Chief Executive Boards International We Share Ideas Leaders

Chief Executive Boards International We Share Ideas

Leaders: Strategies for Taking Charge by Warren Bennis and Burt Nanus We Share Ideas

I. Six Important Considerations Concerning Leadership A. Leadership is about character 1. Most leaders who are derailed by lack of good judgment or poor character and not by poor technical knowledge, poor people skills or poor track record We Share Ideas

I. Six Important Considerations Concerning Leadership B. Leaders must be instrumental in creating a social architecture capable of generating intellectual capital 1. Organizations, especially today, are about ideas, innovation, imagination, creativity — intellectual capital 2. Leaders need to create structure that releases brain power We Share Ideas

I. Six Important Considerations Concerning Leadership C. Leaders have a strong determination to achieve a goal or realize a vision 1. The purpose has to communicate meaning and relevance to the followers — or else it is meaningless D. The capacity to generate and sustain trust is the central ingredient in leadership 1. Trust is hard to gain and easy to lose We Share Ideas

I. Six Important Considerations Concerning Leadership E. Leaders have an uncanny way of enrolling people in their vision through their optimism 1. They believe they can change the world 2. Leaders are “dealers in hope”: Confucius We Share Ideas

I. Six Important Considerations Concerning Leadership F. Leaders have a bias towards action that results in success 1. Leaders translate vision and purpose into reality 2. “You miss one hundred percent of the shots you don’t take. ” Wayne Gretzky We Share Ideas

II. The Context of Leadership Today A. Commitment 1. The challenge of commitment a. Fewer than 1 out of every 4 job holders say they are working at full potential b. One half say they do not put effort into their job over and above what is required to hold their job c. 75 percent say they could be significantly more effective than they are d. 6 out of 10 Americans say they do not work as hard as they used to 2. Leaders have failed to inspire workers through empowerment We Share Ideas

II. The Context of Leadership Today B. Complexity 1. The problems of organizations are increasingly complex C. Credibility 1. The credibility of leaders is being challenged more and more a. “Impeach someone” bumper sticker b. “Don’t vote. It will only encourage them. ” We Share Ideas

III. New Paradigms Are Arising A. 10 “mega trends” according to John Naisbitt We Share Ideas

III. New Paradigms Are Arising A. 10 “mega trends” according to John Naisbitt From Industrial society We Share Ideas To

III. New Paradigms Are Arising A. 10 “mega trends” according to John Naisbitt From Industrial society We Share Ideas To Information society

III. New Paradigms Are Arising A. 10 “mega trends” according to John Naisbitt From Industrial society Forced technology We Share Ideas To Information society

III. New Paradigms Are Arising A. 10 “mega trends” according to John Naisbitt From To Industrial society Information society Forced technology High tech/High touch We Share Ideas

III. New Paradigms Are Arising A. 10 “mega trends” according to John Naisbitt From To Industrial society Information society Forced technology High tech/High touch National economy We Share Ideas

III. New Paradigms Are Arising A. 10 “mega trends” according to John Naisbitt From To Industrial society Information society Forced technology High tech/High touch National economy Global economy We Share Ideas

III. New Paradigms Are Arising A. 10 “mega trends” according to John Naisbitt From To Industrial society Information society Forced technology High tech/High touch National economy Global economy Short term We Share Ideas

III. New Paradigms Are Arising A. 10 “mega trends” according to John Naisbitt From To Industrial society Information society Forced technology High tech/High touch National economy Global economy Short term Long term We Share Ideas

III. New Paradigms Are Arising A. 10 “mega trends” according to John Naisbitt From To Industrial society Information society Forced technology High tech/High touch National economy Global economy Short term Long term Centralization We Share Ideas

III. New Paradigms Are Arising A. 10 “mega trends” according to John Naisbitt From To Industrial society Information society Forced technology High tech/High touch National economy Global economy Short term Long term Centralization Decentralization We Share Ideas

III. New Paradigms Are Arising A. 10 “mega trends” according to John Naisbitt From To Industrial society Information society Forced technology High tech/High touch National economy Global economy Short term Long term Centralization Decentralization Institutional help We Share Ideas

III. New Paradigms Are Arising A. 10 “mega trends” according to John Naisbitt From To Industrial society Information society Forced technology High tech/High touch National economy Global economy Short term Long term Centralization Decentralization Institutional help Self-help We Share Ideas

III. New Paradigms Are Arising A. 10 “mega trends” according to John Naisbitt From To Industrial society Information society Forced technology High tech/High touch National economy Global economy Short term Long term Centralization Decentralization Institutional help Self-help Representative democracy We Share Ideas

