TCUK 2013 - Don't manage: lead

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Don't manage: lead

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TCUK 2013 - Don't manage: lead

  1. 1. Don‟t manage: lead Paul Ballard …morning!
  2. 2. Examples of what leadership looks like
  3. 3. It‟s about behaviours The manager… Me? % The leader… Me? % administers innovates is a copy is an original maintains develops focuses on systems and structure focuses on people relies on control inspires trust has a short-range view has a long-range perspective asks how and when asks what and why has their eye always on the bottom line has their eye on the horizon imitates originates accepts the status quo challenges it is the classic good soldier is his or her own person does things right does the right thing Warren Bennis, On becoming a Leader
  4. 4. Culture eats strategy for breakfast ©The Drucker Institute ©ScoopIt
  5. 5. First, stop managing, or stop delivering • You only have so much time • Drop or delegate some of your management or delivery activities • Focus your delivery on what you are best at • Or on where opportunities for leadership will present themselves • Just stop doing something and see who notices
  6. 6. Raise the bar • For everyone, not just your team • Set standards that reflect the business objectives • Benchmark a leading competitor or admired company • Only raise it a little at a time ©The Times • One step „better‟, is easy for others to imagine and believe in • Don‟t forget your own standards
  7. 7. Talk to the people who don‟t know you • Challenge the assumptions about who you need to talk to • As a minimum, talk to „the boss‟, and talk to your audience, and understand your value between the two • Identify, and get to know, potential allies, and blockers • More than one-off conversations • Be creative, take some risks, and be patient
  8. 8. Speak the language of your business, not your profession • Understand what you do in the language of your business Information Process Maturity Model Level 1 Adhoc • Example: JoAnn Hackos‟ IPMM Level 2 Rudimentary • Elevator pitch Level 3 Organised and Repeatable • Match your vision to the ambition of your boss Level 4 Managed and Sustainable • See Rachel Potts‟ „Communicating Value‟ article Level 5 Optimising © JoAnn Hackos, Information Development
  9. 9. Understand how change works • You can‟t avoid it: it‟s what leadership is for • “Switch: How to change things when change is hard” Chip and Dan Heath 2011 • What drives change in your industry? • What changes are coming? • “Transforming Business: Big Data, Mobility, and Globalization” Cerra et al 2013
  10. 10. Tricky to do but worth the risk • The transition to leadership is fraught with danger • Don‟t take your eye off delivery • Don‟t confuse being „in‟ meetings with influence • Leadership quickly turns back into management • The changes you introduce could make you vulnerable • Thought leadership is not leadership
  11. 11. Leadership takes you beyond the “…but” • Leadership is creating the ability to deliver on a great idea • It‟s taking people beyond what they are comfortable with • Not just pointing: it‟s actually taking people there • “That‟s really cool!...but” • Leadership takes you beyond the “…but” • It turns a great idea into something tangible and real
  12. 12. Don‟t manage: lead paul.ballard@3di-info.com Many thanks!

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