- There is a mismatch between what science knows and what business does - Atlassian: Fedex days - Encarta vs Wikipedia
- 2 groups: 1 were asked to establish norm averages on how long such a problem would take - 2nd group: incentivized $5 ... avg 3.5 seconds longer! Functional fixedness :-).. Gluxberg
- Since the solution is more visible, it is easy to come to the conclusion -
Leading without authority
Leadership without Authority UTS MBITM - 5 April 2012
What is Leadership?• Leadership is "organizing a group of people to achieve a common goal". The leader may or may not have any formal authority.
Scenarios of leadership without authority in today’s corporate environment Suppliers, vendors, outsourced partners Collaborative cross-functional teams Leading upwards Leading business partners Thought leadership Change management Self-leadership
Exercise #1:• Discussion: Think of people in your organisation who: a) Are motivated extrinsically b) Are motivated intrinsically• If you were to get ‘something done’ by each of these people, how will you phrase your approach?
Sources of power: What’s your own?• Expert Power: When a leader has significant domain knowledge/skills. E.g. an expert accountant influences how junior accountants go about their tasks• Positional Power: Comes when a leader has a legitimately held position of authority. E.g. typically, the CEO of an organisation has the highest positional power• Reward Power: Is evident when a leader can give, or take away, a reward. E.g. a leader can influence a follower’s behaviour by awarding a bonus, or taking away perks• Coercive Power: This is felt when a leader creates the perception of a threat. E.g. a leader has coercive power if her followers believe that she will initiate disciplinary action• Personal Power: Influence gained by persuasion. E.g. a manager may have to rely on nothing more than a friendly please and thank you for an employee to perform a task
Networking: Essential skill for all leaders Networking is a lifeskill, not something you do when you need something from others Give, before you take! Be authentic - heart to heart conversations Befriend the gatekeepers Walk your talk Information is currency! Social networks: Linkedin, Twitter, Facebook, Blogs, Google+
Exercise #2: Master Networkers• Talk to someone in this class who you don’t know.
Leadership across organisations: Cultural sensitivity• Leading across modern multi-nationals is complex• Articulating anything in one’s own culture is usually detrimental to the others• Discussion: Think of a scenario where what someone said to you was ‘weird’ in your cultural context
Leadership during Change: Kotter’s recipe Create a Sense of Urgency Build a strong guiding coalition Develop a clear and compelling vision Communicate your vision Work the action plan Demonstrate Early Wins Persist Make the Change stick
Summary Understand what motivates people: Extrinsic and intrinsic motivators Understand your own source of power Network, network, network! Establish processes for communication Understand multiple cultures - make an attempt to learn about co-workers’ cultures Identify people in networks who can build a positive coalition