Leadership Excellence: Inspiring Performance and Sustaining Success

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<ul><li><p>Leadership Excellence:Inspiring Performance and Long-Term Success</p></li><li><p>2</p><p>Annette@Inspired-Executives.com</p><p>Leadership Can Be Found in Day-to-Day </p><p>Activities</p><p> Leadership Excellence has become a key differentiator regarding managing performance and sustaining success. </p><p> Leadership can be found in day-to-day activities, for example dancing. Here are some lessons on leadership excellence from the dance floor:</p><p> Know who you are: Dancing and leadership means being aware of your ownstyle, what youre passionate about, and then expressing exactly that. </p><p> Emphasize self-leadership: The way your dance partner holds him-/herself will lead you to effortlessly do your part and follow him/her well.</p><p> Focus on implementation: Dont be afraid of making mistakes, just start moving. Both dancing and doing business can only be learned by taking action. </p><p> It takes two to tango: Its about working in partnership to create the best results. When we dance, there is consent, connectedness and a shared passion for ourgoals. </p></li><li><p>3</p><p>Annette@Inspired-Executives.com</p><p>ContentsLeadership Excellence: </p><p>Inspiring Performance and Long-Term Success</p><p>VUCA-World1</p><p>Leadership Challenges2</p><p>Leadership Excellence3</p><p>Authentic Identity4</p><p>Change Leadership5</p></li><li><p>4</p><p>Annette@Inspired-Executives.com</p><p>Severe Turbulence is the New Normal </p><p>V</p><p>U</p><p>C</p><p>A</p><p>Volatility</p><p>Uncertainty</p><p>Complexity</p><p>Ambiguity</p><p>Nature, speed, volume, magnitude, and dynamics of change</p><p>Lack of predictability of issuesand events</p><p>Confounding of issues, and the chaosthat surrounds any organization</p><p>Haziness of reality, and the mixedmeanings of conditions</p></li><li><p>5</p><p>Annette@Inspired-Executives.com</p><p>VUCA-World1</p><p>Leadership Challenges2</p><p>Leadership Excellence3</p><p>Authentic Identity4</p><p>Change Leadership5</p><p>ContentsLeadership Excellence: </p><p>Inspiring Performance and Long-Term Success</p></li><li><p>6</p><p>Annette@Inspired-Executives.com</p><p>We need leaders who can lead in any situation,with or without position authority, with or without formally allocateddecision rights, with or without designated followers, with or without an approved set oftraits and characteristics, and often in conditions in whichthere is no agreement as to what theright answer is.</p><p>Granger (2009)</p><p>Current Leadership Vacuum</p><p>The leadership crisiswe first identified in our 2005 reportcontinues.Rosenthal, et al (2007, intro.) A national study in confidence in Leadership, The Center for Public Leadership, Harvard University </p><p>Estimates of managerialincompetence range from30% to 75%. 65% to 75% oforganization membersreport that their immediate boss is the worst aspect oftheir current employment. The failure rate amongsenior executives is 50%.Robert Hogan and Robert Kaiser, What weknow about Leadership (2005)</p><p>Yet despite the huge investmentthat companies have made in change management, moststudies still show a 60 70% failure rate for organizationalchange projects.HBR.org</p></li><li><p>7</p><p>Annette@Inspired-Executives.com</p><p>Room for Improvement &amp; the Power of</p><p>Basic Beliefs</p><p> Yesterdays command and control mentality is definitely out. There is not this one set of leadership skills that could make all the difference. Instead, they describe an idealized version of a leader who seems to have super-natural powers. Dont we all love heroes? How real or realistic are they though? </p><p> There is a leadership vacuum that needs to be filled. Take up that space and lead. There is not just one way to exhibit leadership excellence. You need to find your own. </p><p> The biggest challenge is sitting between our two ears. Our mind is a powerful thing. The stories we tell ourselves and the things we believe about ourselvescan either prevent change from happening or allow new skills to blossom.</p><p> Prof. Carol Dweck, psychologist at Stanford University, studies human motivation. She tries to find out why people succeed and whats within ourcontrol to foster success.