sustainable servant leadership fons .../media/employers/documents...people versus to become more...
TRANSCRIPT
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NEVER WAIST A CRISISSUSTAINABLE SERVANT LEADERSHIP
FONS TROMPENAARS
Birmingham5 November, 2009
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Your clients and partners
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Einstein: "You can't solve a problem with the same mindset that created it"!
Whilst all organizations share the same types of problems during these difficult times, their approach to them is usually culturally biased and often set in their past.
New innovative solutions are required that are grounded in sharp strategy, understand the organization's values, reconcile the competing demands of the perspectives of all stakeholders including shareholders, employees and customers, plus solid branding and impeccable design.
Innovation
Leadership
SustainabilityGlobalization
Doing More with Less: Main levers to pull
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Approaching Dilemmas: Navigating Strategic Tensions
To Create Wealth is
to combine Values that are not easily joined…..
Therefore scarce...
Therefore profitable….
And that is what servant leaders do
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Servant Leadership (Greenleaf)
“Servant Leadership is about enabling others to perform better”
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Contributions to Health of Society
Hospital’s Effectiveness and Efficiency
Staff Development and Learning
Satisfaction of the
Patient
Government subsidies and other support
2
4
5
6
8
3
9
10
7
1
to develop our people versus to
become more cost conscious
Reward our doctors for their mastery versus
Reward government for their faith in us
Keep short-term cash flow versus Invest in
long-term sustainability
reputation in wider community versus serve our patients
wants
standardized products/services
versus particular needs of patients
Patient is always “right”versus preventive patient
care
equal opportunitiesversus positivediscrimination
Operational Agility versus strategic
clarity
Leverage intellectual capital versus
innovative projects
satisfy our patients at all costs versus
reducing 20 bn GBP in next 5 years
Creating the Servant Organization of the 21st Century
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Servant Leaders
• Make standards out of exceptional service
• Discriminate positively through achievements
• Reduce Costs through Developing people
• Connect Inner with Outer Worlds
• Innovate through Discipline
• Give Strategic Clarity through Operational Agility
• Synchronize Sequences
• And Lead by Serving
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Contributions to Health of Society
Hospital’s Effectiveness and Efficiency
Staff Development and Learning
Satisfaction of the
Patient
Government subsidies and other support
2
4
5
6
8
3
9
10
7
1
standardized products/services
versus particular needs of patients
Creating the Servant Organization of the 21st Century
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01/ The Car Accident
What happens to your friend?
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01/ What right does your friend have?
A. My friend has a definite right as a friend to expect me to testify to the lower figure.
B. He has some right as a friend to expect me to testify to the lower figure.
C. He has no right as a friend to expect me to testify to the lower figure.
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01
02
03
04
05
06
07
Universalism versus Particularism
Individualism versus CommunitarianismIndividualism versus CommunitarianismIndividualism versus Communitarianism
Neutral versus Affective Neutral versus Affective Neutral versus Affective
Specific versus Diffuse Specific versus Diffuse Specific versus Diffuse
Achievement versus AscriptionAchievement versus AscriptionAchievement versus Ascription
Sequential versus SynchronicSequential versus SynchronicSequential versus Synchronic
Internal versus External ControlInternal versus External ControlInternal versus External Control
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• Consistency• Systems, standards &
rules • Uniform procedures• Demanding of clarity• Letter of the law
• Flexibility• Pragmatic • Make exceptions• “It depends”• At ease with ambiguity• Spirit of the law
01/ Universalism vs Particularism
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3237
4447
5464
6869
7383
87909191929393
97
0 20 40 60 80 100
VenezuelaKorea
RussiaChinaIndia
MexicoJapan
SingaporeFrance
Czech RepGermany
NetherlandsAustralia
United KingdomSweden
USACanada
Switzerland
Friend has no/some right and would not help
01/ Universalism
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5260
6370
7375
78808182838384
888990
92
0 20 40 60 80 100
photographic
detergents
beverages
health
mining
aerospace
electronics
telecom
pharmaceuticals
DOCTORS
academic
computers
Hospitals
PARAMEDIC
bank
consulting
MANAGEMENT
Friend has no/some right and would not help
01/ Universalism
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Overcentralisation. The SPIDER Rules
Cen
tral
isin
g in
form
atio
nin
tokn
owle
dge
Dilemma – Rule versus Exception
Degree of autonomous activity
Ever greater centralized knowledge of ever more decentralized activities
1/10
STARFISH: Adhocracy
