Kanban preaches about Leadership at Every Level, through its 4th Foundational Principle. However, does this suffice to remedy organisational dysfunction, counter the decaying effects of entropy, and avoid leadership waste?
Despite significant progress toward self-organisation, the misconception that leadership activity is still grounded in the individual is evident. Are we ready to accept the separation of leadership from people? Could leadership be –more usefully– perceived as a resource to be managed, as a distinctive and strategic asset of the company?
How about that the organisational system has separate leadership capability than the sum of all leaders working for it? And finally, is Systemic Leadership an anthropomorphic attribute for organisations, similar to what psyche, mind and morality are for humans?
This talk aims to challenge perceptions and explore different ways to manage the beast of leadership more effectively.
28. GAPS
‣ Leaders' Aspirations vs Current
Organisational Reality [Unrealistic]
‣ Leaders' Aspirations vs Current
Organisational Capacity to
Respond [Lack of Capacity]
‣ Relationships between Key
Individuals [Teamworking]
‣ Relationships between
Departmental Functions [Silos]
29. GAPS
‣ Organisation's Legitimate System vs the underlying
Shadow System [Politics, for a better word]
‣ Organisation's Awareness about What It Needs to
Know vs What It Actually Does Know [Organisation
Learning Opportunity]
‣ Organisation's Awareness about What It Doesn't
Know It Needs to Know and What It Actually
Knows [Blind Spot]
‣ Leaders' Public Rhetoric vs Private Values and
Beliefs [Hypocritical]
33. “
“If the capacity of the system is the work and its
waste, the way to improve capacity is to get rid of
the waste [...] the waste is caused by the regime.
– Taiichi Ohno
35. DEFECTS
‣ Substandard
outcomes
‣ Failure to meet
specification
‣ Imbalanced effort on
change management
processes instead of
inspecting results
‣ Deficit of leadership capability >
Inadequate leaders
‣ Individual's skills / role mismatch
‣ Premature promotion
‣ Favouritism
‣ Promotion based on the length of
service (Buggins' Turn)
‣ Promotion based on success in
current role rather on abilities required
for the next role (Peter Principle)
‣ Late new employee onboarding
36. OVERPRODUCTION
‣ Supply in excess of
actual Demand
‣ Developing too many leaders
‣ Hiring too many supervisors /
managers (e.g. imbalanced ratio of
project managers to software engineers)
37. WAITING
‣ Underutilisation
‣ Time Efficiency Issues
‣ Procrastination
‣ Unnecessary Decentralisation (from a
communication standpoint)
‣ Unnecessary Centralisation (from a
communication standpoint)
‣ Delayed Backfilling (usually after
departure)
‣ Waiting for committee decisions
‣ Waiting for long approval processes
‣ Delays, queues and bottlenecks
39. TRANSPORTING
‣ Cost of Separation of
the Parts Involved
‣ Excessive Travelling Cost
‣ Timezone Differences
‣ Inappropriate Means to Disseminate
Leadership Messages
40. INVENTORY
‣ Stock
mismanagement
‣ Unsuitable stock
‣ Appropriate stock
levels
‣ Distorted view of resource availability
‣ Allocating resources incompatible
with the skills required
‣ Misusing hierarchy as an available
resource
‣ Non-instant availability
‣ Available competencies not suitable
for customers' needs
‣ Allowing development providers to
impose their views on what the
organisation needs
41. MOVEMENT
‣ Effort and Time spent
on Networking and
Lobbying activities, and
establishing
Connections inside and
outside the organisation
to achieve Goals
‣ Resource Mobilisation
‣ Excessive Travelling Time
42. PROCESSINGEXCESSIVE
‣ "Doing things right"
vs "Doing the Right
Things"
‣ Inappropriate leader swarming (in too
many baton passes, approval steps)
‣ Allowing the urgent –however trivial–
to shadow the important
‣ Micromanagement
‣ Perfectionism vs healthy striving
‣ Measuring success based on
individual rather than systemic criteria
‣ Spontaneous decisions w/out plan
‣ Expecting managers to speculate
what the organisation's needs are
45. “ “Where customers (leaders, managers,
employees) can 'pull' what they need from the
organisation without friction or barriers, wasted
effort can be rigorously stripped out and,
critically, the capacity of the system increases
– Simon Caulkin
53. “
“[Organisations] that make a lot of noise about
[empowerment] generally lack it: they have been
spending too much of their own past
disempowering everybody.
– Henry Mintzberg
67. “
“Systems tend to suppress anything perceived as a
threat. The more dysfunctional the system, the more
likely the distortion of trust and 'dark' behaviour
becomes, including possible 'illegal' activity.
– John Renesch
86. “
“We all have our darker side. We do our best to conceal
it, to disguise it –show our positive, well-mannered
selves. Beware of the shadow. The brighter the
spotlight, the denser our shadow becomes.
87. “
“Just embrace it . Be aware of it. Fall in love
with it. It is a part of ourselves, after all...