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Pp slide set 7 integrated leadership
- 1. 07/04/2014 Integrated Leadership1 Integrated Leadership
- 2. 07/04/2014 Integrated Leadership “Leaderswho choose only people who mirror themselves are likely to find their organisations tilting in one direction, missing one or more essential capabilities to survive in a changing complex world.” 2 “In Praise of the Incomplete Leader” (HBR 2007)
- 3. 07/04/2014 Integrated Leadership3 Our Leadership Message The Leadership Challenge • Skilled leadership is vital to success – as studies such as Level 5 leadership (Collins & Porras) show • However, no single individual has all the strengths required to lead an organisation and tend to act as “incomplete leaders” (HBR) • The result is high turnover of CEOs (often less than 2 years) and frequent changes in organisational direction, leading to organisational instability and poor performance Our Insight The answer is an integrated leadership team combining strengths in organisational identity, strategy, systems & culture This is achieved through the following insights: • The Leadership needs breadth of strengths across identity, strategy, systems & culture • Leadership needs to create alignment of organisation to external market / need • A leadership team needs an integrator that has the ability to draw together the diverse strengths of a leadership team
- 4. 07/04/2014 Integrated Leadership4 Strategy Systems Culture Identity Strategist Visionary Marketer Director Coach Team Builder Orgn Broker Engager Process Ldr Innovator Designer Performance Manager Integrator Guardian BrandLeader Steward Integrated Leadership draws on a breadth of strengths across purpose, strategy, systems & culture
- 5. 07/04/2014 Integrated Leadership •An integrated leadership team solves the critical issue of the “Incomplete Leader” (HBR, Feb 2007) - drawing on diverse strengths across identity, strategy, systems and culture domains • The Tricord Leadership Diagnostic provides the basis for assessing and developing the breadths of strengths in a leadership team 5 The Leadership needs breadth of strengths across identity, strategy, systems & culture 0 1 2 3 Integrator Guardian Brand Leader Steward Visionary Strategist Marketer Director ProcessLeader Innovator Designer Performance Manager Coach Team Builder Organisational Broker Engager LeadershipDiagnosis Result - Based on Scale SAMANTHA RACHEL ANDREW
- 6. 07/04/2014 Integrated Leadership Aneffective and sustainable organisation has a clear view of its identity / purpose and its alignment to the market need • Leaders need to create alignment in two key regards • Externally – to the nature of the external market in terms of its identity, trends, structure and culture • Internally – to best align organisation to deliver its purpose and the market need it serves 6 Leadership needs to create alignment of organisation to external market / need Text
- 7. 07/04/2014 Integrated Leadership Acritical role of leadership is to look externally in order to understand and react to the nature of the external market in terms of its identity, trends, structure and culture. Markets are different structurally and over time and the external environment will demand different things of leadership. We use the Tricord Organisational Leadership Requirement diagnostic to aid this alignment. 7 External alignment – with market / environment 0 1 2 3 Integrator Guardian Brand Leader Steward Visionary Strategist Marketer Director ProcessLeader Innovator Designer Performance Manager Coach Team Builder Organisational Broker Engager OrganisationalLeadershipRequirement 2013 2010
- 8. 07/04/2014 Integrated Leadership Strategy SystemsCulture Identity Strategy Systems Culture Identity Within the organisation, the leadership needs to address three internal dimensions: 8 Internal Alignment – Dimensions Strategy Systems Culture Strategy Goals Aims Plan Ethics Values Culture Spirit Language Motivation Ethos Evaluation Teamworking Systems Processes Technology People Structure Skills Roles Measurement Communication Reason Core Purpose Uniqueness Leadership Unity History Identity Within the team Between organisational levels With other teams at same level
- 9. 07/04/2014 Integrated Leadership Theteam needs a strong “integrator” role fulfilled to draw out the strengths of the whole team. Typically this is provided mainly by the most senior member of the team. Their role will include: 1. Drawing out existing (and potential) talent from leadership team members 2. Resolving tensions in areas where many team members bring similar strengths 3. Developing / recruiting new strengths into the team 4. Building a spirit of collaboration, enablement and mutual respect 9 A leadership team needs an integrator that has the ability to draw together the diverse strengths of a leadership team
- 10. 07/04/2014 Integrated Leadership •Our five stage approach takes clients through the internal and external challenges they face and the kind of leadership required to face these. • It involves diagnostic and feedback to build awareness and leadership team work • Development interventions are tailored to the context and evaluated against meeting the original challenges. 10 We have drawn this together into a staged approach Assess the Challenge Leadership Diagnostic Feedback and Development planning Development interventions Evaluation
- 11. 07/04/2014 Integrated Leadership Pleasefill in the questionnaire (beforehand). Look at group profile. Please consider the following as a group • What are the strengths of you as a leadership? • Where might there be gaps? • Where might conflict arise? • Who might be a good integrator for the team? 11 Having a go as a group ....