</p></li><li><p>8</p><p>Annette@Inspired-Executives.com</p><p>Changing Your Mindset ... </p><p> Fixed Mindset Intelligence is static.Belief that my intelligence, personality and character arecarved in stone; my potential is determined at birth.</p><p> Leads to a desire to look smart, and therefore a tendencyto</p><p> avoid challenges</p><p> give up easily</p><p> see effort as fruitless or worse</p><p> ignore useful negative feedback</p><p> feel threatened by the success of others.</p><p> As a result they may plateau early and achieve lessthan their full potential. </p><p>Fixed Mindset</p><p>Source: Dr. Carol Dweck, Stanford University</p></li><li><p>9</p><p>Annette@Inspired-Executives.com</p><p>... Its Up to You! </p><p> Growth Mindset Intelligence can be developed.Belief that my intelligence, personality and character can bedeveloped. A persons true potential is unknown (andunknowable). </p><p> Leads to a desire to learn, and therefore a tendency to</p><p> embrace challenges</p><p> persist in the face of setbacks</p><p> see effort as a path to mastery</p><p> learn from criticism</p><p> find lessons and inspiration in the success of others.</p><p> As a result they reach ever higher levels ofachievement.</p><p>Growth Mindset</p><p>Source: Dr. Carol Dweck, Stanford University</p></li><li><p>10</p><p>Annette@Inspired-Executives.com</p><p>Managing and Leading for </p><p>Performance and Results</p><p>BeliefsValues, judgements, interpretations, assumptions, attitude </p><p>RelationshipsTrust, rapport, collaboration, sharing, connection</p><p>BehaviorStyle, openness, habits, skills, practices, action</p><p>ResultsOutcomes, impact, accountabilities, improvements, performance</p><p>... determine my ... </p><p>... which influence my ... ... which affect my ... </p><p>... which reinforce my ... </p></li><li><p>11</p><p>Annette@Inspired-Executives.com</p><p>VUCA-World1</p><p>Leadership Challenges2</p><p>Leadership Excellence3</p><p>Authentic Identity4</p><p>Change Leadership5</p><p>ContentsLeadership Excellence: </p><p>Inspiring Performance and Long-Term Success</p></li><li><p>12</p><p>Annette@Inspired-Executives.com</p><p>Leadership Defined</p><p>As we look ahead intothe next century, leaderswill be those whoempower others. Bill Gates</p><p>When the leadershipprocess in a group iseffective, three crucialoutcomes are produced: Direction Alignment Commitment</p><p>Center for Creative Leadership</p><p>The only definition ofa leader is someonewho has followers. </p><p>Peter Drucker</p><p>It is important that you get clearfor yourself that your only accessto impacting life is action. The world does not care what youintend, how committed you are, how you feel or what you think, and certainly it has no interest in what you want and dont want. Take a look at life as it is livedand see for yourself that theworld only moves when you act. Werner Erhard </p><p>Leadership involves establishing a clear vision sharing that vision with others providing the information, knowledge</p><p>and methods to realize that vision, and</p><p> coordinating and balancing theconflicting interests of all membersand stakeholders. </p><p>A leader steps up in times of crisis, and is able to think and actcreatively in difficult situations. </p><p>Businessdictionary.com</p><p>Leadership is the capacityto translate vision intoreality. </p><p>Warren Bennis</p></li><li><p>13</p><p>Annette@Inspired-Executives.com</p><p>Revisiting In Search of Excellence</p><p> The Eight Themes (Tom Peters, 1982)</p><p>1 A bias for action2 Close to the customer3 Autonomy and entrepreneurship4 Productivity through people5 Hands-on, value-driven6 Stick to the knitting7 Simple form, lean staff8 Simultaneous loose-tight properties</p><p> To be added (2016)</p><p> Capabilities concerning ideas, e.g. creativity, innovation</p><p> Liberation, disorganization Speed, agility</p></li><li><p>14</p><p>Annette@Inspired-Executives.com</p><p>Leadership Excellence Starts </p><p>With Leading Yourself</p><p> Obviously, the boss in this cartoon needs to adapt to the VUCA-world. VUCA requires sharing ourselves more freely. </p><p> On the dance floor, both, leader and follower have a shared responsibility. The same is true for organizations. In the dance world, we talk about floor craft, which equals excellence. </p><p> Be the best you can be, and dance like nobodys watching. In competition ballroom dancing, judges wantto see full expression and commitment to the movement. No holding back. </p><p> Use the same procedure in business: Make the leap of faith, take the risk, and execute your decisionswhole-heartedly. Dance full out.