The document outlines the concepts of Blue Ocean Leadership (BOL), which is a systematic approach to enhance leadership practices that maximize untapped talent and energy in organizations. It discusses the four pillars of BOL, which include focusing on leadership acts and activities, connecting leadership to realities by engaging employees, distributing leadership across management levels, and pursuing high impact activities at low cost. It then provides details on how to analyze the current leadership reality, develop alternative leadership profiles, select new profiles, and institutionalize new leadership practices. The document uses examples from a pilot project implementing BOL in the Malaysian civil service to transform leadership approaches.
Employee engagement is a function of quality of leadership. Employees are disengaged because their leaders not able to devote the quality time and addressing their engagement needs. Its really time to think what all a leader does and taking an independent view of doing what is needed for better engagement with their teams. Hope you will like this presentation
The Center for Creative Leadership designed Leader Development Roadmap which integrates within itself the logic and content of developing leaders in organizations on the basis of many years of research done by CCL.
Servant Leadership Develops The Building Blocks For Successful BusinessSeta Wicaksana
“Don’t believe everything you think. Our minds are thought-creating machines. Most of these thoughts are fear-based. Our authentic self has the power to pick the thoughts that best serve us and those we lead.”
― Henna Inam, Wired for Authenticity: Seven Practices to Inspire, Adapt, & Lead
Employee engagement is a function of quality of leadership. Employees are disengaged because their leaders not able to devote the quality time and addressing their engagement needs. Its really time to think what all a leader does and taking an independent view of doing what is needed for better engagement with their teams. Hope you will like this presentation
The Center for Creative Leadership designed Leader Development Roadmap which integrates within itself the logic and content of developing leaders in organizations on the basis of many years of research done by CCL.
Servant Leadership Develops The Building Blocks For Successful BusinessSeta Wicaksana
“Don’t believe everything you think. Our minds are thought-creating machines. Most of these thoughts are fear-based. Our authentic self has the power to pick the thoughts that best serve us and those we lead.”
― Henna Inam, Wired for Authenticity: Seven Practices to Inspire, Adapt, & Lead
5 Ways to Build a Better Leadership Development Program | Webinar 06.09.15BizLibrary
Leadership remains the top human capital concern. Poor leadership practices costs companies millions of dollars each year by negatively impacting employee retention, customer satisfaction and overall employee productivity.
In this webinar we'll provide four leadership development best practices that meet challenges faced by today's leaders and offer you tools for implementing leadership development initiatives in your organization.
What you'll learn:
- Importance of Leadership Development
Best Practices including:
- Strong executive involvement
- Use of tailored leadership competencies
- Alignment with the business strategy
- A “leaders at all levels” approach
www.bizlibrary.com
This presentation talks of Servant Leadership - the origins of Servant leadership, the characteristics of a Servant leader and the qualities of a Servant Leader
Transformational Leadership is one of the indisputable “Hot Topics” in the area of Leadership. Although the concept has been around since the early 80’s, it has really begun to catch fire in recent years. What’s all the hype about transformational leadership and how does it differ from other prominent leadership styles? Join us for our January 17 webinar and bring your “HR Speak” up-to-date. You’ll hear a clear description of the concept and how it is differentiated from other leadership styles. You’ll be able to evaluate the relevance of this leadership style for your organization, isolate leader characteristics that map to this style, and provide suggestions to your organization for developing this leadership style in your organization. You don’t want to miss this exciting discussion.
When we say HR Business Partner, do you think, "strategic"?PeopleFirm
More than one business leader in our orbit has recently questioned the value of the Human Resources Business Partner in today's organization. They wonder if the HRBP — traditionally a liaison between the business unit and HR centers of excellence — should be phased out.
Well, we think there's still a uniquely valuable role for the HRBP in the organization... but some changes need to be made. In fact, we felt strongly enough about it that we put together a 3 minute postcard on the subject. Enjoy!
