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Building a World Class Organization Part 1
The document discusses effective leadership styles and skills needed for success in Asia, with a focus on differences between Western and Asian approaches. It emphasizes the importance of having a compelling vision, crafting an effective leadership image, and building leadership skills in direct reports in order to lead successfully in China and Asia. The document provides advice and strategies for vision creation, image building, and developing leadership abilities in other employees.
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Building a World Class Organization Part 1
- 1. Part 1 Creating aLeadership Edge
- 2. 2 Leadership in Chinaand Asia • Why is leadership important to understand, particularly in Asia? • What are the difference in leadership styles? • If it is becoming a global world why not just use global leadership techniques? • What makes an effective leader – world class? • What are the predominant leadership style in Asia/China? • Why is leadership so critical and what is expected from Western leaders? Cat can be black or white, so long as
- 3. 3 Leadership in Chinaand Asia Pacific • How do you move beyond managing – to leading? • Is image and reputation important? • How do you make your people effective leaders? • What are good and bad leaders? • What are the most common leadership challenges in China and Asia • What is the role of “vision’ in Asia and China? Cat can be black or white, so long as
- 4. 4 Leadership Challenges inChina / Asia? Cat can be black or white, so long as
- 5. 5 Lets look atGlobal / World Class Leadership (The Global Perspective) Leadership styles • Directive • Participative • Empowering • Charismatic • Celebrity Flowers look different to different eyes D. Quinn Mills – Harvard Business School
- 6. 6 Nine Attributes ofGreat Leaders There are nine key qualities that research shows people seek in successful leader: • Passion • Decisiveness • Conviction • Integrity • Adaptability • Emotional Toughness • Emotional Resonance • Self-knowledge • Humility when you paint a dragon, dot its eyes D. Quinn Mills – Harvard Business School
- 7. 7 I. Guanxi 关系 II.Reciprocity 互惠 III. Mianzi 面子 IV. LiJie 禮節 V. Keqi 客氣 VI. Inner and Outer Circles 內 , 外圈子 Key Concepts to Master For Leading In Chinese Environment
- 8. 8 Organization Characteristics- Chinese Organizations •Centralized decision-making • Low structuring of activities • Collectivism--group behavior • Strong family managerial roles and ownership (outside of China) • Focus on what is practical • No clear job description and work procedure. • Occasional role conflict. Better to do without books than just
- 9. 9 Chinese Leadership Philosophy •Future view with present focus. • Self-confidence. • Long working hours • patience and endurance • More relationship oriented as opposed to performance-oriented • Expect obedience, reliability and trustworthiness Good medicine is bitter to the taste
- 10. 10 Asian Leadership Styles •Visionary • Ability to Execute • Inspire, yet effective use of fear • Achievement oriented • Pro – Risk • Learn and Upgrade • Moral Character (outside of China) • Personal Ambition • Reliance on Guanxi Swallows know not the lofty ambitions
- 11. 11 What Are TheDifferences In Styles Between West and Asia?
- 12. 12 What Do YouNeed To Be Successful As A Leader In Asia Ivory does not come out of a dog’s • Technical expertise • Management experience • Ability to manage difficulty • Ability to work with a smaller, less experienced support team • Confront unique problems and challenges • Multi-cultural leadership experience.
- 13. 13 Key Attitudes Necessaryto Success in China • Building relationships • Willingness to absorb culture • Willing to learn • Humility • Firmness • Patience • Moving fast Without climbing maintain, cannot see
- 14. 14 Shifting from “Managingto Leading” Leaders and managers…… Managers administer, ………………………....... Managers ask how and when, ………………… Managers focus on systems, ………………….. Managers do things right, ……………………… Managers maintain, …………………………….. Managers rely on control, ……………………… Managers have a short-term perspective,……. Managers accept the status-quo, ……………… Managers have an eye on the bottom line, ….. Managers imitate, ………………………………… Managers emulate the classic good soldier, .. Managers copy, …………………………………… …….Warren Bennis leaders innovate leaders ask what and why leaders focus on people leaders do the right things leaders develop leaders inspire trust leaders have a longer-term perspective leaders challenge the status-quo leaders have an eye on the horizon leaders originate leaders are their own person leaders show originality If the horse dies, then you have to walk
- 15. 15 Leaders are inspiringvisionaries, concerned about substance; Managers are planners, concerned with process ……Abraham Zaleznik Managing and Leading If the horse dies, then you have to walk
- 16. 16 What Needs ToBe Done – First and Foremost VISION • Do you have a compelling vision for Asia and China?
- 17. 17 Leadership and vision WhatDoes a Vision Mean? • No matter how one defines leadership, it typically involves an element of vision. A vision provides direction to the influence process.. A vision, for effectiveness, should: – Appear as a simple, yet vibrant, image in the mind of the leader – Describe a future state, credible and preferable to the present state – Act as a bridge between the current state and a future optimum state – Appear desirable enough to energize followers – Succeed in speaking to followers at an emotional or spiritual level (logical appeals by themselves seldom muster a following) Sparrow may be small but it has all the
- 18. 18 What Does aVision Mean Spilt water cannot be retrieved Examine from three perspectives: 1) Service / Business offerings and markets served 2) Organization and People 3) Customers and Stakeholders Vision Creation Steps 1) Current situation 2) Future Desired State 3) Vision statement
- 19. 19 Your Image AsA Leader – Why Important? • Staff, partners, clients are always assessing you • They will be quick to come to conclusion • First impressions last forever – in Asia they are superficial • Consciously ‘crafting your image is what you want –”what kind of leader do I want to be”? Do not wait until you’re thirsty to dig a
- 20. 20 What Image DoYou Want? (exercise)
- 21. 21 How to buildyour image? (your plan)
- 22. 22 Building the LeadershipSkills of Your Players Challenges • Over reliance on “the leader” in Asia • Makes it hard to step up • People tend to defer to the senior or second in charge • Managers don’t want to be see to challenge authority • Leadership is not stressed in China…….lots of managers A tree has its roots, a stream its source
- 23. 23 Building the LeadershipSkills of Your Players The plan • Set the leadership imperative—they are all currently leaders • Give me leadership tasks i.e. leading meetings projects • Allow them to shine – give them exposure i.e company conferences • Build leadership skills – training A tree has its roots, a stream its source
- 24. 24 Smart Communication isthe Key in Building Your Build Your Leadership Effectiveness • Communicate: – Frequently – Always keeping image in mind – With stature and purpose – With different modalities – Know your audiences and responses – Have someone in charge of your communication • Remind • Schedule • Check