35. Leadership “Born ON DATE”
35
The Tension in T-Shaped Leadership!
EnterpriseFunction
Execution Focus
Deep “technical”
expertise
Focus, discipline,
credibility
Strategic Focus
Integrative
Cross-disciplinary mindset
“I am the enterprise" T-Shaped leadership relies
on a new kind of leader:
One who breaks out of the
traditional hierarchy to
share freely across the
organization while
remaining fiercely
committed to individual
business unit performance
38. Leadership “Born ON DATE”
38
Caught in the Act – Sharing Good Gothca’s
Get into groups groups of
two/three.
Share a VIVID and
CONCRETE story of
someone in the HR
Organization who
demonstrated
T-Shaped leadership
Leaders find themselves sitting across the table from entities and individuals who are different from them and who cross political, economic and business boundaries. Issues and solutions that matter to growth are no longer obvious, tactical or one-dimensional. Many leaders describe an unsettled feeling about how to move and where to move next.
So who holds the power to decide? As economic and power structures change, authority changes. But in this case, it is not about authority shifting from one party to the other but the recognition of interdependence and the need for thoughtful collaboration and influence.
As we have learned, interdependence requires deeper solutions than the transactional fixes of the past. Understanding how to change the system to ensure better results not just fix the problem.
At the same time , stability of knowledge and the ability to control it has changed. Information technology and the increased awareness of how to use it makes new knowledge constantly accessible to all of us. The power to hold knowledge close to the chest is thwarted by both access and shelf life.
As a result the most valuable knowledge is not “what is” but “why it is.” Tacit knowledge of how one goes about understanding the unfamiliar rather than trying to absorb what is known today .
We have 5 Groupings and 10 Locations by my count.
What groups have less than 4 people
If all have 4 or more perhaps do them discretely and then have them read out their statements: 10 Minutes Max
Simon Sinek: The Golden Circle
All the great and inspiring orgs and leaders think, act and communicate the same way:
Why –Purpose/Cause/Belief – Why does organization Exist and Why should anyone care (Not PROFIT = Outcome)
How – Differentiating Value Proposition/Process
What - Everyone Knows What They Do
Inspired leaders/orgs regardless of size think, act and communicate from the inside out.
Apple NON Example:
What – We make Great Computers
How – Beautifully Designed, Simple to Use and User Friendly – Wanna Buy One?
Apple EXAMPLE:
Why – Everything we do we believe in challenging the status quo We believe in thinking differently
How – The way we challenge the status quo is by making our products beautifully designed, simple to use and user friendly
What – We just happen to make great computers – Wanna Buy one
People don’t buy WHAT you do but WHY you do it.
Say what we DO, Say how We’re Different/Better and expect purchase behavior
Why are we here…. Purpose: Help leaders of the world lead a better world. Not about organizations, Not about companies. About leadership. Better World. Corporate Education is WHAT not WHY. What is unique about this is Head, Heart and Hands.
Narrative lead a better world, build on their intelligences. Holistic. Mental Emotional Perspective. End to End. How you engage people in your piece
We have 5 Groupings and 10 Locations by my count.
What groups have less than 4 people
If all have 4 or more perhaps do them discretely and then have them read out their statements: 10 Minutes Max
We have 5 Groupings and 10 Locations by my count.
What groups have less than 4 people
If all have 4 or more perhaps do them discretely and then have them read out their statements: 10 Minutes Max