In sports, there are always players ready to fill gaps created by injury, retirement, or poor performance. Baseball has an elaborate farm league system that constantly develops players for the big league, yet in business where the stakes are arguably higher, developing future leaders is often neglected. In fact, according to the DDI Global Leadership Forecast, 85% of companies don’t have the leadership bench strength needed to meet tomorrow’s business challenges. Companies rely on their leadership team to carry out their mission, create the corporate culture, and meet
organizational goals. Without succession planning, it becomes impossible to fulfill the company’s vision when key leaders leave the organization. This presentation will illuminate the many factors that have contributed to the leadership void that organizations are facing and provide guidelines for preventing a future crisis in leadership succession.
Execution - The Discipline of getting things done GMR Group
This book was published in the year 2002 and I had read this book at that time. Revisited and read this book again just to evaluate the context. Even today the context of this book is very relevant.
Too many leaders fool themselves into thinking their companies are well run. They are like the parents in Garrison Keillor’s fictional Lake Wobegon, all of whom think their children are above average. Then the top performers at Lake Wobegon High school arrive at the University of Minnesota or Colgate or Princeton and find out they are average or even below average. Similarly , when corporate leaders start understanding how the GE’s and Emerson Electrics of this world are run- how superbly they get things done- they discover how far they have to go before they become World class in Execution.
Here is the fundamental problem: People think of execution as the tactical side of business, something leaders delegate while thy focus on the perceived “bigger” issues. This idea is completely wrong. Execution is not just tactics—it is a discipline and a system. It has to be built into a company’s strategy, its goals, and its culture. And the leader of the organization must be deeply engaged in it. He can delegate its substance.
We talk to many leaders who fall victim to the gap between promises they’ve made and results their organizations delivered. They frequently tell us they have a problem with accountability—people aren’t doing the things they’re supposed to do to implement a plan. They desperately want to make changes of some kind, but what do they need to change? They don’t know.
Execution is a specific set of behaviors and techniques that companies need to master in order to have competitive advantage.
Read this Summary ……
CHAPTER 13
SOUTHERN COMPANY
JIM GREENE
A robust leadership development and succession planning process that uses leadership performance standards and competencies to identify successors and high-potential individuals, and target development.
• Introduction
• Background
• Initial Improvements
• The Leadership Action Council
• Competency Model
• Leadership Assessment
• Succession Planning
• Identification of Potential Successors and High-Potential Individuals
• Assessment of the Talent
• Review of Individuals
• Leadership Database
• Development Activities
• Senior Leader Development Program
• Emerging Leader Program
• Evaluation and Lessons Learned
• Evaluation
• Lessons Learned
INTRODUCTION
Having a steady supply of leaders with the right skills in the right jobs is critical to the success of an organization. Facing the possibility that a number of long-tenured leaders across all levels would soon retire, Southern Company enhanced its succession planning and leadership development processes to ensure a full leadership pipeline to sustain business success. This chapter details these processes.
BACKGROUND
Southern Company is an electric utility serving 4.4 million customers in the southeastern United States. A leading U.S. producer of electricity, Southern Company owns electric utilities in four states and a growing competitive generation company, as well as fiber optics and wireless communications. Southern Company brands are known for excellent customer service, high reliability, and retail electric prices that are significantly below the national average. Southern Company has been listed as the top ranking U.S. electric service provider in customer satisfaction for nine consecutive years by the American Customer Satisfaction Index (ACSI). Southern Company employs approximately 26,000 people.
In 2003, America’s aging workforce began to receive a lot of attention and was viewed as a potential business challenge for Southern Company. A “grow your own” company, Southern Company historically hired at the entry level and relied on internal promotions rather than external hiring to fill leadership positions. In the late 1970s and 1980s, the company hired a large number of people. A low turnover rate resulted in the leadership group being very stable and growing progressively older. In 2003, the average age of executives was fifty-two. The average ages of middle managers and first-line managers were forty-nine and forty-seven, respectively. This age bubble posed a potential succession risk. Southern Company has developed a cadre of leaders who possessed deep business knowledge and fit the organization and culture. Projections showed that, as executives began to retire in greater numbers, their successors would leave soon after. The need to develop a new generation of leaders became the driver for re-looking at the succession and leadership development efforts to ensure a sustainable supply of quality leaders to meet business needs.