III. New Paradigms Are Arising A. 10 “mega trends” according to John Naisbitt From To Industrial society Information society Forced technology High tech/High touch National economy Global economy Short term Long term Centralization Decentralization Institutional help Self-help Representative democracy Participatory democracy We Share Ideas

III. New Paradigms Are Arising A. 10 “mega trends” according to John Naisbitt From To Industrial society Information society Forced technology High tech/High touch National economy Global economy Short term Long term Centralization Decentralization Institutional help Self-help Representative democracy Participatory democracy Hierarchies We Share Ideas

III. New Paradigms Are Arising A. 10 “mega trends” according to John Naisbitt From To Industrial society Information society Forced technology High tech/High touch National economy Global economy Short term Long term Centralization Decentralization Institutional help Self-help Representative democracy Participatory democracy Hierarchies Networking We Share Ideas

III. New Paradigms Are Arising A. 10 “mega trends” according to John Naisbitt From To Industrial society Information society Forced technology High tech/High touch National economy Global economy Short term Long term Centralization Decentralization Institutional help Self-help Representative democracy Participatory democracy Hierarchies Networking North We Share Ideas

III. New Paradigms Are Arising A. 10 “mega trends” according to John Naisbitt From To Industrial society Information society Forced technology High tech/High touch National economy Global economy Short term Long term Centralization Decentralization Institutional help Self-help Representative democracy Participatory democracy Hierarchies Networking North South We Share Ideas

III. New Paradigms Are Arising A. 10 “mega trends” according to John Naisbitt From To Industrial society Information society Forced technology High tech/High touch National economy Global economy Short term Long term Centralization Decentralization Institutional help Self-help Representative democracy Participatory democracy Hierarchies Networking North South Either/or We Share Ideas

III. New Paradigms Are Arising A. 10 “mega trends” according to John Naisbitt From To Industrial society Information society Forced technology High tech/High touch National economy Global economy Short term Long term Centralization Decentralization Institutional help Self-help Representative democracy Participatory democracy Hierarchies Networking North South Either/or Multiple options We Share Ideas

IV. Management vs. Leadership A. B. C. Management 1. To bring about 2. To accomplish 3. To have charge of or responsibility for 4. To conduct Leadership 1. Influencing 2. Guiding in direction, course, action, opinion Managers are people who do things right -Leaders are people who do the right thing We Share Ideas

V. Wall Street Journal Ad by United Technologies Corporation A. People don’t want to be managed, they want to be led B. Whoever heard of a world manager? World leader, yes C. If you want to manage someone, manage yourself We Share Ideas

VI. Study of 90 Successful Leaders in Private and Government Sectors A. A wide variety of leaders 1. Some right-brained and some left brained 2. Some tall, some short 3. Some fat, some thin 4. Some articulate, some inarticulate 5. Some assertive, some retiring 6. Some dressed for success, some dressed for failure 7. Some participative, some autocratic a. One said he believed in “participative fascism” We Share Ideas

VII. Four Areas of Competency That All Those Leaders Who Were Studied Exhibited A. Strategy I: Attention through vision 1. All 90 leaders who were interviewed had a highly focused agenda a. They had a clear vision and were able to communicate that vision b. They could convince their followers that the goal and vision were attainable 2. Leadership is a transaction -- a transaction between leaders and followers a. Neither could exist without the other We Share Ideas

VII. Four Areas of Competency That All Those Leaders Who Were Studied Exhibited B. Strategy II: Meaning through communication 1. The management of meaning, mastery of communication, is inseparable from effective leadership 2. Leaders communicate “know why” rather than “know how” C. Strategy III: Trust through positioning 1. Trust implies accountability, predictability and reliability 2. Leaders are relentless in their quest of their vision We Share Ideas

VII. Four Areas of Competency That All Those Leaders Who Were Studied Exhibited 3. Leaders are persistent -- Calvin Coolidge said: • Nothing in the world can take the place of persistence • Talent will not; nothing is more common than unsuccessful men with great talent • Genius will not; unrewarded genius is almost a proverb • Education will not; the world is full of educated derelicts • Persistence, determination alone are omnipotent We Share Ideas

VII. Four Areas of Competency That All Those Leaders Who Were Studied Exhibited 4. Positioning is the set of actions necessary to implement the vision of the leader We Share Ideas

VII. Four Areas of Competency That All Those Leaders Who Were Studied Exhibited D. Strategy IV: The deployment of self through positive self-regard 1. Recognizing strengths and compensating for weaknesses is the first step in achieving positive self-regard a. Leaders usually know what they are good at from an early age 2. The second element in positive self-regard is the nurturing of skills with discipline We Share Ideas