</p></li><li><p>15</p><p>Annette@Inspired-Executives.com</p><p>Dance Full Out </p><p>Personal mastery is the discipline of continuallyclarifying and deepening our personal vision, of</p><p>focusing our energies, of developing patience, andof seeing reality objectively. People with a high </p><p>level of personal mastery are able to consistentlyrealize the results that matter most deeply to</p><p>them.Peter Senge, The Fifth Discipline Fieldbook</p></li><li><p>16</p><p>Annette@Inspired-Executives.com</p><p>There is a linkage between these rubber bands and personal mastery. The concept of Personal Masterycomprises a vision, creative tension, and commitment to truth.</p><p> Commitment to truth means being willing to challenge the way you perceive the world and others. Your vision is an image of the future that you desire. Attempting to make reality meet your vision produces creative tension.</p><p>The rubber band represents the tension between your personal vision and reality. The creation process needsboth vision and truth to be energized and move forward!</p><p>Leaders Consciously Choose</p><p>Their Attitude</p></li><li><p>17</p><p>Annette@Inspired-Executives.com</p><p>Leading From the Inside Out </p><p>Leaders with a sound level of Personal Mastery</p><p> are dedicated to creating and leading out of a personal vision. They can accurately assess the gap between current reality and their vision.</p><p> are mindful and present, and they practice regular self-reflection and self-monitoring. </p><p> accept only the best. </p><p> understand not only their own feelings, behaviors, and mindsets but are equally aware of</p><p>as to what drives their followers.</p><p> embrace self-management. </p><p> are clear on the end state they wish to achieve andrelentlessly drive towards it every day.</p></li><li><p>18</p><p>Annette@Inspired-Executives.com</p><p>Leadership Excellence in Action</p><p>Oprah Winfrey</p><p>It doesnt matter who youare, where you come from. The ability to triumphbegins with you. Always.</p><p>Muhammad Yunus </p><p>Poor people are bonsaipeople, there is nothingwrong with their seed. Society never allowed themthe space to grow.</p><p>Steve Jobs </p><p>If you are working on something exciting that youreally care about, you donthave to be pushed. The vision pulls you.</p></li><li><p>19</p><p>Annette@Inspired-Executives.com</p><p>VUCA-World1</p><p>Leadership Challenges2</p><p>Leadership Excellence3</p><p>Authentic Identity4</p><p>Change Leadership5</p><p>ContentsLeadership Excellence: </p><p>Inspiring Performance and Long-Term Success</p></li><li><p>20</p><p>Annette@Inspired-Executives.com</p><p>Why Should Anyone Be Led By You?</p><p>Most people are other people. Theirthoughts are someone elses opinions, theirlives a mimicry, their passions a quotation.</p><p>It is not the perfect, but the imperfectwhich needs our love.</p><p>Be yourself. Everyone else is taken.</p><p>Oscar Wilde </p></li><li><p>21</p><p>Annette@Inspired-Executives.com</p><p>Authentic Leaders Know Why They Want to</p><p>Lead</p><p> People are longing for trustworthy leaders. Authentic Leaders fill a void in an uncertain world. </p><p> Authentic Leaders lead from conviction; they are originals, not copies, and base their actions on their values. They </p><p> understand their purpose have strong values establish and maintain trusting relationships exhibit Self-discipline act from the heart (mission).