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Leadership Development for Getting Things Done

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Keynote-Leadership Development for Getting Things Done: Ted Abernathy, Managing Partner, Economic Leadership. Presented ate the Women's Economic Development Network 2017

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Leadership Development for Getting Things Done

  1. 1. Leadership Development for Getting Things Done
  2. 2. “Too often we enjoy the comfort of opinion without the discomfort of thought.” John F. Kennedy“ Leadership and learning are indispensable to each other.”
  3. 3. Leadership • Think of one word that describes a leader • Think of one story where you experienced real leadership • Think of one time where you think a person, a leader, failed to lead, in a huge way.
  4. 4. Why is Being a Leader So Hard in 2017?
  5. 5. Why is Being a Leader So Hard in 2017?
  6. 6. Fear the Future- Things Stink
  7. 7. Fragmentation of Cultural Reference Points Bestselling Books
  8. 8. Fragmentation of Cultural Reference Points Top Movies • Arrival • Fences • Hacksaw Ridge • Hell or High Water • Hidden Figures • La La Land • Lion • Manchester By the Sea • Moonlight
  9. 9. Fragmentation of Cultural Reference Points Top Albums Sales 2016 1) Adele 2) Drake 3) Justin Bieber 4) Beyoncé 5) Rihanna 6) Twenty One Pilots
  10. 10. Fragmentation of Cultural Reference Points
  11. 11. The Matrix Paradox We want and need to know more and more, but it is so hard. We want an easier way.
  12. 12. Now think all the way back to 2003… LinkedIn (2003) Facebook (2004) YouTube (2005) Twitter (2006) IPhone (2007) Mobile apps Mobile maps Fitbit (2007) Spotify (2007) Dropbox (2007) Airbnb (2008) Hulu (2008) Kickstarter (2009) Facetime (2010) Uber (2009) Pinterest (2010) Tumblr (2010) Snapchat (2011) Udacity (2012) Snapchat (2012)
  13. 13. Roy Margaret Genora Wade 1957
  14. 14. “Conundrums” Complex or perplexing trends that generally have no clear solution. Trendspotting
  15. 15. Trends That Are Shaping Our Future Technology Urbanization Demography
  16. 16. Technological Unemployment
  17. 17. The Next Big Things-Technological
  18. 18. POPULATION GROWTH 2010 - 2014
  19. 19. The Slowing Global Population Growth Source: The United Nations Data
  20. 20. 16% 84% Retirement Savings Problem Savings Gap
  21. 21. The Changing Face of America 1960-2060 85 83 80 76 69 64 60 55 51 47 43 10 11 12 12 12 12 13 13 13 13 13 4 5 6 9 13 16 19 22 25 28 31 1 1 2 4 5 5 6 6 7 8 8 0 0 1 1 1 3 2 4 4 5 6 0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100% 1960 1970 1980 1990 2000 2010 2020 2030 2040 2050 2060 Other Asian Hispanic Black White Source: The Next America, Paul Taylor
  22. 22. American Individualism
  23. 23. Leadership Complexity Paralysis
  24. 24. Leadership
  25. 25. Leadership
  26. 26. • We want someone, or some group, we trust, to make sense of all the information we are receiving. • We want leaders to take actions that improves our situations or solves our problems Why Do We Want and Need Leadership?
  27. 27. My Belief - Great Leaders • Are continuously learning • Have a high tolerance for ambiguity, complexity, and change • Can communicate the narrative • Are made, not born
  28. 28. • Has high ethical and moral standard 67% • Provides goals with loose guideline/direction 59% • Clearly communicates expectations 56% • Has flexibility to change opinions 52% • Is committed to my ongoing training 43% • Communicates often and openly 42% • Is open to new ideas and approaches 39% The Most Important Leadership Competencies 195 Global Leaders Were Asked to rate 74 Qualities Source: HBR Sunnie Giles March 2016
  29. 29. Competencies Skills and behaviors required for success that can be observed Experiences Assignments or roles that prepare a person for a future job Traits Inclinations, aptitudes, and natural tendencies a person leans toward, including personality traits and intellectual capacity Drivers Values and interests that influence a person’s career path and engagement Leadership Four Dimensions of Leadership and Talent Source: Korn Ferry Leadership Architect