10/1
Everlasting debates about
centralisation vs decentralisation
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Contributions to Health of Society
Hospital’s Effectiveness and Efficiency
Staff Development and Learning
Satisfaction of the
Patient
Government subsidies and other support
2
4
5
6
8
3
9
10
7
1
equal opportunitiesversus positivediscrimination
Creating the Servant Organization of the 21st Century
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Report ------ Rapport (Deborah Tannen)
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Contributions to Health of Society
Hospital’s Effectiveness and Efficiency
Staff Development and Learning
Satisfaction of the
Patient
Government subsidies and other support
2
4
5
6
8
3
9
10
7
1
to develop our people versus to
become more cost conscious
Creating the Servant Organization of the 21st Century
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01
02
03
04
05
06
07
Universalism versus Particularism Universalism versus Particularism Universalism versus Particularism
Individualism versus Communitarianism Individualism versus Communitarianism Individualism versus Communitarianism
Neutral versus AffectiveNeutral versus AffectiveNeutral versus Affective
Specific versus Diffuse
Achievement versus AscriptionAchievement versus AscriptionAchievement versus Ascription
Sequential versus SynchronicSequential versus SynchronicSequential versus Synchronic
Internal versus External ControlInternal versus External ControlInternal versus External Control
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04/ Specific versus Diffuse
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PUBLIC
PRIVATE
04/ Specific versus Diffuse
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04/ Specific versus Diffuse
Specific Relationship
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PUBLICPRIVATE
04/ Specific versus Diffuse
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No Relationship
04/ Specific versus Diffuse
PRIVATEPRIVATE
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PRIVATEPRIVATE
Diffuse Relationship
04/ Specific versus Diffuse
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04/ Specific versus Diffuse
Danger Zone
PRIVATE
PUBLIC
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The colleague argues:
You don’t have to paint the house if you don’t feel like it. He is your boss in the company. Outside the company, he has little authority
The subordinate argues:
Despite the fact that I don’t feel like it, I will paint the house anyway. He is my boss and you cannot ignore it outside your
work either.
A boss asking to paint his house
04/ Specificity
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5867
6868
71717171
737575
787979
8693
95
50 70 90
FINANCIERS
beverages
government
mining
clothing
academic
consult
telecom
bank
pharma
computer/IT
MANAGEMENT
aerospace
HOSPITAL
DOCTORS
PARAMEDIC
motor
Would not paint the house
04/ Specificity
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From the Balanced to the Integrated Score Card
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Specific Financial Performance
Diffuse Development of
People
From the Balanced to the Integrated Score Card
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Specific financial performanceIntegrated
growth:
Train for Cost
Cutting
Cost cutting yourself
Interests in future innovating and learning
Subsidised seminar
From the Balanced to the Integrated Score Card
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Contributions to Health of Society
Hospital’s Effectiveness and Efficiency
Staff Development and Learning
Satisfaction of the
Patient
Government subsidies and other support
2
4
5
6
8
3
9
10
7
1 satisfy our patients at all costs versus
reducing 20 bn GBP in next 5 years
Creating the Servant Organization of the 21st Century
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Balanced Score Card Dilemma…
From the Balanced to the Integrated Score Card
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Inner Directed Improvements
in Business Processes
Outer directed increase in patient satisfaction
From the Balanced to the Integrated Score Card
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Inne
r dire
cted
impr
ovem
ents Integrated growth:
Co-Created Experiences
Outer directed increase in patient satisfaction
Lean but mean
Patient’s captive
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Contributions to Health of Society
Hospital’s Effectiveness and Efficiency
Staff Development and Learning
Satisfaction of the
Patient
Government subsidies and other support
2
4
5
6
8
3
9
10
7
1
Leverage intellectual capital versus
innovative projects
Creating the Servant Organization of the 21st Century
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The Particular Idea versus the Universal Evaluation
The Plant The Evaluator
01/ Belbin team role dilemma
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Uni
ver s
al C
ri ti c
al A
ppr a
isal
Particular Creative Ideas
Blue Sky
Strangled at birth…
Realize ideas through critical
oxygen
Belbin Team roles
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Contributions to Health of Society
Hospital’s Effectiveness and Efficiency
Staff Development and Learning
Satisfaction of the
Patient
Government subsidies and other support
2
4
5
6
8
3
9
10
7
1
