collective leadership by peter hawkins
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PROFESSOR PETER HAWKINS
Leadership ConventionSt George’s Park, November 13-14
HENLEY BUSINESS SCHOOL AND BATH CONSULTANCY GROUP
Creating Collective Leadership
To rise to the Challenges that we all face.
The Darwinian law of organisational survival
L ≥ E.C.
Learning must equal or be greater than the speed of change in the environment
Sustainable change that drives performance
Strategy
Change
Culture Leadership
Strategy in one question
“What can you uniquely do that the world of tomorrow needs?”
Context for 21st Century leadership
Responsible leadership
Mindset change in transitional economies
Complexity of globalisation / matrix
24/7
Retiring baby boomersGrowing elderly population
Generation X & Y
Cross cultural challenges & opportunities
Shift in power from West to East – or
back?
Political instability & risk
Peak Oil - Fuel prices – sustainability issues
Need for holistic view - development
Need for growth, innovation & agility
Speed of technological change
Climate & environment changes
Governance, ethics & CSR
Talent demand out- strips supply
Economic turmoil & volatility
Increased migration
The challenge for us all – greater demand, higher quality, lower cost and more sustainable
Decreasing
Resources
1.5 Globes
today
– 5 by 2050
Incr
easi
ng
expec
tatio
ns
The re
st
want
the
best
Increasing Demand 7 Billion – 9 Billion
The limits to growth
‘Anyone who believes in indefinite growth in anything physical, on a physically finite planet, is either mad – or an economist.’
David Attenborough quoting Kenneth Boulding, President Kennedy’s environmental advisor
The UK health challenge between now and 2032Population growth of 8 million
Half the population over 50
Over 65s: 10.6 million – 16.1 million
Over 85s: 1.26 million – 2.65 million
Obesity: 26% - 40%
Arthritis: 8 million - 17 million
Dementia: 800,000 - 1.3 million
Dementia cost of care £40 billion
(Source: Kings Fund; The Future Trends)
How can sports organisations rise to the challenge?Building Collective Leadership that enables:
a) Creativity at all levels
b) Staff engagement
c) Identifying and make the most of talents
d) Community involvement with all stakeholders
e) Collaboration with other organisations
How come?
The UK government spent more on Leadership Development between 1997-2010 than all previous governments put together
Yet every department review reported that the senior leadership team were not as effective as they needed to be?
The paradigm shiftFrom To
Focus on ‘share value’Focus on government set targets
Focus on ‘shared value’Working in partnership to create value for all stakeholders
Competing on product, technological or knowledge advantage
Providing a differentiated customer experience
Brand image “Lived Brand” and the relational value chain
Leading those who report to you Leading with others across organizational boundaries
Leader development Leadership development
Questions to start our dialogue
1. What is going to be the 3-5 biggest challenges in your organisation in the next two years?
2. In the light of that how does the collective leadership of your organisation need to evolve and develop?
3. What do you need to learn today to develop that collective leadership?
The challenge for today’s leadership teams • Managing expectations of different
stakeholders• Both running the business and
transforming it• Being members of multiple teams• Working with systemic conflict• The world becoming more complex and
interconnected• Working virtually• The major challenges lie not in the parts
but in the interconnections
Developing High Performing Leadership Teams
In what circumstances are the following true?1. 1+1+1+1+1+1 = 6
2. 1+1+1+1+1+1 = 2
3. 1+1+1+1+1+1 = 12
We understand ‘1’ but do we understand ‘+’ ?
The expanding field
People in team = 7
Relationships internally = 21(dyads) 21 (tryads) 14(foursomes) 5 (fivesomes) = 61
External critical individual relationships each = 300
These stakeholders are interconnected = THOUSANDS
A High Performing Team‘A team is a small number of people with complimentary skills who are committed to a common purpose, set of performance goals, and approach for which they hold themselves mutually accountable.’