  30. 30. Why Do We Want and Need Leadership?  We want someone, we trust, to make sense of all the information we are receiving.  We want someone to take actions that improves our situations or solves our problems Traditional Hierarchical Leadership Grassroots Bottom Up Leadership Action, Success, Problem Solving Someone important or some small group with a vision or resources Someone not important or some small group with a vision or resources Leadership Is Crucial & Models Are Changing
  31. 31. Public Non profit Private Catalyst Address a Specific Problem
  32. 32. Strategic Perspectives: (A) Strategic Ability (B) Managing Strategic Propositions (C) Focusing on Priorities Innovation Mindset: (D) Utilizing Ambiguity (E) Shifting Perspectives (F) Managing Vision and Purpose (G) Creating New and Different Getting Things Done: (H) Making timely Quality Decisions (I) Managing Information (J) Measuring Progress Working Together: (K) Sharing Commitments (L) Exhibiting Mutual Trust (M) Managing Conflict (N) Being Interpersonally Savvy (O) Navigating Political Dynamics GroupLead Approach The critical dimensions of group decision making and taking action
  33. 33. Strategic Perspectives: (A) Strategic Ability (B) Managing Strategic Propositions (C) Focusing on Priorities Innovation Mindset: (D) Utilizing Ambiguity (E) Shifting Perspectives (F) Managing Vision and Purpose (G) Creating New and Different Getting Things Done: (H) Making timely Quality Decisions (I) Managing Information (J) Measuring Progress Working Together: (K) Sharing Commitments (L) Exhibiting Mutual Trust (M) Managing Conflict (N) Being Interpersonally Savvy (O) Navigating Political Dynamics GroupLead Approach The critical dimensions of group decision making and taking action
  34. 34. Strategic Perspectives: (A) Strategic Ability (B) Managing Strategic Propositions (C) Focusing on Priorities Innovation Mindset: (D) Utilizing Ambiguity (E) Shifting Perspectives (F) Managing Vision and Purpose (G) Creating New and Different Getting Things Done: (H) Making timely Quality Decisions (I) Managing Information (J) Measuring Progress Working Together: (K) Sharing Commitments (L) Exhibiting Mutual Trust (M) Managing Conflict (N) Being Interpersonally Savvy (O) Navigating Political Dynamics GroupLead Approach The critical dimensions of group decision making and taking action A high-performance group… • Regularly identifies which tasks are mission critical, important, or nice to do • Aligns resources to priorities
  35. 35. Strategic Perspectives: (A) Strategic Ability (B) Managing Strategic Propositions (C) Focusing on Priorities Innovation Mindset: (D) Utilizing Ambiguity (E) Shifting Perspectives (F) Managing Vision and Purpose (G) Creating New and Different Getting Things Done: (H) Making timely Quality Decisions (I) Managing Information (J) Measuring Progress Working Together: (K) Sharing Commitments (L) Exhibiting Mutual Trust (M) Managing Conflict (N) Being Interpersonally Savvy (O) Navigating Political Dynamics GroupLead Approach The critical dimensions of group decision making and taking action A high-performance group… • Prioritizes meeting agendas and allocates time • Uses diverse subgroups to investigate and share information sometimes conflicting, from multiple sources
  36. 36. Collaboration “The act of working with one or more people to produce or create something.” Collaboration is an unnatural act between un- consenting adults
  37. 37. What is a Commitment to Collaborate?
  38. 38. Evolution Of Groups Shared Vision & “Plan” Common Information & Language Shared Specific Tasks Familiarity Personal Connections Action & Trust
  39. 39. If I asked you to stand up, shake hands with the person next to you…but if I asked you to give them $1,000 or the keys to your house…
  40. 40. •Past Behavior •Capability •Alignment
  41. 41. Collaboration Continuum Nobody Does Anything Collective Impact (Synergies) Coordinated Impacts Individual Impact Disruptive Impact Destroying Impact
  42. 42. Some General Beliefs About Collaboration … 1. People, and organizations collaborate when it is in their interest to do so. 2. “Where you stand always depends on where you sit.” 3. When crisis > complacency = cooperation. 4. People collaborate when there is a chance of success 5. People collaborate when they have something to do. 6. Context matters…and all our context is changing real fast.