Operational Agility versus strategic
clarity
Creating the Servant Organization of the 21st Century
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Strategic Clarity
Operational Agility
Wait and React
Strategic Clarity versus Operational Agility (CK Prahalad)
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Contributions to Health of Society
Hospital’s Effectiveness and Efficiency
Staff Development and Learning
Satisfaction of the
Patient
Government subsidies and other support
2
4
5
6
8
3
9
10
7
1
People orientation
versus Process orientation
Creating the Servant Organization of the 21st Century
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The Managerial Grid
Concern with people
Sweat Shop
Con
cern
with
Pro
cess
Country Club
Concern with productive
people
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Contributions to Health of Society
Hospital’s Effectiveness and Efficiency
Staff Development and Learning
Satisfaction of the
Patient
Government subsidies and other support
2
4
5
6
8
3
9
10
7
1
Patient is always “right”versus preventive patient
care
Creating the Servant Organization of the 21st Century
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Contributions to Health of Society
Hospital’s Effectiveness and Efficiency
Staff Development and Learning
Satisfaction of the
Patient
Government subsidies and other support
2
4
5
6
8
3
9
10
7
1
reputation in wider community versus serve our patients
wants
Creating the Servant Organization of the 21st Century
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Contributions to Health of Society
Hospital’s Effectiveness and Efficiency
Staff Development and Learning
Satisfaction of the
Patient
Government subsidies and other support
2
4
5
6
8
3
9
10
7
1
Creating the Servant Organization of the 21st Century
Short Term Cash flow versus We need to serve long-term sustainability
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“Servant leaders have the propensity and competence to help organizations and its teams reconcile dilemmas for better performance”
Core Proposition
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01
02
03
04
05
06
07
Rules versus Exceptions Rules versus Exceptions Rules versus Exceptions
Individual versus Team Individual versus Team Individual versus Team
Control versus PassionControl versus PassionControl versus Passion
Specific versus DiffuseSpecific versus DiffuseSpecific versus Diffuse
Lord versus Servant
Sequential versus SynchronicSequential versus SynchronicSequential versus Synchronic
Inner versus Outer OrientationInner versus Outer OrientationInner versus Outer Orientation
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05/ Lord versus Servant
STATUS ?
What You Do Who You Are
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‘The most important thing in life is to act as really suits you, even if you don’t get
things done’
05/ Lord versus Servant
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24252525
303232333435353637
4244
5864
7580
0 20 40 60 80
beverages
furniture
photographic
detergents
petroleum refining
bank
food
telecom
aerospace
consulting
PARAMEDIC
academic
pharmaceuticals
HOSPITAL
clothing
DOCTORS
MANAGEMENT
motor vehicles
aerospace
05/ Lord versus Servant
Percentage not agreeing with acting as really suits you
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05/ Achievement versus Ascription
Attributed status by seniority or role
Perf
orm
ance
Sta
tus
(1,10)Lost democratic leadership
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05/ Achievement versus Ascription
Attributed status by seniority or role
Perf
orm
ance
Sta
tus
Follow the Leader(10,1)
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05/ Achievement versus Ascription
Attributed status by seniority or role
Perf
orm
ance
Sta
tus The Servant
Leader(10,10)
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Servant or Leader ?
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• Make Better Standards out of Exceptional Service
• Discriminate Positively through Achievements
• Reduce Costs through Developing people
• Connect Inner with Outer Worlds
• Innovate through Discipline
• Concern with Productive People
• Back in Control by Letting Go
• Enhance Reputation by Serving Customer’s Wants
• And Lead by Serving
Servant Leaders
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However…the starting point might be different in different cultures so:
• Look for the exception that proves the
rule
• Achieve by discriminating Positively
• Develop People in Reducing Costs
• Connect Outer with Inner Worlds
• Have a Discipline in Creating
• Produce by Relating to people• Serve Patient’s wants by Enhancing
Reputation
• And Serve by Leading
Servant Leaders…
• Make Better Standards out of Exceptions• Discriminate Positively through
Achievements
• Reduce Costs through Developing people
• Connect Inner with Outer Worlds
• Innovate through Discipline
• Concern with Productive People
• Back in Control by Letting Go• Enhance Reputation by Serving
Patient’s Wants
• And Lead by Serving
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An organization’s sustainability is how its leadershipchooses and deals with the dilemmas originating between the stakeholdersand create culture as a context.
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QUESTIONS?
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