Download to read offline
Uploaded byKAYODE ADEBIYI
Fpi ilaro managing for results 02102021-update
The document summarizes key concepts around leading and managing for results. It discusses: 1) The shift from 20th to 21st century organizations, moving from bureaucratic structures to more flexible, non-bureaucratic structures focused on customers and empowering employees. 2) The difference between leadership which promotes vision and change, and management which promotes stability and problem-solving. Managing for results focuses on determining important goals and using performance data to improve. 3) Important skills for managing for results including synergy, problem-solving, decision-making, delegation, collaboration, change leadership, and focus. 4) How organizations have four levels - cultural, physical, infrastructure, and behavioral - and
More Related Content
Similar to Fpi ilaro managing for results 02102021-update
![CU_2nd_lecture_24012024_Final_Version3[1].ppt](https://cdn.slidesharecdn.com/ss_thumbnails/cu2ndlecture24012024finalversion31-240131154947-8ae77d7f-thumbnail.jpg?width=640&height=640&fit=bounds)
Fpi ilaro managing for results 02102021-update
- 1. Leading and Managingfor Results Kayode Adebiyi, FCA, MBA, ACTI, MIoD at the Retreat organized by Bursary Dept, Federal Polytechnic, Ilaro Oct 2, 2021
- 2. Our Roadmap The Great Shift MFRSkills MFR Organization MFR Manager
- 3.
- 4. “The 20th and 21stCentury Organization compared” Kotter, John P, Leading Change, pg.172
- 5. Structure 20th Century •Bureaucratic •Multileveled •Organized withthe expectation that senior management will manage •Characterized by policies that create many complicated internal interdependencies 21st Century •Non-bureaucratic, with fewer rules and employees •Limited to fewer levels •Organized with the expectation that management will lead, lower-level employees will manage •Characterized by policies and procedures that produce the minimal internal interdependence needed to serve customers
- 6. Systems 20th Century •Depend onfew performance information systems •Distribute performance data to executives only •Offer management training and support systems to senior people only 21st Century •Depend on many performance information systems, providing data on customers especially •Distribute performance data widely •Offer management training and support systems to many people
- 7. Culture 20th Century • Inwardlyfocused • Centralized • Slow to make decisions • Political • Risk averse 21st Century • Externally oriented • Empowering • Quick to make decisions • Open and Candid • More risk tolerant
- 8. 8 VUCA Volatility Uncertainty Complexity Ambiguity Increasing rate of change Lessclarity about the future Multiplicity of decision factors There may be no “right answer” A term originated by a US Military College to describe the new challenges facing leaders.
- 10. Change! •“In times ofrapid change, experience could be your worst enemy.” - J. Paul Getty www.terrypaulson.com
- 11.
- 14.
- 16. Leadership Promotes vision, creativity, and change L Management Promotesstability, order and problem solving within existing organizational structure and systems Takes care of where you are Takes you to a new place Leadership versus Management M L
- 17. Managers vs. Leaders •Managers know how to plan, budget, organize, staff, control, and problem solve • Managers deal mostly with the status quo • Management is a bottom line focus: How can I best accomplish certain things? • Management is doing things right • Leaders create and communicate visions and strategies • Leaders deal mostly with change • Leadership deals with the top line: What are the things I want to accomplish? • Leadership is doing the right things
- 18. Results-Based Leadership Effective Leadership= Attributes x Results Skills Values Motives Competencies Behaviors Style Action Programs Projects Goals Initiatives Strategy Source - David Ulrich: Results-Based Leadership
- 24. What is aresult? A result is a measurable or describable change resulting from a cause and effect relationship.
- 25. What is Managingfor Results? An approach to management used by an organization to: Determine the most important results Establish and communicate direction Monitor progress toward meeting its goals Invest resources strategically for results Use fact-based performance information to continually improve performance and provide accountability for results What gets measured gets done 25
- 26. Results are supposedto be S.M.A.R.T. • Specific • Measurable • Attainable • Result-oriented and relevant • Time-bound
- 27.
- 28.
