THE EXECUTIVE‘S TRINITY (STEPHEN BUNGAY (KEYNOTE)) - LKCE13
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This document discusses the evolving roles of executives in business from the early 20th century to present. It makes three key points: 1. Executives were traditionally seen as managers from 1908-1977, focusing on efficient administration. From 1977-2001, the role shifted to a leader emphasizing inspiration. 2. There is debate around whether the best leaders are visionary "larger than life" figures or more humble and self-effacing. Collins argued for the latter "Level 5" leaders, while others emphasized ambitious risk-takers. 3. Effective executives must master the trinity of managing, leading, and directing/commanding. These roles involve different skills and mindsets around intellectual,
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THE EXECUTIVE‘S TRINITY (STEPHEN BUNGAY (KEYNOTE)) - LKCE13
- 1. Beyond the Cult of the Leader The Tasks of the Executive in the 21st Century Stephen Bungay, Director Ashridge Strategic Management Centre
- 2. The executive 1908 - 1977: a manager • Management = administration – Harvard Graduate School of Business Administration founded 1908 • Administration is rational: Weber, 1947 ‒ Not traditional (religious) ‒ Not charismatic (heroic) • Managers make organisations efficient – Organise work and people – Allocate resources – Control © Stephen Bungay 2010 2
- 3. The executive 1977-2001: a leader • Leadership = inspiration – Harvard Business School ‘educates leaders who make a difference in the world’ (from ca 1990) • Leadership is emotional: Zaleznick 1977 ‒ Not team players, but individuals ‒ Not acceptance, but love or hate • Leaders are change agents – Tolerate chaos – Shape goals – Seek risk and danger © Stephen Bungay 2010 3
- 4. Leaders: great or toxic? Visionary Ambitious Charismatic Self belief Risk taker © Stephen Bungay 2010 Fantasist Megalomaniac Conman Narcissist Gambler 4
- 5. Collins, 2001: the ‘level 5’ leader • Level 5 leaders have willpower – Run every ‘good’ company transitioning to ‘greatness’ between 1965 and 1995 • Level 5 leaders are humble ‒ Not charismatic, but self-effacing ‒ Not egocentric, but modest • Level 5 leaders build institutions – Ambitious for the organisation – Diligent tortoises not racing hares – Thoughtful, sure-footed © Stephen Bungay 2010 5
- 6. ‘MORE COLLINS MORE CLAPTRAP’? ‘In Jim Collins’ latest book, Good to Great, the author celebrates ‘self-effacing, quiet, reserved, even shy’ leaders who bring about the big transformations. Fine Jim… Michael Maccoby recently wrote of ‘larger than life leaders…e.g. egoists, charmers, risktakers with big visions. Exemplars he cites: Carnegie, Rockefeller, Edison, Ford, Welch, Jobs, Gates. He, of course could have added Messier and Middlehoff and Ebbers and Lay. Nonetheless, I’ll still take Michael’s list over Jim’s’ Tom Peters, Re-imagine!, p. 44 © Stephen Bungay 2010 6
- 7. What are we talking about? • Personality? • Skills? • Behaviour? © Stephen Bungay 2010 7
- 8. The officer: 500 BC - present Authority, responsibility and duty of direction Command Leadership Management Getting people to achieve objectives © Stephen Bungay 2010 Organising and controlling resources to achieve objectives 8
- 9. Different mental attitudes Probing: ‘What should we do?’ Command: intellectual Leading: emotional Managing: physical Positive: ‘We can do it!’ © Stephen Bungay 2010 Pragmatic: ‘Let’s get organised!’ 9
- 10. Requiring self awareness Detached Calculating Flexible Command: intellectual Leading: emotional Managing: physical Engaged Pragmatic Realistic Committed Passionate Determined © Stephen Bungay 2010 10
- 11. Different skills Command: Intellectual (conceptual) Developing strategy Giving direction Leadership: Human (moral) Building the organisation Resourcing Achieving the task Building the team © Stephen Bungay 2010 Organising Developing individuals 11 Controlling Management: Technical (physical)
- 12. Directing as ‘command in business’ READY: I understand what I have to do and why Directing: intellectual Leading: emotional Managing: physical WILLING: I am committed to making it a success © Stephen Bungay 2010 ABLE: I have the skills and resources to carry it through 12
- 13. Great commanders © Stephen Bungay 2010 13
- 14. Masters of the trinity © Stephen Bungay 2010 14
- 15. Distinctive qualities of the commander INTELLECTUAL Conceptual Absorb information Identify essential point PSYCHOLOGICAL MORAL Self-confident Willpower Realistic Resilience Flexible Openness COMMUNICATION Writing Listening/questioning Speaking/directing © Stephen Bungay 2010 15
- 16. The executive’s trinity: propositions • Managing, leading and directing are different • Confusing them creates confusion • Organisations need all three • Mastering all three is very rare • Top teams need the combination © Stephen Bungay 2010 16
- 17. The commander’s ethos: ‘Viel leisten, wenig hervortreten, mehr sein als scheinen’ (‘Work hard, avoid the limelight, be more than you seem’) © Stephen Bungay 2010 17