The Challenge of Walking

&

Chewing Gum!Professor Emeritus Roger Collins

PURPOSE

1. To introduce some ideas and tools, that

2. enable better conversations, that

3. enable better decisions and actions, that

4. ensure better outcomes for your students, yourselves and Sydney Institute

AGENDA1. A way of seeing is a way of not

seeing !

2. Great leadership can make a great difference.

3. So what can we do for our people? *

4. Change begins with me! ** Takeaways !

4

a way ofseeing

what we pay attention to,how we interpret

andthinking

how we make decisions andsolve problems

Mindset

5

Change over Our last decade+

Y2kDotcom Meltdown 9/11Climate changeProblematic regional conflicts

and now the GFC and its aftermath

6

Cycle: When the tide goes out ! correction and destruction

1. CHANGE: CYCLES OR TRENDS ?

Cycle: correction and destruction

Buffett

Trend: creation, reinvention

Analogy: Newtonian physics

7

8

2. CHANGE

Threat: caution, prudence, risk management

Opportunity: Boldness, imagination, bias for action

3. Need for a clearer distinction between:

OPERATIONALand

STRATEGICManagement & Leadership

1. PERCEPTION

How we see things

and how we gather

information

Two characteristics of a strategic mindset

2. Ability to move

Across

time horizons

Source: Baghai: The Alchemy of Growth (1999)

Build emerging businesse

s

Sustained

high

performance

Time

Extend and defend core businesses

Create viable options

Horizon 1Horizon 2

Horizon 3

1212

THE CHALLENGE OF WALKING & CHEWING GUM

PERFORMANCEMANAGEMENT

ORGANISATIONALRENEWAL

Technical leadership & management

Convergent, linear thinking

Continuity

Adaptive leadership

Divergent, associative thinking

Discontinuity

1 10

Compete

&

Collaborate

sustainingyoursuccess

complexity of your organisationlow

high

2.formalisation

controls systems,

discipline values

3.devolution – SBUs

segmentation: services,products, markets, clients

practice areas silos long table

4.collaborationcoordinationintegration

1.pioneer phase

client focus Leadership

5.The connected cellular firm

Networks informal

linkages cross silo

teams

So what does all this mean

for me,

my people, and

the Institute?

Walking & Chewing Gum

(Charles Handy)

C

D

A E

F

G

B

IHI

18

1. THE CRITICAL DISTINCTION BETWEEN LEADERSHIP

AND MANAGEMENT

Analogy: Depression

19

THE DISTINCTION BETWEEN MANAGEMENT & LEADERSHIP

SATISFACTORY PERFORMANCE

EFFECTIVE MANAGEMENT

EFFECTIVE LEADERSHIP

UNSATISFACTORY PERFORMANCE

OUTSTANDINGPERFORMANCE

THE VOLUNTEER ZONE

THE COMPLIANCE ZONE

HOW MANAGERS AND LEADERS EXERCISEINFLUENCE

MANAGEMENT LEADERSHIP

Structural role influence:job descriptions, policiesprocedures, rewards, feedback.A quasi legal, business ,financial contract

Personal behavioral influencewords, pictures, conversations,inspiration, engagement, care, Futures. A quasi psychological, interpersonal contract

1 10

No consensus Broad consensusAGREEMENT ON MEANS, CAUSE & EFFECT

Bro

ad c

on

sensu

sN

o c

on

sensu

s AG

REEM

EN

T O

N O

BJE

CTIV

ES

LEADERSHIP TOOLS CULTURE TOOLS

POWER TOOLS MANAGEMENT TOOLS

Financial incentives

ValuesStories FolkloreRitualsParticipation

Planning ( S & Op )SOPs, policiesTrainingMeasurement systemsManagement development

VisionRole modelingLeader communicationRoadshowsLeadership development

CoercionControl systemsHiring & firing Negotiation

22

2. LOCAL / DIRECT LEADERSHIP

1. EXECUTIVE, CORPORATE LEADERSHIP

3 SELF LEADERSHIP

THREE LEVELS OF LEADERSHIP

The rising importance of “distributed leadership”

So when is the Round Table critical to organisational performance?