  43. 43. Why are some regions more successful than others in global competition? • “Regardless of whether a region can bring the right people to the table or develop a strategic plan, the true test is whether the region can act effectively.” • “The key to creating collaboration is effective regional leadership” Source: Council on Competitiveness, Collaboration 2010
  44. 44. Regional Leadership • “Regional leadership bodies depend on consensus, not hierarchy.” • “The structures are more frequently networked than formalized” • “New regional leadership must create a shared regional narrative, build consensus, institutionalize innovation, and lead change.” • Let’s consider your local narrative(s) Source: Council on Competitiveness, Collaboration 2010
  45. 45. Some Thoughts To Help You Create, and Lead Successful Regional Collaborations
  46. 46. Create Images and Language (Messages) That Resonate
  47. 47. Present Position Future More Competitive Position4-STEP STRATEGIC MANAGEMENT PROCESS Strategy Formulation 2 Guiding Principles Competitive Advantages Constraints and Barriers Conceptual Phase Visioning Economic Vision Future Cluster Competitiveness Environmental Scanning 1 Gather data. Understand what affects your region: Internally Externally Sustainability Capacity & Leadership Development 4 Measure performance: • Compare desired and actual results. • Plan for contingencies • “Continuous agenda” Leadership Model Strategic Action Development 3 • Research Completion • Action Plans Creation • CEO Prioritization Leadership Sustaining Project Focus Continuous Agenda Communication Identifying & Engaging Clusters Capacity Public Engagement Elected Official Collaboration Adjustment Linkage to Work Group Cluster Support Cluster Recruitment Entrepreneurship & Technology Rural Development Leadership & Collaboration Hospitality Government Partnership Implementation Issues Cluster RetreatHonest Evaluation Measurement Copyright © 2002 by SBTDC. All rights reserved. No part of this work may be reproduced or transmitted in any form or by any means without express written consent of the publisher. Adapted in part from Strategic Management & Business Policy. Wheelen & Hunger. 2000. Analytical Phase Current Reality Leadership Critical Thinking Focus Phase Priorities (What’s going on?) (What can we do about it?) (Who, how and when do we do it?) (How well are we doing?) National Evaluation Reports National Business Surveys Regional Comparisons Demographic Changes Economic Trends •Institutional Partner Coordination &Commitment Fundraising State of the Region Innovation Index Indicators
  48. 48. The Region and its Environment •Economy-Education-Political-Health Research •Demographic Changes over Time •Economic Trends/Current Situation •Regional Comparisons •Regional Evaluation Reports •Regional Business Survey Results Competitive Advantages Constraints & Barriers Cluster Opportunities Strategic Position (Choices) •Focus Strategy •Product Development Strategy •Market Development Strategy •Diversification Strategy Mission • Reason for existence • Guiding principle for strategies • Industries and types of services • Ways value is added • Uniqueness • Stakeholders served • Prime goals • Clear and direct Visioning •Picturing the future: World, Industries, Region •Challenging conventional beliefs •Imagination, Innovation, Inventiveness Vision Statement •Core Values, Core Purposes, Audacious Goals •Shared commitment to achieve •Inspiring, Challenging Priorities •Distinctive Competencies •Competitive Weaknesses •Relevant Opportunities Action Plans •Next Steps •Assignments •Management & Feedback Visionary Phase Analytical Phase Focus Phase Task Force Formation Complacency Fund Raising Partnership Commitment Implementation Action Plans Institutional Partners Original Research Project Coordination Competitiveness Issues •Investment in R&D •Skilled Work Force •Quality of Education •Physical Infrastructure •Supply of Capital •Cost of Doing Business •Quality of Life Critical Thinking Goal Setting Long, Medium, Short Term Current Reality Copyright © 2002 by SBTDC. All rights reserved. No part of this work may be reproduced or transmitted in any form or by any means without express written consent of the publisher. Assumptions •Planning Dangers •Beliefs v. Facts •Accounting for Change Measurement Innovation Processes Cluster Customers Financial Benchmarking Contingency Plans Getting Started- Strategic Action Retreat Model Future Cluster Competitiveness Work Groups
  49. 49. We Are Competing For Economic Success 1) Do you believe that there is greater competition than ever for new jobs and new investment? 2) Do you believe that the competition is global? 3) Do you believe that there will be locations that win the competition and locations that lose? 4) Do you believe that communities can take actions to improve their chances of success?
  50. 50. Be Clear Why “It” Matters To Everyone Involved People and Organizations Collaborate When It Is In Their Best Interest To Do So.
  51. 51. Dr. Michael Porter, 2002
  52. 52. Engage Every Partner Involvement = Contribution
  53. 53. “What makes a plan capable of producing results is the commitment of key people to work on specific tasks.” Peter Drucker
  54. 54. It Takes “Capacity” to Hold Groups Together “Be the Collaborative Capacity”  Glue and Grease - The capacity to bring people and groups together, keep minutes, make coffee, set agendas, make the hard calls, smooth the rough spots  No Cause, No Credit, No Cash  …and a little “choice architecture” can help
  55. 55. Nudge  “Status quo bias” or the default option  People learn from others  The most effective way to nudge is via social influence  Social influence involves information and peer pressure
  56. 56. Motivations Where you stand (almost) always determines where you sit • Biological drive • Rewards & punishments • Intrinsic
  57. 57. The Sawyer Effect • Why would people do what you want them to do?
  58. 58. Build Social Capital Every Day “Consists of the stock of active connections among people; the trust, mutual understanding, and shared values and behaviors that bind the members of human networks and communities and make cooperative action possible.” Cohen & Prusak 2001
  59. 59. People Receive Information Different Ways Old School New Media Social Networks Ask them, often
  60. 60. Tomorrow’s Economic Leaders
  61. 61. “ENTJ”
  62. 62. • "Nothing will work unless you do." -Maya Angelou • "I alone cannot change the world, but I can cast a stone across the water to create many ripples." -Mother Teresa • "The most difficult thing is the decision to act, the rest is merely tenacity." -Amelia Earhart Leadership Quotes
  63. 63. Thoughts or Questions?
  64. 64. Follow on twitter @tedabernathy or LinkedIn Ted Abernathy “ Leadership and learning are indispensable to each other.” John ted@econleadership.com

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