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Speaker
The ROI of Authentic Leadership“Transforming Organizational Culture”
~Crooked~Wire~® Leadership Series
G. T. “Toby” Stanselltoby.stansell@thincit.com
February 22, 2018
2018 – Look at More | A THInc.IT Conference
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Object Lesson: Performance vs. Leadership
What is the simple description of a “Great Performer”?
▪ A “Great Performer” sets goals and achieves results.
What is the simple description of a “Great Leader”?
▪ A “Great Leader” sets goals and achieves results…
• through others!
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To excel… an organization needs leaders that inspire others to extraordinary performance
If we inspire others only to match the level of performance that is widely accepted as the “gold standard” in our market space, we will never extend the current standard of excellence
We do not want to simply compete in the markets that we serve… we want to sur-pete… i.e. surpass the performance of our peers… becoming thought leaders and an executional leaders.
So… how should we think about the most important elements of organization in order to optimize our performance?
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We “sur/pete” by creating (or innovating) “Crooked Wire” value
What is “Crooked Wire” value?
▪ “Crooked Wire” value results from the provision of innovative products and services (“solutions”) that 1), provide unexpected and unmatched customer value and 2), that generate the following response from our customers:
• “Wow!” We never thought of that, but that is exactly what we need!“
▪ The consistent delivery of “Crooked Wire” value makes it difficult, if not impossible, for our customers to defect… even when we are the more expensive proposition… because our customers are addictedto our solutions and are not willing to live without them.
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Our objective?
Consistently deliver “Crooked Wire” Value
Make our organization one that our target market(s) cannot live without
▪ In my opinion, an organization should exist first and foremost for the benefit of the customer… and if we deliver on that commitment… our organization… and we as employees (and leaders)… will benefit richly as a by-product of that achievement.
▪ Questions we must answer…
• Who are our customers… both internal and external?
• What benefit(s) are we committed to delivering to those customers?
• Have we clearly articulated and documented what success looks like for our customers… as well as our company?
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How do we consistently deliver Crooked Wire value… and become… the “Gold Standard”?
Better management?
Nope.
Better leadership?
Yes!
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Authentic Living/Leadership begins with integrity…
Integrity is simply doing what we say we are going to do.
Integrity is ensuring that what we say we are going to do is consistent with our core ideology
Incongruities between what we say we are going to do… or what we actually do… and our core ideology… is hypocrisy.
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Authentic leaders imprint an indelible culture onto their organizations
Culture = Organizational Personality
Culture is comprised of…
▪ Purpose: Why do we exist?
▪ Vision: What do we want to become?
▪ Mission: What do we want to achieve?
▪ Values: What character traits do we want to embody?
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Attitudes of an Authentic Leader
“I know I can be wrong.”
▪ Keeps me humble
▪ Helps me value others and their perspectives
▪ Makes me listen better
“OK is not OK”
▪ If an activity needs to be executed, then it’s important to find a better way… today… and every day
▪ Acceptable performance demands regular incremental improvement
▪ The optimum solution yesterday is old news today
• “Your greatest weakness is an unprotected strength.”
Currency and Relevance
▪ The world today rewards mental and physical agility almost as much as it rewards experience!
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What do Authentic Leaders measure?
Authentic Leaders measure what matters…
▪ Outcomes (results), not style
• “Activity without achievement is worthless.” (John Wooden)
Authentic Leaders monitor/measure behavior against 5 simple guidelines
▪ Legal
▪ Moral
▪ Ethical
▪ Consistent with company values
▪ Consistent with company culture
• Beyond the above… all rules are off
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An Authentic Leader…
Embraces inclusivity… and eschews exclusivity
▪ Every individual and every role is valuable.
Humbly accepts the word “No” from any level within the organization as long as that “NO” is justified by…
▪ Sound logic, or
▪ The selection of an alternative course of action that represents a higher priority
Does not play favorites
Does not “sell” people... but instead… serves them
Within limits… finds a way to say “Yes”
Is collaborative… but not democratic
Understands and respects the fact that the most important employees in a company are the ones that are closest to the customers, the prospects, the work, and the market.
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So…
How do I balance the pressure on me to perform today (metrics) with my responsibility to develop new leaders that will sustain and strengthen the organization long after I am
gone?
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Must I choose between a performance pedigreeand a Legacy of Leadership?
I construct a performance pedigree on the back of my own accomplishments and accolades… enhancing my reputation.
▪ Performance exits when I exit…
I create a “Legacy of Leadership” when my impact is expanded and extended through the influence of others… long after I am gone… confirming my character and transforming the culture.
What will my “Legacy of Leadership” be?
A lasting “Legacy of Leadership” is not measured by what I do or accomplish… but
instead by what others become, do, or accomplish as a result of any influence that I
might have in their lives.
by G. T. "Toby" Stansell
Yes… but how?
You lead from the middle… not from the top.
But… is it possible for me to perform while I develop others at the same time?
Authentic Leadership Principle #3Position, Pedigree, and Privilege mean nothing.
Performance means everything.
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But I’m a person of Importance and Influence!
Being “important” and “influential” does not make you an Authentic Leader!
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Take your rewards from work… not at work
The Authentic Leader’s “Mark of Success”?
▪ Not a big office… but instead a big following!
Many things on which we spend money at/for work don’t help us make more money!
You make money by not spending it!
▪ Be frugal, but not cheap.