1. Brand and reputation2. Integration, cross referral,

seamlessness3. Synergies: eg $$ and KT4. Freedom within a framework:

defining “tight” and “ loose”5. In pluralist, service and

geographically dispersed organisations

6. Corporate transformation

FOCUS

ENHANCECURRENT

PERFORMANCEAND/OR

DEVELOP POTENTIAL

ENHANCEPERFORMANCE

OF YOUREXISTING

BUSINESS MODEL

ENSUREEFFECTIVE AND

TIMELYORGANISATIONAL

RENEWAL

INDIVIDUAL:COMPETENCIES

TEAMS:PERFORMANCEMANAGEMENTCAPABILITIES

TEAMS:ORGANISATIONAL

RENEWALCAPABILITIES

LEVELONE

LEVELTWO

LEVELTHREE

VALUEPROPO-SITION

So what can we do to enable our people to come with us?

Develop resilience ….

Assist some to reinvent themselves…

27

WELLBEING A STATE OF MIND IN WHICH WE THINK AND

FEEL THAT WE:

HAVE CONTROL OVER OUR OWN DESTINY,

HAVE FREQUENT POSITIVE EXPERIENCES,AND

HAVE THE ABILITY TO CONTROL THE IMPACT OF NEGATIVE EVENTS AND OUTCOMES

28

THE PSYCHOLOGICAL CONTRACT& THE VIRTUOUS CYCLE

GREAT LEADERSHIP

HIGH ENGAGEMENT+ WELLBEING

HIGH PERFORMANCEREWARDS, RECOGNITION & DEVELOPMENT

THE VIRTUOUS

CIRCLE

29

WHAT DEVELOPS ENGAGEMENT + WELLBEING ?

1. PLEASURE: feeling good is better than just being OK! Pay, peers, fun, physical conditions, back rubs

30

WHAT DEVELOPS ENGAGEMENT + WELLBEING ?

1. PLEASURE: feeling good is better than just being OK! Pay, peers, fun, physical conditions, back rubs

The problem: hedonic adaption

2. EXPERIENCES THAT LEAD TO HUMAN FLOURISHING : utilising strengths and achieving flow

3 MEANING identifying with and contributing to

something higher than, beyond ourselves: the shift from success to significance

So what are the special benefits of well-being?

1. Well-being brings reciprocal benefits which make it more sustainable than engagement,

2. Flow, reservoirs for resilience

3. Physical and mental health

4. Life expectancy

5. Stronger self efficacy: self directedness and proactivity, and

6. Cognitive functioning

FIVE STEPS TO WELLBEING

Research from the Foresight Mental Capital and Wellbeing

Project.

CONNECT ! Connect with family, friends,

colleagues, neighbours. At home, work, school or your local community. Think of these as the cornerstones of your life and invest time in developing them.

Building these connections will support and enrich your every day.

KEEP LEARNING … Try something new. Rediscover an

old interest. Sign up for that course. Take on a different responsibility at work. Fix a bike. Learn a new language or to play an instrument or or how to cook different food. Set a challenge that you will enjoy achieving.

Learning new things will make you more confident . It will refresh your brain and create challenge, uncertainty and fun.

BE ACTIVE … Go for a walk or a run. Step

outside. Cycle. Play a game. Garden. Dance. Exercise makes you feel good. Most importantly, discover an activity that fits your lifestyle. Level of mobility and fitness.

Activity refreshes and energises both body and mind

TAKE NOTICE … Be curious. Catch sight of the

beautiful. Remark on the unusual. Notice the changing seasons. Savour the moment whether you are walking to work, eating lunch or talking to friends. Take notice of the world around you and what you are feeling.

Reflecting on your experiences will help you appreciate what really matters to you.

GIVE…. Surprise or do something well

meaning for a friend or stranger. Thank someone. Smile. Volunteer your time. Think about and act on the needs of others.

These acts enable you to move from success to significance. They provide positive, higher level experiences that build resilience and worthiness.

Occupational / Professional Reinvention

C

D

A E

F

G

B

IHI

SUCCESSFUL TRANSITIONSREQUIRE :

• ENDINGS

• A NEUTRAL ZONE : LIMINALITY

• BEGINNINGS

Finally…..

CHANGE BEGINS WITH ME !

2 things that you can start with next Monday

Low

0.1:1

Medium

0.7:1

High

1:1

0.3:1 1:1 3:1

Ratio of

Inquiry/advocacy

Positivity/Negativity

Level of Team Performance

3 to 1 ratio of encouragement & support to disapproval & sarcasm

Same ratio found for successful relationships

Model suggests an upper limit of positivity

The

power and impact of

gratitude !

“The future is not a place to which we are

going.

It is a place we are creating.

The paths to the future are not found but

made

and the activity of making them changes both

the maker and the destination.”

Martha Cleary