</p><p> People have the capacity to become authentic leaders. It is a lifelong learning process. </p><p> Leaders are shaped by critical life events that lead togrowth and greater authenticity. </p><p>Source: Bill George (2003, 2007)</p></li><li><p>22</p><p>Annette@Inspired-Executives.com</p><p>AuthenticLeader</p><p>Authentic Leadership Comes From</p><p>Who We Are</p><p>Purpose</p><p>Passion</p><p>Values</p><p>BehaviorHea</p><p>rt</p><p>Com</p><p>pass</p><p>ion</p><p>Source: Authentic Leadership: Rediscovering the secrets to lasting value</p><p>by Bill George</p></li><li><p>23</p><p>Annette@Inspired-Executives.com</p><p>VUCA-World1</p><p>Leadership Challenges2</p><p>Leadership Excellence3</p><p>Authentic Identity4</p><p>Change Leadership5</p><p>ContentsLeadership Excellence: </p><p>Inspiring Performance and Long-Term Success</p></li><li><p>24</p><p>Annette@Inspired-Executives.com</p><p>Listen, Listen, Listen</p></li><li><p>25</p><p>Annette@Inspired-Executives.com</p><p>Emotion is at the Heart of Change</p><p>BehaviorGoals Skills</p><p>StructuresGuidelines</p><p>Feelings</p><p>Roles</p><p>BeliefsValues</p><p>Opinions</p><p>Desires</p><p>Needs</p></li><li><p>26</p><p>Annette@Inspired-Executives.com</p><p>Resistanceis caused up to </p><p>80 %</p><p>10 %</p><p>10 %</p><p> by uncertainty and fear</p><p> by disregarded self-interests</p><p> by factual concerns adverse to the change</p><p>Emotions are Deeply Rooted in Resistant Behavior</p></li><li><p>27</p><p>Annette@Inspired-Executives.com</p><p>Change in Organizations Always Impacts </p><p>Motivation, Morale, and Productivity</p><p>RewardingCompletion(Satisfaction)</p><p>Actively managed changeleads to ... Higher speed of adoption</p><p>How quickly do employees beginto use the new process, system, tool or behavior the changeintroduces?</p><p> Better employee engagementHow many employees areengaged and practice the newway of doing things?</p><p> Higher proficiencyHow effective are employeeswhen they implement change? </p><p>1</p><p>2</p><p>3</p><p>45</p><p>without change managementwith change management</p><p>Morale</p><p>Time</p><p>UninformedOptimism</p><p>(Hope)</p><p>InformedPessimism</p><p>(Doubt)</p><p>HopefulRealism(Hope)</p><p>InformedOptimism</p><p>(Confidence)</p><p>Source: Dr. Elisabeth Kuebler-Ross, Change Curve</p></li><li><p>28</p><p>Annette@Inspired-Executives.com</p><p>Nurture the Sense of Urgency</p><p>Generate creative tension:</p><p>D x V x S &gt; RD = Dissatisfaction with current situation, </p><p>need for change </p><p>V = Vision: Outcome &amp; values</p><p>S = Steps to success </p><p>R = Resistance </p><p>Each of the three factors in Gleichers change formula must be bigger than zero. </p></li><li><p>29</p><p>Annette@Inspired-Executives.com</p><p>Successful Change Processes</p><p>Shared Vision Has a clear vision been articulated and is the vision understood and shared by all stakeholders? Is the change process aligned to strategic and business objectives?</p><p>1</p><p>Sense of Urgency Has a sense of urgency for the change been articulated? Do the benefits of change outweigh the benefits of the status quo?</p><p>2</p><p>Leadership Accountability Do leaders at all levels understand their role in enabling change? Do leaders and HR have the resources and preparation to identify key employees to engage?</p><p>3</p><p>Stakeholder Involvement Have strategies been developed to engage key employees? Do leaders understand how to help their employees to move to the next stage of change? </p><p>4</p><p>Communication Has a communication strategy and a feedback mechanism been established? Are key messages impacting individuals reinforced through one-on-one communication?</p><p>5</p><p>Training Has a learning plan been developed to address desired competencies? Is leadership establishing clear priorities for training?</p><p>6</p><p>Organizational Alignment Have the behaviors required for the future state been identified? Have incentive and reward systems been aligned to reward desired behaviors?</p><p>7</p><p>Source: Corporate Leadership Council</p></li><li><p>30</p><p>Annette@Inspired-Executives.com</p><p>Leadership Strategies in a VUCA-World</p><p>Volatility</p><p>Uncertainty</p><p>Complexity</p><p>Ambiguity</p><p>Organizational agility, increase ofresources, clear communication, andintention</p><p>More flexibility, fresh perspectives</p><p>Influence and inspire across hierarchies, lead and follow, collaboration, focus</p><p>Experiment, identify new business rules</p><p>Challenge: Response:</p></li><li><p>31</p><p>Annette@Inspired-Executives.com</p><p>What Top-Notch Leaders Prioritize</p><p>Leadership Excellence starts with leading yourself from the inside out. Leaders who embrace Leadership Excellence prioritize </p><p> AuthenticityTheir intentions, behavior and impact are in congruence.</p><p> A deep Sense of Purpose They are clear as to why the organization is in...</p></li></ul>