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Leadership Challenges Today

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A presentation given as part of the MSc in Management at Leeds University Business School.

Mick addresses some of the fundamentals of leadership, and 6 of today's most pressing Leadership challenges.

Published in: Business

Leadership Challenges Today

  1. 1. leadership challenges today Mick Yates Professor & Leadership Strategist University of Leeds / LeaderValues
  2. 2. © mick yates 2014 page 2
  3. 3. © mick yates 2014 page 3
  4. 4. © mick yates 2014 page 4 heroes
  5. 5. © mick yates 2014 page 5 solo leaders pairs teams collaborative
  6. 6. © mick yates 2014 page 6 leadership is different to management leaders always make changes management is necessary but not sufficient managers institutionalize the “status quo”
  7. 7. © mick yates 2014 page 7 • leadership is more than management • leaders have a rock-solid value system which is congruent with their followers • leaders are interdependent with followers • leaders always accelerate change • leaders make the complicated simple • leaders are story tellers • leadership is a process – not an event © mick yates 2014 page 7
  8. 8. © mick yates 2014 page 8 implication one: leadership combines strategy, action, people skills and organization it is not just about personal style
  9. 9. © mick yates 2014 page 9 implication two: leadership is not just about the person “at the top” everyone has things to get done and people to motivate
  10. 10. © mick yates 2014 page 10 implication three: leadership as a process can be learnt
  11. 11. © mick yates 2014 page 11
  12. 12. © mick yates 2014 page 12 Thomas A. Edison “vision without execution Is hallucination”
  13. 13. © mick yates 2014 page 13
  14. 14. © mick yates 2014 page 14
  15. 15. © mick yates 2014 page 15
  16. 16. © mick yates 2014 page 16 Envision: create & communicate an innovative & winning strategy • the mission • strategic choices • numerical goals • time frame to achieve our goals • competitive advantages and competencies • challenges • next twelve months priorities
  17. 17. © mick yates 2014 page 17 Enable: identify & use appropriate tools, processes, people & structures• the right tools • enough tools • the right organization structure • the right people for today and for the future • the right training • the right financial resources • the right information systems • everyone in the team can handle the complexity of the job
  18. 18. © mick yates 2014 page 18 Empower: develop & measure interdependent & effective teams • everyone in the organization has shared values • the team is operating as an interdependent group • clarified roles & responsibilities for everyone in the team • we all have space to innovate • we all have clear personal objectives • all team members have agreed personal development plans
  19. 19. © mick yates 2014 page 19 Energize: consistent personal leadership • open with both praise and constructive criticism • make decisions in a timely manner • thrive in uncertain circumstances • appreciate the value of diversity • feel optimistic about the future • provide clear and consistent communication at all levels • provide timely feedback on changes to the plan • the team helps each other constructively deal with difference • everyone in the team supports the final decision
  20. 20. © mick yates 2014 page 20
  21. 21. © mick yates 2014 page 21 GENGHIS KHAN ENVISION To stop the Mongol tribes fighting, & to preserve their nomadic lifestyle. To live off the land. Realize their longstanding dream of “conquering the World". ENABLE The compound bow & short stirrup. The "Yasa" legal code. Merit based army units of 10, 1000, 10000. Peacetime “Pony express”. EMPOWER Genghis trusted Locals running conquered cities. He promoted on merit. He was generous, very loyal, & very frank. ENERGIZE He personified strong & clear Mongol values. Genghis always led from the front. He was charismatic. Either surrender & maintain your way of life, or be slaughtered….
  22. 22. © mick yates 2014 page 22 EGLANTYNE JEBB ENVISION Make a lasting change for all children, via modern management, finance & “self help”. The Rights of the Child. Global. ENABLE Modern management techniques. Clear operational principles. Organization. UK branch structure. Permanent Save the Children Fund. EMPOWER Empowered children. Empowered Save’s workers. Empowered all religious groups. Decentralized structure with common values. ENERGIZE Charismatic. Universalist. Dealt with issues. Hard working / practical. Advocacy & selling.
  23. 23. © mick yates 2014 page 23
  24. 24. © mick yates 2014 page 24 "THE COLLECTIVE HOW" "THE COLLECTIVE WHAT" ENVISION ENABLE EMPOWER ENERGIZE "THE INDIVIDUAL WHY"
  25. 25. © mick yates 2014 page 25 Leadership is the energetic process of getting people fully and willingly committed to a new and sustainable course of action, to meet commonly agreed objectives whilst having commonly held values © mick yates 2014 page 25
  26. 26. © mick yates 2014 page 26 leadership challenges 1. high performance systems 2. democratization 3. innovation networks 4. global-local paradox 5. employee engagement 6. data revolution