In early 2004, ...
5 Ways to Build a Better Leadership Development Program | Webinar 06.09.15BizLibrary
Leadership remains the top human capital concern. Poor leadership practices costs companies millions of dollars each year by negatively impacting employee retention, customer satisfaction and overall employee productivity.
In this webinar we'll provide four leadership development best practices that meet challenges faced by today's leaders and offer you tools for implementing leadership development initiatives in your organization.
What you'll learn:
- Importance of Leadership Development
Best Practices including:
- Strong executive involvement
- Use of tailored leadership competencies
- Alignment with the business strategy
- A “leaders at all levels” approach
www.bizlibrary.com
This presentation talks of Servant Leadership - the origins of Servant leadership, the characteristics of a Servant leader and the qualities of a Servant Leader
Transformational Leadership is one of the indisputable “Hot Topics” in the area of Leadership. Although the concept has been around since the early 80’s, it has really begun to catch fire in recent years. What’s all the hype about transformational leadership and how does it differ from other prominent leadership styles? Join us for our January 17 webinar and bring your “HR Speak” up-to-date. You’ll hear a clear description of the concept and how it is differentiated from other leadership styles. You’ll be able to evaluate the relevance of this leadership style for your organization, isolate leader characteristics that map to this style, and provide suggestions to your organization for developing this leadership style in your organization. You don’t want to miss this exciting discussion.
When we say HR Business Partner, do you think, "strategic"?PeopleFirm
More than one business leader in our orbit has recently questioned the value of the Human Resources Business Partner in today's organization. They wonder if the HRBP — traditionally a liaison between the business unit and HR centers of excellence — should be phased out.
Well, we think there's still a uniquely valuable role for the HRBP in the organization... but some changes need to be made. In fact, we felt strongly enough about it that we put together a 3 minute postcard on the subject. Enjoy!
In sports, there are always players ready to fill gaps created by injury, retirement, or poor performance. Baseball has an elaborate farm league system that constantly develops players for the big league, yet in business where the stakes are arguably higher, developing future leaders is often neglected. In fact, according to the DDI Global Leadership Forecast, 85% of companies don’t have the leadership bench strength needed to meet tomorrow’s business challenges. Companies rely on their leadership team to carry out their mission, create the corporate culture, and meet
organizational goals. Without succession planning, it becomes impossible to fulfill the company’s vision when key leaders leave the organization. This presentation will illuminate the many factors that have contributed to the leadership void that organizations are facing and provide guidelines for preventing a future crisis in leadership succession.
Execution - The Discipline of getting things done GMR Group
This book was published in the year 2002 and I had read this book at that time. Revisited and read this book again just to evaluate the context. Even today the context of this book is very relevant.
Too many leaders fool themselves into thinking their companies are well run. They are like the parents in Garrison Keillor’s fictional Lake Wobegon, all of whom think their children are above average. Then the top performers at Lake Wobegon High school arrive at the University of Minnesota or Colgate or Princeton and find out they are average or even below average. Similarly , when corporate leaders start understanding how the GE’s and Emerson Electrics of this world are run- how superbly they get things done- they discover how far they have to go before they become World class in Execution.
Here is the fundamental problem: People think of execution as the tactical side of business, something leaders delegate while thy focus on the perceived “bigger” issues. This idea is completely wrong. Execution is not just tactics—it is a discipline and a system. It has to be built into a company’s strategy, its goals, and its culture. And the leader of the organization must be deeply engaged in it. He can delegate its substance.
We talk to many leaders who fall victim to the gap between promises they’ve made and results their organizations delivered. They frequently tell us they have a problem with accountability—people aren’t doing the things they’re supposed to do to implement a plan. They desperately want to make changes of some kind, but what do they need to change? They don’t know.