VII. Four Areas of Competency That All Those Leaders Who Were Studied Exhibited 3. The third element in positive self-regard is the fit between personal strengths and organizational requirements a. Leaders know when there is no fit We Share Ideas

VIII. Leaders Have Emotional Wisdom 1. The ability to accept people as they are, not as you would like them to be 2. The capacity to approach relationships and problems in terms of the present rather than the past 3. The ability to treat those who are close to you with the same courteous attention that you extend to strangers and casual acquaintances We Share Ideas

VIII. Leaders Have Emotional Wisdom 4. The ability to trust others, even if the risk seems great 5. The ability to do without constant approval and recognition from others We Share Ideas

IX. Leaders Don’t Fear Failure A. They use synonyms such as mistake, glitch, false start, setback and error 1. Leaders welcome mistakes as learning opportunities 2. “Whenever I make a bum decision, I just go out and make another one. ” B. The only time Karl Wallenda feared falling from the high wire, he fell to his death 1. His goal that day was not to walk the wire, but rather to not fall We Share Ideas

IX. Leaders Don’t Fear Failure C. When Tom Watson, the founder of IBM, was asked if he was going to fire an executive who had just lost $10 million on a project, he said: “You can’t be serious. We’ve just spent $10 million educating him. ” We Share Ideas

X. Empowerment A. B. Empowerment does not involve releasing power Empowerment gives followers an opportunity to develop C. Empowerment gives followers a sense of family and community D. Empowerment creates a culture of fun We Share Ideas

XI. Focusing Attention: Gaining Attention A. B. Vision cannot be established in an organization by edict, or by the exercise of power or coercion 1. It is more an act of persuasion Leaders often communicate vision by using metaphors 1. A chicken in every pot 2. Reach out and touch someone We Share Ideas

XI. Focusing Attention: Gaining Attention C. Leaders communicate their vision by consistently acting on it and personifying it D. Followers must feel they see the vision We Share Ideas

Organizational Alignment Cost Wal-Mart Quality We Share Ideas Service

Organizational Alignment Cost Target Quality We Share Ideas Service

Organizational Alignment Cost K-Mart Quality We Share Ideas Service

Question How effectively and consistently is my organization aligned with my vision? OR How could I be more effective and consistent at defining, articulating and communicating my vision to my organization? We Share Ideas

XII. Four Strategies Leaders Use to Position Their Organization A. B. Reactive 1. Leaders wait for change and react — after the fact Change the internal environment 1. Leaders develop effective forecasting procedures to anticipate change and then “proact” rather than react a. The toy industry uses orders received from January to March as forecasts of Christmas sales. We Share Ideas

XII. Four Strategies Leaders Use to Position Their Organization C. Change the external environment 1. Leaders anticipating change act upon the environment itself to make the change congenial to their needs. a. This can be done through advertising, publicity, lobbying efforts, etc. We Share Ideas

XII. Four Strategies Leaders Use to Position Their Organization D. Establish a new linkage between the external and internal environments 1. This can be done by establishing new linkages through vertical integration, mergers and acquisitions, or innovative systems design We Share Ideas

XIII. Personal Qualities Needed for Leaders A. When the 90 leaders interviewed were asked what personal qualities were needed to be a leader they never mentioned charisma, dressing for success or time management. They mentioned : 1. persistence and self-knowledge 2. a willingness to take risks and accept losses 3. commitment, consistency, challenge 4. a desire to learn We Share Ideas

XIV. Myths of Leadership A. Leadership is a rare skill 1. Everyone has some leadership skills B. Leaders are born, not made 1. Although it is not easy to learn to be a leader, the skills are learnable C. Leaders are charismatic 1. Of the 90 leaders studied, few were charismatic We Share Ideas

XIV. Myths of Leadership D. Leadership exists only at the top of an organization 1. More and more large organizations are creating small, relatively autonomous units that require leaders We Share Ideas

Question Who are my “subordinate leaders? AND How effectively do they lead? We Share Ideas

XIV. Myths of Leadership E. The leader controls, directs, prods, manipulates 1. Leadership is not so much the exercise of power itself as the empowerment of others 2. Leaders teach followers how good they are a. Pulling vs. Pushing b. Inspiring vs. Ordering c. Creating achievable, challenging & inspiring expectations d. Rewarding progress e. Enabling people to use their own initiative and experiences We Share Ideas

Organizational Movement Increase “Pull” and reduce Friction by: Inspiring Rewarding Enabling Push Pull Friction We Share Ideas OR

Organizational Movement Increase “Pull” and reduce Friction by: Inspiring Rewarding Enabling Push Pull Friction We Share Ideas OR Move in smaller pieces