  27. 27. © mick yates 2014 page 27 leadership challenges 1. high performance systems 2. democratization 3. innovation networks 4. global-local paradox 5. employee engagement 6. data revolution
  28. 28. © mick yates 2014 page 28 • best in class results • motivated people • sustained, superior value to customers • sustained, superior value to all stakeholders • continuous innovation 1. high performance systems
  29. 29. © mick yates 2014 page 29© mick yates 2012 page 29
  30. 30. © mick yates 2014 page 30 “all organizations are perfectly designed to get the results they get” david p. hanna 1988 BUSINESS SITUATION BUSINESS STRATEGY CULTURE BUSINESS RESULTS © mick yates 2012 page 30
  31. 31. © mick yates 2014 page 31© mick yates 2012 page 31 “all organizations are perfectly designed to get the results they get” david p. hanna 1988
  32. 32. © mick yates 2014 page 32
  33. 33. © mick yates 2014 page 33 leadership challenges 1. high performance systems 2. democratization 3. innovation networks 4. global-local paradox 5. employee engagement 6. data revolution
  34. 34. © mick yates 2014 page 34© mick yates 2012 page 34
  35. 35. © mick yates 2014 page 35
  36. 36. © mick yates 2014 page 36
  37. 37. © mick yates 2014 page 37 distributed leadership is built on common tasks and shared values in a networked organization © mick yates 2014 page 37
  38. 38. © mick yates 2014 page 38
  39. 39. © mick yates 2014 page 39 leadership challenges 1. high performance systems 2. democratization 3. innovation networks 4. global-local paradox 5. employee engagement 6. data revolution
  40. 40. © mick yates 2014 page 40 • work – daily exchange • social – “check in,” inside and outside the office • innovation – collaboration • expert advice – problem solving • career guidance – advice • learning – self development Karen Stephenson networks we belong to
  41. 41. © mick yates 2014 page 41
  42. 42. © mick yates 2014 page 42 six degrees of separation … … three degrees of influence © mick yates 2014 page 42
  43. 43. © mick yates 2014 page 43
  44. 44. © mick yates 2014 page 44
  45. 45. © mick yates 2014 page 45 leadership challenges 1. high performance systems 2. democratization 3. innovation networks 4. global-local paradox 5. employee engagement 6. data revolution
  46. 46. © mick yates 2014 page 46
  47. 47. © mick yates 2014 page 47
  48. 48. © mick yates 2014 page 48
  49. 49. © mick yates 2014 page 49 leadership challenges 1. high performance systems 2. democratization 3. innovation networks 4. global-local paradox 5. employee engagement 6. data revolution
  50. 50. © mick yates 2014 page 50
  51. 51. © mick yates 2014 page 51 HEAD: How people think about their business, their world HEART: The feelings and emotions people experience when confronted with the change HANDS: The changes in skill and competence required to function successfully in the new state wessel pretorious
  52. 52. © mick yates 2014 page 52 leadership challenges 1. high performance systems 2. democratization 3. innovation networks 4. global-local paradox 5. employee engagement 6. data revolution
  53. 53. © mick yates 2014 page 53 5 exabytes
  54. 54. © mick yates 2014 page 54 5 exabytes
  55. 55. © mick yates 2014 page 55 source: Qmee
  56. 56. © mick yates 2014 page 56 Gartner / IBM
  57. 57. © mick yates 2014 page 57 = tiny data + unstructured data = big data
  58. 58. © mick yates 2014 page 58 customer “pull”
  59. 59. © mick yates 2014 page 59 customer centricity
  60. 60. © mick yates 2014 page 60
  61. 61. © mick yates 2014 page 61 a fair exchange
  62. 62. © mick yates 2014 page 62
  63. 63. © mick yates 2014 page 63 governance
  64. 64. © mick yates 2014 page 64 policy
  65. 65. © mick yates 2014 page 65 tests
  66. 66. © mick yates 2014 page 66 you OWN all of YOUR data
  67. 67. © mick yates 2014 page 67 envision strategy enable change empower people energize success
  68. 68. © mick yates 2014 page 68 envision a customer centric enterprise • clear strategic choices • create a case for change that inspires people • define an alternative and viable future state
  69. 69. © mick yates 2014 page 69
  70. 70. © mick yates 2014 page 70 enable Big Data operations • create the right organization shape • use the right tools & technology • put change agents in place • create a transition program
  71. 71. © mick yates 2014 page 71
  72. 72. © mick yates 2014 page 72 empower everyone to act on Big Data • personalise the execution • hire, train, engage the right employees • execute a symbolic end to the status quo • build options to deal with resistance
  73. 73. © mick yates 2014 page 73
  74. 74. © mick yates 2014 page 74 energize as a Big Data leader • constantly advocate the change – and use the data • create a locally owned rewards plan • walk the talk …
  75. 75. © mick yates 2014 page 75 Deloitte “Analytics Advantage” 2013
  76. 76. © mick yates 2014 page 76 leadership challenges 1. high performance systems 2. democratization 3. innovation networks 4. global-local paradox 5. employee engagement 6. data revolution
  77. 77. © mick yates 2014 page 77 mickyates www.mickyates.com www.leader-values.com leadership challenges today

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