- 29. The Four Levelsof Every Organization Easiest Short term ©1997, Russell Consulting, Inc. Used with permission. Cultural (values, beliefs, and norms) Physical (processes, tools, and structures) Infrastructure (management systems, measurements, and rewards) Behavioral (what groups and individuals do) Most difficult Long term Ability to influence or change Durability of the change
- 30. The Components ofOrganizational Alignment Vision Structure • Span of control • Team composition • Hierarchy Systems • Accounting • HR Capabilities • Technical • Leadership Culture • Norms • Shared values • Sales • IT
- 31. The Organization asan Iceberg Metaphor Prentice Hall, 2002
- 32. What you areseeing is ……
- 33. Organizational (Corporate) Culture A patternof basic assumptions that are considered valid and that are taught to (or “caught by”) new members as the way to perceive, think, and feel in the organization.
- 34. Culture stuff that peopledo without noticing it HenrikKniberg
- 37.
- 38. Strategy or tragedy? “Withouta viable strategy, the possibility of tragedy is not far off” - Anonymous.
- 40. Strategy Definition: “Strategic planningis creating a vision of the future and managing toward that expectancy” It's an effective process for aligning your short-term decisions with your long-term goals Strategic planning answers the three big questions: 1. Where are we today? 2. Where do we want to be in the future? 3. What should we be focused on today, in order to make it more likely we will be where we want to be in the future?
- 41. The Secret tohow to do more with less . . . Collaboration Innovation Leadership STRATEGY
- 44. Remember, Culture eatsStrategy for breakfast! HenrikKniberg
- 45.
- 46. MFR Skills Synergy Focus Problem solving,decision making Delegation Collaboration Change Leadership
- 47. Change leaders vs.status quo managers
- 48. The Journey ThroughChange Stability 1. Comfort and Control Looking Back Looking Forward Chaos 3. Inquiry, 2. Fear, Anger, and Resistance Experimentation, and Discovery Leading Change Training, Jeff and Linda Russell, 2003
- 49.
- 50.
- 52. Quality decision making •Problem solving… – Is bridging the gap between the way things are and the way they ought to be – It is focused on the past • Usually analytical • Operational • Done at lower levels • A problem is – A present unsatisfactory state that needs to be changed to a desired state as soon as possible. – Some deviation from the expected standard which prevent the achievement of objectives. • Decision making… – Is a broader concept – It is the act of making a choice between two or more options – It is focused on the future • Often creative • Directional • Done at senior levels • Problem solving is therefore – part of decision making – a subset of decision making
- 53. Ask questions, assumenothing
- 57. Copyright © 2017nuCognitive LLC. All rights reserved. SOTA|Walsh;Dec2017 4 Situational intelligence Situational Awareness Contextually Appropriate Action
- 58. 1 N =3 P (One negative statement is equal to three positive statements) Vince Covello, PhD, Speaker National Public Health Leadership Development Network April, 2003 Risk Communication Communication Communicate
- 60.
- 61. Delegate Two questions toask leaders when they become ineffective or suffer burnout: 1. Do you have the ability to build a team? 2. Do you have the right people around you to share the load?
- 62.
- 63.
- 64.
- 65.
- 66.
- 70. •Wellness is a continuum rangingfrom death to optimal health. •You can choose your behaviors to move closer to optimal health.
- 71.
- 72. Stress – balanceissue
- 74. S & A:Partners in crime
- 75.
- 77. 77 KEY MESSAGES The GreatShift Result-based leadership MFR Strategy MFR organization The only competitive advantage left in the 21st century is adaptability Effective leadership = Attributes X Results The culture of an organization is shaped by the worst behavior the leader is willing to tolerate. If you don't have a viable strategy, you will be defeated by someone who does. Remember, culture eats strategy for breakfast.
- 78. 78 PERSPECTIVE 2020: KEYMESSAGES MFR Skills MFR Manager Problem-solving is a subset of decision making. The higher you go, the more questions matter. To have the right answers, you have to ask the right questions. The only thing you have 100% control over is yourself.
- 79. Albert Einstein’s Theory A = X+ Y + Z A = Success X = Work Y = Play Z = Keeping your mouth
- 80. Thank you! 08033181225, 07064078211 KayodeAdebiyi hmlconsultancy@outlook.com hmlconsultancyltd@gmail.com