Editor's Notes
- #2 Tricordant Limited is a whole systems organisation development consultancy founded by our three principles; Alastair Mitchell-Baker, Simon Thane and Irwin Bidgood. Tricordant also works with a wide network of associates capable of covering a wide area of specialism and able to combine for major projects. The three principles bring to the company historical skills in Health Service Management, Manufacturing and the IT industry. Our shared passion is equipping companies to be whole. This means the organisation becomes sustainably successful and robust, delighting customers and are healthy places for ‘whole people’ to work. Our desire is to co-work with clients so that they develop a positive spiral of improvement within the organisation. Between us we have more than 25 years experience of working actively on whole systems level organisational problems in a wide range of areas including Health; Government, the Service sector, Utilities and Manufacturing. The following presentation represents an approach to equipping organisations to be whole.
- #5 The Tricord describes all aspects of an organisation that heed to be aligned for the whole to be healthy. Identity: Each organisational unit should know who it is, where it comes from and what makes it unique. This understanding is built upon its history, cultural rituals and accumulated knowledge. The organisation’s identity represents the reason for the organisations existance and its unchanging core purpose. Concept: Each organisational unit should have a unique concept of its current purpose and what it wants to achieve. It should have a strategic plan of how to achieve it. The Concept includes a strategy to realise the unchanging core purpose interpreted in current times and the current market. It provides a clear vision and an effective set of values and ethics which are central to the organisation’s culture, whether this is written down or not. Embodiment: The above Concept then needs to be delivered on the ground. This is done by the organisation through processes which are capable of delivering the purpose and which are responsive to customer demand. These are embodied in technology, equipment, procedures, rules and policies, etc. At the most fundamental level the organisation is embodied in its people. All this is aligned as a whole socio-technical system. Inspiration: The organisation is brought alive by the energy and spirit of its people. They come to identify with the company and to be passionate about its purpose. Work groups are transformed into teams. Managers act as leaders. The whole socio-technical system is motivated to deliver the concept with excellence. The organisation is thus inspired. It is the synergistic alignment of the three outer dimensions of the Tricord synergistically acting in balance around the central core that is both the whole organisational system and the source of organisational wholeness. When one part of the Tricord is absent or unaligned then the organisation will tend to be dysfunctional, under-producing, cost-adding, de-motivated and incapable. If all dimensions of the Tricord are present and synergistically aligned with each other then the organisation will be whole, productive, vibrant, capable, competitive and successful.
- #7 Collins and Porras is key source of research – built to last and good to great. For example, 3M, define their purpose as “solving unsolved problems innovatively” and have produced innovative products that express this purpose and meet a market need. We address this alignment as part of our leadership approach, using the Tricord Leadership Requirement Diagnostic (see right below), to define the leadership requirement across the domains both now and in the future.
- #8 Collins and Porras is key source of research – built to last and good to great. For example, 3M, define their purpose as “solving unsolved problems innovatively” and have produced innovative products that express this purpose and meet a market need. We address this alignment as part of our leadership approach, using the Tricord Leadership Requirement Diagnostic (see right below), to define the leadership requirement across the domains both now and in the future.
- #9 Collins and Porras is key source of research – built to last and good to great. For example, 3M, define their purpose as “solving unsolved problems innovatively” and have produced innovative products that express this purpose and meet a market need. We address this alignment as part of our leadership approach, using the Tricord Leadership Requirement Diagnostic (see right below), to define the leadership requirement across the domains both now and in the future.