The Leadership Challenge: Managing the Knowledge Worker. Based on Based on Stephen Covey s the 8 th Habit, (

Transcription

1 The Leadership Challenge: Managing the Knowledge Worker Based on Based on Stephen Covey s the 8 th Habit, (

2 Overview Context Leadership and Organizations Leadership and/or Management Meeting the Leadership Challenge Conclusion

3 The Winning Organization Sustained Superior Performance Achieving Results Building Capacity Execution of Key Priorities Leadership & Management Development Individual Effectiveness

4 Knowledge & Ignorance Circle of Knowledge We believe that as knowledge expands, ignorance decreases

5 Knowledge & Ignorance In fact, as knowledge expands, Our ignorance also increases! Circle of Knowledge

6 Whole Person Paradigm: Four domains MIND SPIRIT HEART BODY

7 Four Needs of People Growth & Development To Learn (MIND) Meaning and contribution To Leave A Legacy (SPIRIT) Relationships To Love (Heart) Survival To Live (BODY)

8 Four Intelligences/Capacities IQ Mental (MIND) SQ SPIRITUAL (Spirit) EQ Emotional (HEART) PQ Physical (BODY)

9 Habit: the intersection of knowledge, attitudes and skills Knowledge Skill Attitude

10 In everyone s life at some time, our inner fire goes out. It is then burst into flames by an encounter with another human being. We should be thankful for those people who rekindle the inner spirit. These are LEADERS

11 Leadership Defined Communicating to people, their worthand potential, so clearly that, they come to seeit, in themselves

12 Organizations Made up of individuals who have a relationship and a shared purpose The key to understanding organizational behaviour is not to study organizational behaviour per se, but to understand human nature Filled with problems Most of the problems are the same

13 Chronic problems in organizations Backbiting, Infighting, No shared information No Shared Vision/Values (MIND) Ambiguity, Hidden agendas, Political games, Chaos Low Trust (SPIRIT) Apathy, Moonlighting, Anger, Fear Disempowerment (HEART) Misalignment (BODY) Rivalry, Co-dependency,

14 The Industrial Age Response: Managing People as Things The manager knows best, Makes all the important decisions RULES No need to see the future, Just do what s told and follow the rules BOSS CONTROL EFFICIENCY Workers cannot be trusted, Use carrot & stick Systems designed for efficiency

15 Management and/or Leadership? Leadership Doing the right things Coping with change A sense of movement Concerned with what things mean to people Architects Creation of a common vision Management Doing things right Coping with complexity Maintaining order & organization Concerned with how things get done Builders Controlling

16 Contrasts Leadership People Spontaneity Empowerment Effectiveness Programmer Investment Transformation Direction Purposes Principles Is the ladder against the right wall? Management Things Structure Control Efficiency Program Expense Transaction Speed Methods Practices Climbing the ladder fast

17 Both are vital either one without the other is insufficient Tendency to overemphasized leadership and neglect the importance of management Why Vastly overmanaged and Desperately underled

18 What Do Successful Leaders Do? SET SET DIRECTION (vision, (vision, customers, future) future) DEMONSTRATE PERSONAL CHARACTER (habits, (habits, integrity, trust, trust, analytical thinking) MOBILIZE INDIVIDUAL COMMITMENT (engage others, others, share share power) power) ENGENDER ORGANIZATIONAL CAPABILITY (build (build teams, teams, manage change)

19 Four Roles of Leadership Pathfinding (MIND) trust trust Empowering (HEART) Modeling (SPIRIT) trust trust Alignment (BODY)

20 Four Roles of Leadership Modeling (Conscience) Set a good example Pathfinding (Vision) Jointly determine course Aligning (Discipline) Set up and manage systems to stay on course Empowering (Passion) Focus talent on results not methods and then get out of people s way and give help as requested

21 4 Roles of leadership Modeling Inspires trust without expecting it (Personal moral authority) Pathfinding Creates order without demanding it (Visionary moral authority) Aligning Empowering Nourishes both vision and empowerment without proclaiming them (Institutional moral authority) Unleashes human potential without externally motivating it (Cultural moral authority)

22 Four Qualities of Personal Leadership Vision (Pathfinding) Conscience (Modeling) Passion (Empowering) Discipline (Alignment)

23 Four Primary Management Practices Strategy (Pathfinding) Culture (Modeling) Execution (Empowering) Structure (Alignment)

24 Excel in four primary management practices 1. Strategy Devise and maintain a clearly stated, focused strategy 2. Execution Develop and maintain flawless operation execution 3. Culture Develop and maintain a performance-oriented culture 4. Structure Develop and maintain a fast, flexible, flat organization

25 FOCUS Modeling and Pathfinding 1. The Voice of Influence Being a model involves finding your own voice first and choosing the ATTITUDE of initiative 2. The Voice of Trustworthiness You cannot have trust without trustworthiness; KNOWLEDGE of this principle is the doorway to influence 3. The Voice and Speed of Trust Also involves developing strong relationship SKILLS that build trust 4. One Voice Creating with others a common VISION about your highest priorities and values

26 EXECUTION Aligning and Empowering 5. The Voice of Execution Aligning goals and enabling systems for results 6. The Voice of Empowerment Releasing passion and talent, clearing the way before them and getting out of the way; Where the rubber meets the road

27 Level 5 Leadership LEVEL 5 Executive Builds enduring greatness through a paradoxical combination of personal humility and professional will LEVEL 4 Effective Leader Catalyses commitment to vigorous pursuit of clear and compelling vision LEVEL 3 LEVEL 2 LEVEL 1 Competent Manager Organizes people and resources Contributing Team Member Contributes to the achievement of group objectives Highly Capable Individual Makes productive contributions through talent, knowledge, skills and good work habits

28 Conclusion Leadership requires distinct behaviours and attitudes Before you become a leader, success is all about growing yourself When you become a leader, success is all about growing others

29 Paradoxes Leadership is full of them Performing balancing acts every day is leadership The most important is managing the short-long paradox managing for short term results while keeping in mind long term goals

30 Are Leaders Born or Made? Both Some characteristics like IQ and energy are innate Some like self-confidence, trying something, getting it wrong and learning from it, or getting it right and gaining self-confidence to do it again, only better can be learned

31 Leaders Can only exist and accomplish extraordinary goals because of supportive followers! Both need each other to achieve the group s vision and established mission

32 Leadership Can be best understood by turning the coin over and studying followership. Why do people follow leaders? If we can understand this, then we will be a long way down the road to creating those followers and hence becoming an effective leader.

33 People don't just follow anyone You can't just say 'follow me' and expect people to follow out of the goodness of their hearts You have to give them good reason for them to follow

34 Bottom Line The best leaders know how to follow We must all learn to follow before we can lead

35 Review Context Leadership and Organizations Leadership and/or Management Meeting the Leadership Challenge