Execution is a specific set of behaviors and techniques that companies need to master in order to have competitive advantage.
Read this Summary ……
CHAPTER 13
SOUTHERN COMPANY
JIM GREENE
A robust leadership development and succession planning process that uses leadership performance standards and competencies to identify successors and high-potential individuals, and target development.
• Introduction
• Background
• Initial Improvements
• The Leadership Action Council
• Competency Model
• Leadership Assessment
• Succession Planning
• Identification of Potential Successors and High-Potential Individuals
• Assessment of the Talent
• Review of Individuals
• Leadership Database
• Development Activities
• Senior Leader Development Program
• Emerging Leader Program
• Evaluation and Lessons Learned
• Evaluation
• Lessons Learned
INTRODUCTION
Having a steady supply of leaders with the right skills in the right jobs is critical to the success of an organization. Facing the possibility that a number of long-tenured leaders across all levels would soon retire, Southern Company enhanced its succession planning and leadership development processes to ensure a full leadership pipeline to sustain business success. This chapter details these processes.
BACKGROUND
Southern Company is an electric utility serving 4.4 million customers in the southeastern United States. A leading U.S. producer of electricity, Southern Company owns electric utilities in four states and a growing competitive generation company, as well as fiber optics and wireless communications. Southern Company brands are known for excellent customer service, high reliability, and retail electric prices that are significantly below the national average. Southern Company has been listed as the top ranking U.S. electric service provider in customer satisfaction for nine consecutive years by the American Customer Satisfaction Index (ACSI). Southern Company employs approximately 26,000 people.
In 2003, America’s aging workforce began to receive a lot of attention and was viewed as a potential business challenge for Southern Company. A “grow your own” company, Southern Company historically hired at the entry level and relied on internal promotions rather than external hiring to fill leadership positions. In the late 1970s and 1980s, the company hired a large number of people. A low turnover rate resulted in the leadership group being very stable and growing progressively older. In 2003, the average age of executives was fifty-two. The average ages of middle managers and first-line managers were forty-nine and forty-seven, respectively. This age bubble posed a potential succession risk. Southern Company has developed a cadre of leaders who possessed deep business knowledge and fit the organization and culture. Projections showed that, as executives began to retire in greater numbers, their successors would leave soon after. The need to develop a new generation of leaders became the driver for re-looking at the succession and leadership development efforts to ensure a sustainable supply of quality leaders to meet business needs.
In early 2004, ...
Cracking The Leadership Pipeline Development Strategy CodeWorkforce Group
Knowing how to build a leadership pipeline is, of course, the biggest challenge that business leaders face today.
Therefore, planning the business’s future and getting the right people with the right attitude and skills is important.
Establishing a strong leadership pipeline requires an ongoing investment of time and energy. But when built properly, it’s more than worth the cost. A strong leadership pipeline is a talent magnet. It standardises development efforts, motivates employees, and fosters a long-term commitment to the organisation.
In this deck, you’ll learn how organisations can develop leadership at every level by identifying future leaders, assessing their potential, planning their development, and measuring their results.
You’ll also learn;
Understand the concept of a leadership pipeline and its significance in organisational success.
The strategies for developing an effective leadership development pipeline
Importance of a leadership pipeline in achieving long-term organisational goals
The leadership pipeline model.
First published In 1996, John P. Kotter's Leading Change became a classic outlining an eight-step program for organizational change that was embraced by executives around the world. Then, Kotter and co-author Dan Cohen's The Heart of Change introduced the revolutionary "see-feel-change" approach, which helped executives understand the crucial role of emotion in successful change efforts. The Heart of Change Field Guide written by Dan Cohen and forwarded by John Kotter provides leaders and managers tools, frameworks, and advice for bringing these breakthrough change methods to life within their own organizations.
Oprah Winfrey: A Leader in Media, Philanthropy, and Empowerment | CIO Women M...CIOWomenMagazine
This person is none other than Oprah Winfrey, a highly influential figure whose impact extends beyond television. This article will delve into the remarkable life and lasting legacy of Oprah. Her story serves as a reminder of the importance of perseverance, compassion, and firm determination.
