ • Declaration of change ‘victory’ too soon • Change not anchored in a new corporate culture  and lack of ‘measures’ to justify change
  10. 10. SO, PROACTIVELY DRIVE CHANGE • Over communicate ‐ promote Q&A  and two‐way feedback  • Build Leader stability – via sincerity and honesty • Explain  ‐ continually send message of why change/evolve • Involve key people [distribute  leadership) • Set standards and targets – clarity, rewards, standards • Identify [benefits] and measure [outcomes] Treadwell, 2013
  11. 11. Richard Branson  ‘Sport to Business’ Logic*  1. Teamwork is paramount 2. Mentorship matters 3. Be resilient and determined 4. Have Pride and Purpose 5. Delegate wherever possible *Linkedin comments  [3.5 million followers!]