effective leadership today masterclass

!© 2014 Roger Harrop Associates www.rogerharrop.com

Staying in the Helicopter® -for effective leadership today

!© 2014 Roger Harrop Associates

enablers

connections

step change

nuts & bolts

purpose

strategy

tactics

detail

action

change

re-action

adapt detail

adapt tactics

confirm/adapt strategy

The Pyramid of Leadership


a Manager carries out orders from above

whilst

a Leader creates by his or her strategies

Manager vs Leader


Howard Gardner

“Leaders are persons who, by word and/or personal example, markedly influence the behaviours, thoughts,

and/or feelings of a significant number of their fellow human beings”


What do we want from our leader?


enablers

connections

step change

nuts & bolts

purpose

strategy

tactics

detail

action

change

re-action

adapt detail

adapt tactics

confirm/adapt strategy

The Pyramid of Leadership


direction &

purpose

Best Business Leaders

learning mindset

vitality &

energy

source: sean delaney


direction &

purpose

learning mindset

vitality &

energy


Best Business Leaders


!- Ken Aikawa Chairman, Mitsubishi Heavy Industries

“We don’t give a hoot about things like return on equity”


US Retail price/gallon

Source: Cockeyed.com

Coke

Gasoline

Milk

Evian Water

Budweiser


Source:Treacey & Wiersma

Operational Excellence

Product Leadership

Customer Intimacy



๏ the essence: be the lowest cost provider in the market


๏ optimised supply chain processes !๏ customer receives reliable high speed transactions !๏ “lean and mean” culture where operational efficiency is highly rewarded

operational excellence


Product Leadership

๏ the essence: push the boundaries of the market with innovative products or processes


๏ focus on invention, product development and market exploitation !๏ products and services generate anticipation and excitement among customers !๏ rewards for new product successes and toleration of failures

product leadership


Customer Intimacy

๏ the essence: develop the relationship with your chosen customers that they most value


๏ focus on identifying customer problems and developing and implementing solutions !๏ empowered customer-facing employees !๏ carefully selected and nurtured clients

customer intimacy


Market Leader

Fast Follower

Industry Average

Below Industry average

A B C

A

BCB

AC

Customer Intimacy

Product or Process

Innovation



Market Leader

Fast Follower

Industry Average

Below Industry Average

Customer Intimacy

Product or Process

Innovation Operational Excellence

Now


Market Leader

Fast Follower

Industry Average

Below Industry Average

Customer Intimacy

Product or Process

Innovation Operational Excellence

Target


๏ What does the heartbeat of the business say about where the focus and energy is?

๏ Have you made a clear choice? ๏ Are you targeting customer groups who value this? ๏ Is the organisation aligned with the strategy? ๏ Are you always looking to move the benchmarks

upwards?


business leader types

Source: Development Dimensions International

Democrats !

Autocrats !

Meritocrats


top driver: “freedom to make decisions without conferring”


66%

46%

39%


happy to have your decisions challenged?


96%

29%


your major concern:“making tough decisions that affect people’s future”


50%

28%

20%


positional vs

personal

Authority


Downwards

Outwards Outwards

Upwards

3 D leadership


ignore

pretend

selective

attentive

empathic

Levels of Listening

Looking elsewhere

Waiting to speak


What do we want from our leader?

What does the leader want from their team?


direction &

purpose

learning mindset

vitality &

energy


best business leaders


Source: DBERR

Why do you follow someone?

“A feeling of fun, energy and

excitement”93%


!Team

Performance

people

leadershiprelationships

culture/ atmosphere

skills profiles

direction structure

organisation motivation

mutual trust respect support


ritual & cliche

gossip & fact

ideas & judgements

feelings & emotions

peak

levels of communication

!© Roger Harrop Associates 2012

belbin team roles

© Belbin Associates

team worker

completer

resource investigator

specialist

co-ordinator plant

implementer

monitor evaluator

explores opportunities,

develops contacts

single minded self starting dedicated

clarifies goals promotes decisions delegates

painstaking conscientious

polishes & perfects

creative unorthodox

solves difficult problems

perceptive diplomatic co-

opererative

shaperpractical reliable

turns ideas into actions

focussed on the objective!

challenging!dynamic

Action

People

Cerebral

sees all options logical

analytical


shaper

co-ordinator

plant

resourceinvestigator

team worker

implementer

monitorevaluator

completerfinisher

specialist


Shaper

Co-ord

Plant

Resource

InvestigatorTeam Worker

Implementer

Evaluator

Completer

Finisher

Monitor

preferred team roles

Action

People

Cerebral

LESLEY

ADAM

ADAM

JIM

DEREK

JIM

ANDREW

ANDREW

IAN

IAN

TOM

HARRY

TOM

HARRY


Shaper

Co-ord

Plant

Resource

InvestigatorTeam Worker

Implementer

Evaluator

Completer

Finisher

Monitor

preferred team roles

Action

People

Cerebral

ARSAD

PHILIP

KEVIN

KEVIN

ANDREW

ARSAD

ANDREW

PHILIP

GRAEME

LIK SAN

LIK SAN


case study


TASK

task achievement


Leader

Grip self

๏ steady

๏ stand back

๏ consider best approach to team & task

Grip team

๏ collect, clarify, challenge, confirm information

๏ question & listen

๏ establish objective & strategy

๏ plan, organise, delegate

Grip task through team

๏ keep overview

๏ support, control, monitor and review

Keep things Simple


shock

denial

awareness

acceptance

experimentation

search

integration

SELF-ESTEEM/CONFIDENCE/ PERFORMANCE

CHANGE OCCURS(the world isn’t quite how it used to be)

TIME

change transition curve


attitudes to change

missionaries believers members of the hiders & members of honest lip service refugees the opponents resistance

Source: Krebsbach-Gnath


50%transformational followers

cultural architects 20%

against 30%

50%transformational followers

!© 2014 Roger Harrop AssociatesSource: Dilts & Dilts

Values

Beliefs

Capabilities

Behaviour

Capabilities

Behaviour

Environment

Environment

Identity

effort to change

& &effort to change

organisational

transformation


sense of urgencyguiding

coalitioncreate a vision

communicate vision

empowerwinsconsolidate

+ change

institutionalise


sense of urgency

guiding coalition

create a vision

communicate vision

empower

wins

consolidate +

change

institutionalise

Source:Harvard Business Review

organisational

transformation

!© 2014 Roger Harrop AssociatesSource: The Logic of Failure : Dietrich Dorner

no clarity of purpose

no systematic thinking

law of unintened consequencesno visulalising

over timebias towards the

presentloss of focusemotional

commitment to the past

why things go wrong


why things go wrong

Source: The Logic of Failure : Dietrich Dorner

no clarity of purpose

no systematic thinking

law of unintened consequences

no visulalising over time

bias towards the present

loss of focus

emotional commitment to

the past


belief

passion

courage

effective leadership today masterclass

Business

roger harrop associateswhat

effective leadership

rewardedoperational

market exploitation

customer problems

empowered customer

strategiesmanager vs

operational efficiency