Modern Database Management 12th Global Edition by Hoffer solution manual.docxssuserf63bd7
https://qidiantiku.com/solution-manual-for-modern-database-management-12th-global-edition-by-hoffer.shtml
name:Solution manual for Modern Database Management 12th Global Edition by Hoffer
Edition:12th Global Edition
author:by Hoffer
ISBN:ISBN 10: 0133544613 / ISBN 13: 9780133544619
type:solution manual
format:word/zip
All chapter include
Focusing on what leading database practitioners say are the most important aspects to database development, Modern Database Management presents sound pedagogy, and topics that are critical for the practical success of database professionals. The 12th Edition further facilitates learning with illustrations that clarify important concepts and new media resources that make some of the more challenging material more engaging. Also included are general updates and expanded material in the areas undergoing rapid change due to improved managerial practices, database design tools and methodologies, and database technology.
Artificial intelligence (AI) offers new opportunities to radically reinvent the way we do business. This study explores how CEOs and top decision makers around the world are responding to the transformative potential of AI.
The Team Member and Guest Experience - Lead and Take Care of your restaurant team. They are the people closest to and delivering Hospitality to your paying Guests!
Make the call, and we can assist you.
408-784-7371
Foodservice Consulting + Design
2. CONTENTS
• From Blue Ocean Strategy to Blue Ocean Leadership
• The Four Pillars of Blue Ocean Leadership
• How to see your current leadership reality ?
• How to develop and select your new leadership profiles?
• How to institutionalise your new Blue Ocean Leadership Practices?
• BOL in Malaysian Civil Service .
4. TERMINOLOGY
• Engaged employees : actively sharing their best ideas and giving their all for
high performance
• Disengaged employees : merely doing what it takes to get by
• Actively disengaged : acting out on their discontent in counterproductive
ways
5. Poor leadership is a key cause of widespread
employee disengagement
I’m fed up
and really
don’t
care…
I am your boss!
You must listen
to me!
blueoceanstrategy.com | @blueoceanstrtgy
5
6. Global expenditure on
training in 2010 was
estimated at US$670 Bil.
to improve workplace
performance
• Only 5%-20% of what
is learned is
transferred and applied
at the workplace in a
way that improves
performance.
• Employee engagement
rate has remained low
at 13%
About 50% of
management
literature
discusses
leadership
Much money and time spent on leadership
bear so little fruit
Source:
The Kite Foundation (2012), An introduction to learning faster
6
7. A leap in leadership strength that releases the untapped
talent and energy of organisations rapidly and at low cost
Converting
disengaged
employees into fully
engaged ones
Blue Ocean Leadership Is
blueoceanstrategy.com | @blueoceanstrtgy
A systematic approach to enhance leadership
practices that maximise the existing untapped
talent and energy of human capital towards
organisational excellence.
7
8. BLUE CEAN
L E A D E R S H I P
Blue Ocean Leadership is a systematic
approach to develop effective leadership at
every level of an organisation by unleashing its
untapped talent to achieve high-impact results
fast and at low cost.
Constructive Interaction
D E F I N I T I O N
8
9. B L U E O C E A N L E A D E R S H I P
- THE IDEA -
TWO MOST IMPORTANT FACTORS/ELEMENTS IN ANY ORGANISATION
STRATEGIES AND
LEADERSHIP
The implementation of Blue Ocean Strategy and Blue Ocean Leadership
will maximise the impact of organisation.
MAXIMISE
THE IMPACT
CERTAIN POINT
IMPACT
9
10. B.O.L. views leadership as a service that people in an organisation
“BUY” or “DON’T BUY”
When employees “buy” your
leadership, they become
engaged and customers of your
leadership.
When employees “don’t buy”
your leadership, they become
disengaged and non-customers
of your leadership.
