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Don‟t manage: lead
Paul Ballard
…morning!
Examples of what leadership looks like
It‟s about behaviours
The manager…

Me? %

The leader…

Me? %

administers

innovates

is a copy

is an original

maintains

develops

focuses on systems and structure

focuses on people

relies on control

inspires trust

has a short-range view

has a long-range perspective

asks how and when

asks what and why

has their eye always on the bottom line

has their eye on the horizon

imitates

originates

accepts the status quo

challenges it

is the classic good soldier

is his or her own person

does things right

does the right thing
Warren Bennis, On becoming a Leader
Culture eats strategy for breakfast

©The Drucker Institute

©ScoopIt
First, stop managing, or stop delivering
• You only have so much time
• Drop or delegate some of your management or delivery activities

• Focus your delivery on what you are best at
• Or on where opportunities for leadership will present themselves
• Just stop doing something and see who notices
Raise the bar
• For everyone, not just your team
• Set standards that reflect the
business objectives
• Benchmark a leading competitor
or admired company
• Only raise it a little at a time
©The Times

• One step „better‟, is easy for
others to imagine and believe in
• Don‟t forget your own standards
Talk to the people who don‟t know you
• Challenge the assumptions about who you need to talk to
• As a minimum, talk to „the boss‟, and talk to your audience, and
understand your value between the two
• Identify, and get to know, potential allies, and blockers

• More than one-off conversations
• Be creative, take some risks, and be patient
Speak the language of your business, not
your profession
• Understand what you do in
the language of your business

Information Process Maturity Model
Level 1

Adhoc

• Example: JoAnn Hackos‟
IPMM

Level 2

Rudimentary

• Elevator pitch

Level 3

Organised and Repeatable

• Match your vision to the
ambition of your boss

Level 4

Managed and Sustainable

• See Rachel Potts‟
„Communicating Value‟ article

Level 5

Optimising

© JoAnn Hackos, Information Development
Understand how change works
• You can‟t avoid it: it‟s what
leadership is for
• “Switch: How to change things
when change is hard” Chip and
Dan Heath 2011
• What drives change in your
industry?
• What changes are coming?
• “Transforming Business: Big Data,
Mobility, and Globalization” Cerra
et al 2013
Tricky to do but worth the risk
• The transition to leadership is fraught with danger
• Don‟t take your eye off delivery

• Don‟t confuse being „in‟ meetings with influence
• Leadership quickly turns back into management
• The changes you introduce could make you vulnerable
• Thought leadership is not leadership
Leadership takes you beyond the “…but”
• Leadership is creating the ability to deliver on a great idea
• It‟s taking people beyond what they are comfortable with

• Not just pointing: it‟s actually taking people there
• “That‟s really cool!...but”
• Leadership takes you beyond the “…but”
• It turns a great idea into something tangible and real
Don‟t manage: lead
paul.ballard@3di-info.com
Many thanks!

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TCUK 2013 - Don't manage: lead

  • 1. Don‟t manage: lead Paul Ballard …morning!
  • 2. Examples of what leadership looks like
  • 3. It‟s about behaviours The manager… Me? % The leader… Me? % administers innovates is a copy is an original maintains develops focuses on systems and structure focuses on people relies on control inspires trust has a short-range view has a long-range perspective asks how and when asks what and why has their eye always on the bottom line has their eye on the horizon imitates originates accepts the status quo challenges it is the classic good soldier is his or her own person does things right does the right thing Warren Bennis, On becoming a Leader
  • 4. Culture eats strategy for breakfast ©The Drucker Institute ©ScoopIt
  • 5. First, stop managing, or stop delivering • You only have so much time • Drop or delegate some of your management or delivery activities • Focus your delivery on what you are best at • Or on where opportunities for leadership will present themselves • Just stop doing something and see who notices
  • 6. Raise the bar • For everyone, not just your team • Set standards that reflect the business objectives • Benchmark a leading competitor or admired company • Only raise it a little at a time ©The Times • One step „better‟, is easy for others to imagine and believe in • Don‟t forget your own standards
  • 7. Talk to the people who don‟t know you • Challenge the assumptions about who you need to talk to • As a minimum, talk to „the boss‟, and talk to your audience, and understand your value between the two • Identify, and get to know, potential allies, and blockers • More than one-off conversations • Be creative, take some risks, and be patient
  • 8. Speak the language of your business, not your profession • Understand what you do in the language of your business Information Process Maturity Model Level 1 Adhoc • Example: JoAnn Hackos‟ IPMM Level 2 Rudimentary • Elevator pitch Level 3 Organised and Repeatable • Match your vision to the ambition of your boss Level 4 Managed and Sustainable • See Rachel Potts‟ „Communicating Value‟ article Level 5 Optimising © JoAnn Hackos, Information Development
  • 9. Understand how change works • You can‟t avoid it: it‟s what leadership is for • “Switch: How to change things when change is hard” Chip and Dan Heath 2011 • What drives change in your industry? • What changes are coming? • “Transforming Business: Big Data, Mobility, and Globalization” Cerra et al 2013
  • 10. Tricky to do but worth the risk • The transition to leadership is fraught with danger • Don‟t take your eye off delivery • Don‟t confuse being „in‟ meetings with influence • Leadership quickly turns back into management • The changes you introduce could make you vulnerable • Thought leadership is not leadership
  • 11. Leadership takes you beyond the “…but” • Leadership is creating the ability to deliver on a great idea • It‟s taking people beyond what they are comfortable with • Not just pointing: it‟s actually taking people there • “That‟s really cool!...but” • Leadership takes you beyond the “…but” • It turns a great idea into something tangible and real