Katzenbach and Smith, HBR, March 1993
‘…a High performing team also: • effectively meets and communicates in a way that
raises morale and alignment, • engages with all the teams key stakeholder groups in
a way that grows performance • and provides constant learning and development for
all its members and the collective team.’
Hawkins, 2011
The journey from team manager to team coach
Team Manager
Team Leader
Team Orchestrator
Team Coach
The five disciplines of high performing teams
Task
Process
Inside(within boundary)
Outside(across boundary)
2. Clarifying 1. Commissioning
3. Co-Creating 4. Connecting
5. Core Learning
The five disciplines of high performing teams and boards
Task
Process
Inside(within boundary)
Outside(across boundary)
Core LearningCo-ordinating
and Consolidating
Reflecting, Learning Integrating
ClarifyingCollective endeavourTeam CharterGoalsObjectivesRoles
CommissioningEnsuring a clear commission for the team and contracting on what it must deliver..
Co-CreatingInterpersonalAnd Team DynamicsTeam culture
ConnectingAnd engaging all the critical stakeholders
Team charterTeam Commission or Mandate:
Team Strategic Focus:
Strategic Narrative:
Key Stakeholders
Key Team objectives and goals
Team Key performance Indicators
Vision of what success will look, sound and feel like
Team MembersWorking
Agreements
Green Card Behaviours
Core Values Red Card Behaviours
Who does your organisation serve?
And what “added value” does it need to deliver to each stakeholder?
Key stakeholder groupsInvestors/Regulators
Community in which the organisation
operates
Customers
Employees
SuppliersPartners
NaturalEnvironment
Key sports stakeholder groupsInvestors/Funders/ Regulators
Employees & Volunteers
Elite sports people&
Grass roots participants
NaturalEnvironment
Partner organisations
‘Employee engagement – nailing the evidence’• Top quartile companies delivered seven times more to shareholders than
bottom quartile companies.• While 78% of engaged public sector employees felt they could impact public
service delivery positively, only 29% of the disengaged felt the same way• 59% of engaged employees said that work brings out their most creative ideas,
compared with a mere 3% of the disengaged• Accidents are 62% higher among disengaged employees• Only one third of UK employees are actively engaged at work, leaving 20
million under-performers
Bruce Rayton, Tanith Dodge and Gillian D’Analeze (2012). Employee engagement – the evidence. Research Report. London. Engage for Success.
Five pillars of engagementStrategic Narrative: “I need visible, empowering leadership that articulates clearly where we have come from, where we are now and our vision of where are we going. What is the bigger picture of which I am a part and how does my role fit in with achieving our shared vision?”
Engaging Managers: “I respond best to a boss who makes it clear what my role is and helps me to harness my energy and creativity to play that role optimally. I want my achievement measured and celebrated and I thrive on opportunities to learn, develop and contribute more.”
Employee Voice: “I like to know that my ideas and concerns are heard and I want to be told what’s going on. I flourish when treated as a human being, not a human resource, and given leeway to share responsibility with my colleagues for our part in this collaborative enterprise.”
Organisational Integrity: “I prefer clear and consistent alignment between what is said and what is done. If the organisation claims its people are its greatest asset, please do not use command and control tactics leading to bullying harassment, grievances and mistrust. Values alignment matters.”
Real Teamwork: “I feel more engaged when I am working in a team that has clear objectives, works closely together to achieve those objectives and regularly meets together to review performance and how it can be improved.”
A strategic narrative
Please prepare a compelling and inspiring 3-5 minute strategic narrative, that you can use with your staff, the Board, and with other Stakeholders that includes:
• Why – are work is critically important• What – we need to focus on to be successful• How - we need to work together as a collective leadership team• Our vision of what success will look and feel like by the end of
2014.
Building partnerships
If a partnership does not have a shared compelling collective endeavour or joint it will fail to create value.
“What can we do together that we cannot do apart?”
Thank you for listening
If you want to follow up with a conversation then please contact me.
www.linkedin.com
Tel: +44 7802 887418