To make employees “buy” your leadership and become engaged,
their views must be taken into consideration in terms of defining what
leaders should do.
S O M E C O N C E P T D E F I N E D
B L U E O C E A N L E A D E R S H I P
BLUE CEAN
L E A D E R S H I P
10
11. 4 PILLARS OF BOL
PILLAR1
FOCUS ON
ACTS &
ACTIVITIES
PILLAR2
CONNECT
LEADERSHIP
TO MARKET
REALITIES BY
ENGAGING
PEOPLE
PILLAR3
DISTRIBUTE
LEADERSHIP
ACROSS
DIFFERENT
MANAGEMENT
LEVELS
PILLAR4
PURSUE HIGH
IMPACT
LEADERSHIP
ACTS &
ACITIVITIES AT
LOW COST
12. PILLAR 1 : FOCUS ON ACTS &
ACTIVITIES
• Focuses on what acts & activities leaders need to do to
provide a leap in motivation & business results driven
by people.
• Provide employees with real-time feedback & best
practice lessons
• Aim to develop compelling leadership profile grounded
in actions that are easy to observe , measure & directly
linked to performance.
13. Blue Ocean Leadership focuses on what
leaders need to do ; not on who they
need to be ; which is far easier to change &
has a direct impact on performance.
14. PILLAR 2 : CONNECT LEADERSHIP TO
MARKET REALITIES BY ENGAGING
PEOPLE WHO CONFRONT THEM
• Focuses on what makes a leader effective.
• Employees are asked for their direct input regarding what acts or
activities their leaders do that hold them back & what they need
from their leaders.
15. PILLAR 3: DISTRIBUTE LEADERSHIPS
ACROSS DIFFERENT MANAGEMENT
LEVELS
• The key to a successful organization is having empowered
leaders at all levels.
• BOL focuses on distributed leadership ; not top leadership.
• Leadership mis distributed to senior , middle and frontline
levels.
• Each level of leadership requires a different leadership profile
to be effective as each has a different positional power , task
environment as well as focus on and interaction with the
external environment.
16. PILLAR 4: PURSUE HIGH IMPACT ACTS &
ACTIVITIES AT LOW COST
• Breaks the trade-off between impact & cost (time)
• Focuses on scts & activities that need to be reduced &
eliminated as well as raise and create to unlock the ocean of
umployed talents and energies.
18. BLUE CEAN
L E A D E R S H I P
See Your
Leadership
Reality
1
Select To-Be
Leadership Profiles
3 Institutionalise
New Leadership
Practices
4
Develop
Alternative
Leadership Profiles
2
• Understand
how
employees
experience
current
leadership
• Apply Blue
Ocean
Leadership
Grids to create
several To-Be
Leadership
Profiles
• Share To-Be
Leadership
Canvases at a
leadership fair
and decide on
the To-Be
Leadership
Profile
• Communicate
new leadership
profiles to all
managers and
hold regular
meetings to
monitor
progress
R E A L I S I N G B L U E O C E A N
L E A D E R S H I P
THE FOUR STEPS
18
19. HOW TO SEE YOUR CURRENT LEADERSHIP
REALITY ?
• A common mistake organisations make is to discuss changes in
leadership before resolving differences of opinion over what leaders
are actually doing.
• Without a common understanding of where leadership stands today
and is falling short, a forceful case for change cannot be made.
• Begin by drawing the current or As-Is Leadership Canvas
20. • The Leadership Canvas is an analytic visual that shows the acts and
activities leaders currently undertake and invest their time and
intelligence in as perceived by each leadership level’s customers.
• An organisation should therefore begin by drawing the As-Is
Leadership Canvas for each level of leader ship.(frontline , middle &
senior managers).
• Identify the key acts and activities – both good and bad - that
actually absorb managers’ time so the As-Is Leadership Canvas can
be drawn.
• In three simple pictures, the leadership canvases captured the
primary reasons for the organisation’s ocean of unrealised talent
and energy, which was constraining leaders’ ability to drive high
performance.