Businesses don’t go broke because of $100,000 decisions. They go broke because of a multitude of undisciplined $1000 decisions.
“The fastest way to go broke in business is to make decisions based upon irrational exuberance.” (Jack Welch).
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Influence vs. Leadership
Influence is sporadic
Leadership requires commitment
Leadership requires time
Leadership is measured by the success of others, not by your own success
Leadership is selfless
Leadership transforms
▪ Institutions, Organizations, Processes, Communities… Lives
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Transforming Influence into Leadership
Influence (n): the act or power of producing an effect without apparent exertion of force or direct exercise of command
Influence (v): to affect or alter by indirect or intangible means
Clearly, influence is a powerful force that creates an effect… but the direction and result of influence can be positive or negative. Influence can be intermittent.
Positive influence consistently exerted and demonstrated over an extended period of time… that generates desired results… is leadership.
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The Test of Authentic Leadership
Did I tell you something… show you something… give you something… or teach you something… that you could easily put into practice… and when you did… it made your life… personally and/or professionally… better?
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Authentic Leaders create…
An environment that is the ideal balance of empowerment and accountability
▪ Empowerment with no accountability is anarchy
▪ Accountability with no empowerment or authority is paralysis
A “can do” attitude in their teams
Results
Satisfied, long-term customers (internal and external)
New Leaders
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Authentic Leaders…
Are Level 5 leaders
▪ Level 5 leaders exhibit the paradoxical blend of intense professional will and extreme personal humility
have forfeited the right to make excuses
find a solution… all the time… no matter what
perform in an excellent manner… all the time… no matter what
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Managing and leading are different…
You manage projects and processes
You teach, coach, and lead people
“If you think you’re leading… and nobody’s following… you’re just taking a walk!” (David Wilkins, former U.S. ambassador to Canada)
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How do we move from where we are (managing) to where we want to be (leading)?
First… we acknowledge where we are…
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Is your organization here?
CXO
Typical Company/Department Organization Chart!(Not scalable or sustainable!)
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The Inverted Leadership Paradigm
Market Prospects Customers Workload
Instructors, Professors, Staff, Doers
Managers & Team Leaders
Exec Team
Serve up! Recommend Down!“Sledgehammers”
Authentic Leadership Principle #6 If you’re going to develop new leaders…
▪ you have to be willing to tolerate a reasonable degree of failure.
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What type of culture do we put in place to develop new leaders?
A culture of encouragement
A culture of empowerment
A culture of accountability
▪ The perfect balance of Empowerment and Accountability at all levels within the organization
A culture of support
A culture of discipline
A culture of respect for all levels, roles, and individuals within the organization
▪ We talk with our colleagues… not about them.
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What guidelines do we give emerging leaders when it comes to behaviors and making
decisions? Decision-making by the Numbers: 3… 2… 1…
▪ 3 things to avoid
• Anything that might be perceived as…
– Illegal
– Immoral
– Unethical
▪ 2 behaviors to model
• Behave in a way, both at work and away from work, that reflects and reinforces our organization’s values and culture
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What guidelines do we give emerging leaders when it comes to behaviors and making decisions? (cont’d)
1 Principle for making decisions
▪ Within my span of control, body of expertise, or sphere of influence, I am fully empowered to make decisions on my own, except for those decisions that are of such a magnitude that… if I were to be wrong… demonstrate an elevated degree of risk to irreparably or catastrophically damage one or more of “the 5 C’s”?
• Our Company
• An important Customer
• A significant Contract
• My Confidence
• My Character
▪ If the risk is low… make the decision! As long as you don’t destroy one or more of “the 5C’s”, you will receive complete support from company management whether you are right or wrong
▪ If the risk is significant, seek additional counsel. Get someone else in the boat with you before making the decision!
Important CustomerConfidence
Contract
Our Company
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The “Empowerment Box” for employees of Authentic Leaders
My Character
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3 Principles for Employee/Leadership Development
1. Primarily self-directed development
▪ Don’t operate a “mentor” program; establish a “Mentee” mentality
2. Performance in your current role
▪ If someone feels they are better-suited for another position, the best way for him/her to get there is to excel in their current role.
3. When you have to make a decision, and there is no one around with whom to collaborate, use your own best judgment. It’s all anybody can do. Or expect.
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Leadership Secrets from The One Minute Manager (Ken Blanchard)
People who feel good about themselves produce good results.
Help people reach their full potential. Catch them doing something right!
The best minute I spend is the one I invest in people.
Everyone is a potential winner. Some people are disguised as losers. Don’t let their appearance fool you.
Authentic Leadership Principle #7Most people can perform twice as well as
they are currently performing…qualitatively and quantitatively.
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What are the causes of “performance headroom”?
There are three primary reasons why employees are not performing in an optimum manner.
▪ They don’t know how. (An excuse in today’s digital society)
▪ They won’t push themselves (not enough intrinsic motivation; a sign of immaturity)
▪ They’re afraid… usually of failure or looking stupid.
“What three (3) things must I absolutely… without fail… complete today… regardless of whether anybody notices or not… that will make the biggest difference in the operational and/or financial performance of our department or company?”
The “Million $ Question” and…“The Book”
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Speaker
Thank You!
G. T. “Toby” Stanselltoby.Stansell@thincit.com
February 22, 2018
2018 – Look at More | A THInc.IT Conference
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