Question How can I increase “Pull” OR reduce “Friction” in my organization? We Share Ideas

XV. Likely Model of Twenty-First. Century Leadership From Few leaders, mainly at the top; many managers We Share Ideas

XV. Likely Model of Twenty-First. Century Leadership From Few leaders, mainly at the top; many managers We Share Ideas To… Leaders at every level, fewer managers

XV. Likely Model of Twenty-First. Century Leadership From Few leaders, mainly at the top; many managers Leading by Goal-setting; e. g. , near-term profits, ROI We Share Ideas To… Leaders at every level, fewer managers

XV. Likely Model of Twenty-First. Century Leadership From Few leaders, mainly at the top; many managers To… Leaders at every level, fewer managers Leading by Goal-setting; Leading by vision— e. g. , near-term profits, ROI creating new directions for long-term business growth We Share Ideas

XV. Likely Model of Twenty-First. Century Leadership From Few leaders, mainly at the top; many managers To… Leaders at every level, fewer managers Leading by Goal-setting; Leading by vision— e. g. , near-term profits, ROI creating new directions for long-term business growth Downsizing, benchmarking for low cost, high quality We Share Ideas

XV. Likely Model of Twenty-First. Century Leadership From Few leaders, mainly at the top; many managers To… Leaders at every level, fewer managers Leading by Goal-setting; Leading by vision— e. g. , near-term profits, ROI creating new directions for long-term business growth Downsizing, benchmarking Also creating domains of for low cost, high quality uniqueness, distinctive competencies We Share Ideas

XV. Likely Model of Twenty-First. Century Leadership From Reactive/adaptive to change We Share Ideas

XV. Likely Model of Twenty-First. Century Leadership From Reactive/adaptive to change We Share Ideas To… Anticipative/futurescreative

XV. Likely Model of Twenty-First. Century Leadership From Reactive/adaptive to change Designer of hierarchical organizations We Share Ideas To… Anticipative/futurescreative

XV. Likely Model of Twenty-First. Century Leadership From To… Reactive/adaptive to change Anticipative/futurescreative Designer of hierarchical organizations Designer of flatter, distributed, more collegial organizations; leader as social architect We Share Ideas

XV. Likely Model of Twenty-First. Century Leadership From To… Reactive/adaptive to change Anticipative/futurescreative Designer of hierarchical organizations Designer of flatter, distributed, more collegial organizations; leader as social architect Directing and supervising individuals We Share Ideas

XV. Likely Model of Twenty-First. Century Leadership From To… Reactive/adaptive to change Anticipative/futurescreative Designer of hierarchical organizations Designer of flatter, distributed, more collegial organizations; leader as social architect Directing and supervising individuals Empowering and inspiring individuals, but also facilitating teamwork We Share Ideas

XV. Likely Model of Twenty-First. Century Leadership From Information held by few decision makers We Share Ideas

XV. Likely Model of Twenty-First. Century Leadership From Information held by few decision makers We Share Ideas To… Information shared with many, both internally and with outside partners

XV. Likely Model of Twenty-First. Century Leadership From Information held by few decision makers Leader as boss, controlling processes and behaviors We Share Ideas To… Information shared with many, both internally and with outside partners

XV. Likely Model of Twenty-First. Century Leadership From Information held by few decision makers To… Information shared with many, both internally and with outside partners Leader as boss, controlling Leader as coach, creating processes and behaviors learning organizations We Share Ideas

XV. Likely Model of Twenty-First. Century Leadership From Leader as stabilizer, balancing conflicting demands and maintaining the culture We Share Ideas

XV. Likely Model of Twenty-First. Century Leadership From Leader as stabilizer, balancing conflicting demands and maintaining the culture We Share Ideas To… Leader as change agent, creating agenda for change, balancing risks and evolving the culture and the technology base

XV. Likely Model of Twenty-First. Century Leadership From Leader as stabilizer, balancing conflicting demands and maintaining the culture Leader responsible for developing good managers We Share Ideas To… Leader as change agent, creating agenda for change, balancing risks and evolving the culture and the technology base

XV. Likely Model of Twenty-First. Century Leadership From Leader as stabilizer, balancing conflicting demands and maintaining the culture To… Leader as change agent, creating agenda for change, balancing risks and evolving the culture and the technology base Leader responsible for Leader also responsible for developing good managers developing future leaders, serving as leader of leaders We Share Ideas

Question How effectively (and how quickly) are we moving toward a 21 st-Century model of leadership? We Share Ideas

Leaders: Strategies for Taking Charge by Warren Bennis and Burt Nanus We Share Ideas