THE LEADERSHIP CANVAS
24. HOW TO SEE DEVELOP & SELECT YOUR NEW
LEADERSHIP PROFILE?
• The Blue Ocean Leadership Grid can be used to identify what
leadership acts and activities should be eliminated, reduced,
raised, and created in pursuit of high impact at low cost.
• Involves 2 steps :
1. Identifying hot spots & cold spots
2. Applying BOL grid
25. HOW TO SEE DEVELOP & SELECT YOUR NEW
LEADERSHIP PROFILE?
• Identifying hot spots & cold spots
Cold Spots : Actions that absorb leader’s time but add scant or
negative values .
Hot Spots : Actions that a high positive impact on releasing
employee energy & talent but currently under-invested
by leaders or not undertaken at all.
26. HOW TO SEE DEVELOP & SELECT YOUR NEW
LEADERSHIP PROFILE?
• Applying BOL grid
1. The interview results on cold spots & hot spots are factored in the
grid for a given leadership level.
2. Acts & activities under cold spots are factored into the eliminate or
reduce quadrants while those under hot spots are factored in raise
and create quadrants.
3. Develop alternative to-be leadership profiles & presenting in
Leadership Fair
4. Selecting the best to-be leadership profile by top management.
31. 1. Validate the selected Leadership Profiles by conducting interviews with
ideally all the same people that have been interviewed through the
process.
2. Broadly share and explain the collectively agreed To-Be Leadership
Profiles – walk-through all 4 grids with the leaders in meeting , to get
buy-in from them.
3. Hold leaders accountable for change
a. The To-Be Leadership Canvases are pinned up and put in prime
display in both the offices of leaders and their direct reports.
b. In regular bi-weekly or monthly meetings with staff, direct reports
as a group are required to both give their feedback on how
effectively their leader has shifted their actions to reflect the To-
Be Leadership Profile
HOW TO SEE INSTITUTIONALIZE NEW BOL
PRACTICES?
32. • Blue ocean leadership follows a systematic process built on
analytical tools that is driven by respected senior managers
according to the three principles of fair process—engagement,
explanation, and expectation clarity.
• Blue ocean leadership is about providing a structured process for
people to discover for themselves how they need to change in action
terms as leaders to create a win all around.
• The Leadership Canvas allows the standards for success to be
measurable.
• By engaging people in building Leadership Profiles, the blue ocean
leadership process itself creates buy-in and plants strong seeds
for implementation of the To-Be Leadership Profiles.
HOW TO SEE INSTITUTIONALIZE NEW BOL
PRACTICES?
33. • The Leadership Canvas itself also acts as a powerful reinforcing
implementation tool that can be put on every leader’s wall as a
daily reminder of the specific actions that are required of them and
what they need to stop doing as well as start doing.
• The aim of blue ocean leadership is to help move it from soft
amorphous values and traits to the acts and activities that managers
can execute tomorrow and not work on for years before seeing
results.
• The Leadership Canvases give people a language and visual
roadmap to discuss the changes needed and how they need to
improve to set leaders on the path to high performance by unlocking
new leadership space and with it the ocean of unrealised talent and
energy in their organisations.
HOW TO SEE INSTITUTIONALIZE NEW BOL
PRACTICES?
