Collective leadership by Peter Hawkins


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Collective leadership by Peter Hawkins

  2. 2. Creating Collective Leadership To rise to the Challenges that we all face.
  3. 3. The Darwinian law of organisational survival L ≥ E.C. Learning must equal or be greater than the speed of change in the environment
  4. 4. Sustainable change that drives performance Strategy Change Culture Leadership
  5. 5. Strategy in one question “What can you uniquely do that the world of tomorrow needs?”
  6. 6. Context for 21st Century leadership Need for holistic view - development Retiring baby boomers Growing elderly population Talent demand outstrips supply Complexity of globalisation / matrix 24/7 Economic turmoil & volatility Generation X & Y Mindset change in transitional economies Responsible leadership Speed of technological change Shift in power from West to East – or back? Climate & environment changes Political instability & risk Increased migration Cross cultural challenges & opportunities Peak Oil - Fuel prices – sustainability issues Need for growth, innovation & agility Governance, ethics & CSR
  7. 7. The challenge for us all – greater demand, higher quality, lower cost and more sustainable
  8. 8. The limits to growth ‘Anyone who believes in indefinite growth in anything physical, on a physically finite planet, is either mad – or an economist.’ David Attenborough quoting Kenneth Boulding, President Kennedy‟s environmental advisor
  9. 9. The UK health challenge between now and 2032 Population growth of 8 million Half the population over 50 Over 65s: 10.6 million – 16.1 million Over 85s: 1.26 million – 2.65 million Obesity: 26% - 40% Arthritis: 8 million - 17 million Dementia: 800,000 - 1.3 million Dementia cost of care £40 billion (Source: Kings Fund; The Future Trends)
  10. 10. How can sports organisations rise to the challenge? Building Collective Leadership that enables: a) b) c) d) e) Creativity at all levels Staff engagement Identifying and make the most of talents Community involvement with all stakeholders Collaboration with other organisations
  11. 11. How come? The UK government spent more on Leadership Development between 1997-2010 than all previous governments put together Yet every department review reported that the senior leadership team were not as effective as they needed to be?
  12. 12. The paradigm shift From To Focus on „share value‟ Focus on government set targets Focus on „shared value‟ Working in partnership to create value for all stakeholders Competing on product, technological or knowledge advantage Providing a differentiated customer experience Brand image “Lived Brand” and the relational value chain Leading those who report to you Leading with others across organizational boundaries Leader development Leadership development
  13. 13. Questions to start our dialogue 1. What is going to be the 3-5 biggest challenges in your organisation in the next two years? 2. In the light of that how does the collective leadership of your organisation need to evolve and develop? 3. What do you need to learn today to develop that collective leadership?
  14. 14. The challenge for today’s leadership teams • Managing expectations of different stakeholders • Both running the business and transforming it • Being members of multiple teams • Working with systemic conflict • The world becoming more complex and interconnected • Working virtually • The major challenges lie not in the parts but in the interconnections
  15. 15. Developing High Performing Leadership Teams
  16. 16. In what circumstances are the following true? 1. 1+1+1+1+1+1 = 6 2. 1+1+1+1+1+1 = 2 3. 1+1+1+1+1+1 = 12 We understand „1‟ but do we understand „+‟ ?
  17. 17. The expanding field People in team =7 Relationships internally = 21(dyads) 21 (tryads) 14 (foursomes) 5 (fivesomes) = 61 External critical individual relationships each = 300 These stakeholders are interconnected = THOUSANDS
  18. 18. A High Performing Team ‘A team is a small number of people with complimentary skills who are committed to a common purpose, set of performance goals, and approach for which they hold themselves mutually accountable.’ Katzenbach and Smith, HBR, March 1993 ‘…a High performing team also: • effectively meets and communicates in a way that raises morale and alignment, • engages with all the teams key stakeholder groups in a way that grows performance • and provides constant learning and development for all its members and the collective team.’ Hawkins, 2011
  19. 19. The journey from team manager to team coach Team Orchestrator Team Leader Team Manager Team Coach
  20. 20. The five disciplines of high performing teams Task 2. Clarifying Inside 1. Commissioning 5. Core Learning (within boundary) Outside (across boundary) 3. Co-Creating 4. Connecting Process
  21. 21. The five disciplines of high performing teams and boards Task Clarifying Collective endeavour Team Charter Goals Objectives Roles Inside (within boundary) Commissioning Ensuring a clear commission for the team and contracting on what it must deliver.. Core Learning Co-ordinating and Consolidating Reflecting, Learning Integrating Co-Creating Interpersonal And Team Dynamics Team culture Outside (across boundary) Connecting And engaging all the critical stakeholders Process
  22. 22. Team charter Team Commission or Mandate: Team Strategic Focus: Strategic Narrative: Key Stakeholders Key Team objectives and goals Team Key performance Indicators Vision of what success will look, sound and feel like Team Members Green Card Behaviours Working Agreements Core Values Red Card Behaviours
  23. 23. Who does your organisation serve? And what “added value” does it need to deliver to each stakeholder?
  24. 24. Key stakeholder groups Investors/Regulators Natural Environment Community in which the organisation operates Suppliers Partners Customers Employees
  25. 25. Key sports stakeholder groups Investors/Funders/ Regulators Natural Environment Elite sports people & Grass roots participants Partner organisations Employees & Volunteers
  26. 26. ‘Employee engagement – nailing the evidence’ • Top quartile companies delivered seven times more to shareholders than bottom quartile companies. • While 78% of engaged public sector employees felt they could impact public service delivery positively, only 29% of the disengaged felt the same way • 59% of engaged employees said that work brings out their most creative ideas, compared with a mere 3% of the disengaged • Accidents are 62% higher among disengaged employees • Only one third of UK employees are actively engaged at work, leaving 20 million under-performers Bruce Rayton, Tanith Dodge and Gillian D’Analeze (2012). Employee engagement – the evidence. Research Report. London. Engage for Success.
  27. 27. Five pillars of engagement Strategic Narrative: “I need visible, empowering leadership that articulates clearly where we have come from, where we are now and our vision of where are we going. What is the bigger picture of which I am a part and how does my role fit in with achieving our shared vision?” Engaging Managers: “I respond best to a boss who makes it clear what my role is and helps me to harness my energy and creativity to play that role optimally. I want my achievement measured and celebrated and I thrive on opportunities to learn, develop and contribute more.” Employee Voice: “I like to know that my ideas and concerns are heard and I want to be told what‟s going on. I flourish when treated as a human being, not a human resource, and given leeway to share responsibility with my colleagues for our part in this collaborative enterprise.” Organisational Integrity: “I prefer clear and consistent alignment between what is said and what is done. If the organisation claims its people are its greatest asset, please do not use command and control tactics leading to bullying harassment, grievances and mistrust. Values alignment matters.” Real Teamwork: “I feel more engaged when I am working in a team that has clear objectives, works closely together to achieve those objectives and regularly meets together to review performance and how it can be improved.”
  28. 28. A strategic narrative Please prepare a compelling and inspiring 3-5 minute strategic narrative, that you can use with your staff, the Board, and with other Stakeholders that includes: • • • • Why – are work is critically important What – we need to focus on to be successful How - we need to work together as a collective leadership team Our vision of what success will look and feel like by the end of 2014.
  29. 29. Building partnerships If a partnership does not have a shared compelling collective endeavour or joint it will fail to create value. “What can we do together that we cannot do apart?”
  30. 30. Thank you for listening If you want to follow up with a conversation then please contact me. Tel: +44 7802 887418