35. The Reality
GALLUP’S 2013 STATE OF THE AMERICAN
WORKPLACE REPORT
GALLUP’S 2013 STATE OF THE GLOBAL
WORKPLACE REPORT
Global: 13% employees are
‘engaged’
Malaysia:
• 11% employees are ‘engaged
• 81% are ‘not engaged’
• 8% are actively ‘disengaged’
Global:
• 30% are actively committed
• 50% of employees merely put their
time in
• 20% act out their discontent in
counterproductive ways
35
36. ELIMINATE
Micromanaging
operational matters that
can be delegated to
subordinates
RAISE
Reallocating underutilised
resources to high impact
initiatives
REDUCE
Attending functions
and meetings not
directly related to core
duties
CREATE
Identifying and
grooming high-potential
young talents to be fast
tracked into leadership
positions
BLUE OCEAN LEADERSHIP GRID (ERRC)
36
37. PROCESS TO REFINE THE EXISTING KLAs
Existing “Eliminate” KLA:
Spending a lot of time on micro-managing, fire-fighting and dealing with operational
issues
Details
Silo : need more sharing, engagement across departments
Micro-managing : need more delegation of power, empowerment,
and fire-fighting : trust, more communication
Contestation of : need better planning, no duplication of
Ideas operational tasks done by subordinates,
overseeing administrative activities
Newly Refined KLA:
Operational decisions that can
be made by middle managers
SENIOR MANAGERS (GRADE JUSA C & ABOVE)
37
39. BLUE CEAN
L E A D E R S H I P
A P I L O T P R O J E C T AT M A L AY S I A N P U B L I C S E R V I C E D E PA R T M E N T ( J PA )
• Operational decisions that can be made by
middle managers
• Lengthy meetings on operational issues
• Assigning tasks and jobs based on team
member’s capabilities
• Formal and informal interactions and personal
recognition with team members
• Task- oriented coaching and career mentoring
• Organising and attending non-strategic
ceremonial events
• Decisions made without prior debate or
exchange of ideas
• Enjoyable working environment
• Systematic framework to analyze trends and
challenges to chart future plan
ELIMINATE RAISE
REDUCE CREATE
SENIOR MANAGERS (GRADES PREMIER C & ABOVE)
39
40. Existing “Create” KLA
Create conducive working and learning atmosphere
Details
Open work space is not suitable
Good working relationship
Coaching and mentoring
Physical, social and emotional (PESI)
Informal activities (leisure, fun, relaxing)
Vibrant working environment
Formal-engagement
Newly Refined KLA
Stress-busting activities to
boost positive energy
PROCESS TO REFINE THE EXISTING KLAs
TASK MIDDLE MANAGERS (GRADES 48 – 54)
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42. ELIMINATE
REDUCE
RAISE
CREATE
MIDDLE MANAGERS
(GRADES 48 – 54)
• Working in silos
• Giving unclear directions
• Deliberation Time To Make Decision
• Conforming To Status Quo
• Strategic thinking in implementation of tasks
• Forward Planning To Address Future Challenges And
Trends
• Institute Best Practice Framework For Knowledge Sharing
• Explanations of decisions made
• Understanding of team’s workloads and discussion on
workloads and capability regarding new assignments
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44. ELIMINATE
REDUCE
RAISE
CREATE
FRONTLINE MANAGERS
(GRADES 41 – 44)
• Acting proactively and analytically to address future
needs
• Attending repetitive and unrelated meetings
• Giving instructions lacking specific details
• Assigning tasks based on personal preference
• Spending time on administrative task for events
• Relying on subordinates competencies with little efforts to learn
• Working in silos
• Promoting and recognising teamwork activities
• Communicating clear objectives and instructions on tasks
• Develop team-based competencies through collaboration
• Organising informal recreational and social activities
• Empowering highly competent and skilled staff to make
operational decisions
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46. ELIMINATE
REDUCE
RAISE
CREATE
SUPPORTING GROUP MANAGERS
(GRADES 22 -36)
• Establishing a platform to bridge the gap between
frontline managers and operational staff
• Developing a formal process to share tacit knowledge of
operational issues
• Staying in own comfort zone
• Assigning work unevenly
• Taking time to make opearational decisions
• Giving task without clear objectives/guidance
• Recognising employees openly for quality work
• Working as a team in tackling new and challenging tasks
• Supervising and monitoring assigned tasks
• Delegating urgent tasks without assisting
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47. BLUE CEAN
L E A D E R S H I P
A P I L O T P R O J E C T AT M A L AY S I A N P U B L I C S E R V I C E D E PA R T M E N T ( J PA )
New Leadership Practices
Covering Four Levels of
Leadership
(as demanded by the
employees)
THE FINDINGS
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