your key to successful strategic management
TRANSCRIPT
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Your Key to Successful Strategic
Management
Your Key to Your Key to Successful Successful StrategicStrategic
ManagementManagement
PART 7:THE SIX NATURAL LEVELS
OF LEADERSHIP COMPETENCIESThe Most Universal Thinking Framework on Earth
BY STEVE HAINES AND BARBARA COLLINS
Founded in 1990 • Offices in over 25 Countries
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WHO IS BARBARA COLLINS?
BARBARA COLLINSIS THE
HAINES CENTRE’S GLOBAL PARTNERIN THE WASHINGTON DC AREA
SHE IS A:Facilitator – Consultant – Executive Coach27 years as an Executive in private companies and government 13 years as a Consultant to executives and managers Developing Effective Strategic Plans, change management processes and Systems to accomplish them Creating Effective Leadership and Talent Development Systems
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WORLD LEADER: THE CENTRE
“We Are The World Leaders in Strategic ManagementPowered by Systems Thinking”
Planning—People—Leadership—ChangeTo
Deliver Customer Value
Haines Centre’s Five Integrated Lines of Business:
www.HainesCentre.com
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HAINES CENTRE BEST PRACTICES RESEARCH
“We Are Interpreters and Translators of Proven Best Practices Research”
From Academics To the Haines Centre for Strategic Management® To Clients
Sustained Results:We Measure
Quadruple BottomLine Results:
1. Customers2. Employees3. Stockholders4. Society/
Community
Proven Research• Review Original
Proven Research
• PerformIndividualStudies/Research
• ReviewManagementPractices/Benchmarks
• StudyOrganizationalPractices/Benchmarks
“Translators”• Clarify• Simplify• Organize• Practical and
Useful
“Interpreters”• Do Action
Research
• Combine allthe Research
• Study theResults
• Interpret theResults
•Take a SystemsThinking Approach®
“Best PracticesWe Publish:
• Surveys• Assessments• Check Lists• Models• Articles• Executive
BriefingBooklets
• Haines StrategicLibrary
•Books•Best Practices
Reports
AND =
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WHO IS STEVE HAINES?
STEVE HAINESFounder & CEO:
Haines Centre for Strategic Management®
Systems Thinking Press®
Founded in 1990—38 Offices—20 Countries
STEVE is a:
“CEO—Entrepreneur—Global Strategist”and
“A Facilitator—Systems Thinker—Prolific Author”(of 14+ books)
A graduate of the US NAVAL ACADEMY’s Legendary Leadership Class of 1968
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OUR LEVEL OF THINKING
Problems that are created by our current level of thinking
can't be solved by that same level of thinking.
—Albert Einstein
Problems that are created by our current level of thinking
can't be solved by that same level of thinking.
—Albert Einstein
So ...if we generally use analytical thinking,we now need real “Systems Thinking ”
to resolve our issues.
—Stephen G. Haines
So ...if we generally use analytical thinking,we now need real “Systems Thinking ”
to resolve our issues.
—Stephen G. Haines
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WHY THINKING MATTERS
The way you think creates the results you get.
The most powerful way to
impact the quality of your results Is
To improve the ways you think
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THINK—PLAN—ACT—RESULTS
How you think
Is how you plan
Is how you act
And that
Determines the results you get in work and life
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GET A HIGHER AND BROADER PERSPECTIVE
Take a Helicopter View of Life!
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SESSION #1:SHIFTING VIEW OF THE WORLD
WORLD HISTORY THROUGH THE AGES: A NEW COPERNICUS SHIFT
HUNT---AGRICULTURAL---INDUSTRIAL---INFORMATION---SYSTEMS
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SYSTEMS THINKING
The Science of Living Systems
“The natural way the world works”
Backed by 50+ Years of Scientific Research
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FIVE MAIN CONCEPTS OF THE SCIENCE OF SYSTEMS THINKING
THE FIVE MAIN CONCEPTS OF
THE SCIENCE OF SYSTEMS THINKING
CONCEPT #1: SEVEN LEVELS OF LIVING/OPEN SYSTEMS (Day Two)
CONCEPT #2: 12 NATURAL LAWS OF LIVING SYSTEMS/EARTH (Day One)
CONCEPT #3: THE A-B-C-D-E SYSTEMS MODEL (Day One)
CONCEPT #4: THE NATURAL CYCLES OF CHANGE IN LIFE (Right now) -----
CONCEPT #5: THE LAW OF UNINTENDED CONSEQUENCES
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SESSION #2:SIMPLICITY OF SYSTEMS THINKING
ENVIRONMENT
A Holistic, Integrated, Organizing Framework
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STRATEGIC THINKING – ABCs TEMPLATE“Clarify and Simplify Your Thinking” – About your Project
___________________________________________________________________(Name of the Organization – Issue – Problem – Project – Change Effort, etc
Future Environmental Scan:What will be changing in your future
environment that will affect us?
EE
CC DD
AASystem Throughput/Processes:How do we get there (close the gap from C A )?CC AA
___________Today’s Date
Feedback Loop/ Key Success Measurements: How will we know when we get there?•
•
•
•
BB
Desired Outcomes-#1 System Question:
Where do we want to be?
Strengths•
•
•
•
•Threats•
•
•
•
•
Weaknesses•
•
•
•
•Opportunities1• 2
•3
•4
•5
•4
•
•
•
•
•
___________Future Date•
•
•
•
•
Inputs (SWOT): CORE STRATEGIES: TOP PRIORITY ACTIONS: OUTPUTS/OUTCOMES:
Current State Assessment:Where are you now?
.
.
.
.
.
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SESSION #3
TheTop 10
ToolsFor Daily Strategic Thinking
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SESSION #4: SIX STAGES--THE ROLLERCOASTER OF CHANGE
EE AA BB CC AADD BB
Sustain Business
Excellence
Loss IsA Given
#3 Anger/ DepressionAcknowledge Thru:ListeningEmpathizingExplaining Why?
#5 Hope/Readjustment:Thru•Involvement•Participation in the new Vision•Showing WIIFM
Integrated ChangeIs Optional
#6 Rebuilding
Vision
#4 – Persevere/ Hang In
#2 – Shock/Denial
#1 – Smart start
Perseverance: Key To Strategic Change
The Rollercoaster is “Natural, Normal and Highly Predictable”
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SESSION #5:ENHANCED PROBLEM-SOLVING
SYSTEMS SOLUTIONS ARE CIRCULAR..."...they achieve desired future outcomes
...they fit within their dynamic future environment...they don't just solve today's problems...and they are more likely to stay solved
ImplementSolutions
Today’sReality &Problems
DesiredFuture
Outcomes
Change!(Close the Gap)
MeasurableGoals
“Gaps”Solution Seeking
The Future
Environment
EE
CC
DD
AA
BB "For Disciplined Innovation"
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TheTop 10
ToolsFor
DailyProblem-Solving
HANDBOOK #1WILL BE USED HERE
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SYSTEMS THINKING
The Science of Living Systems
“The natural way the world works”
Backed by 50+ Years of Scientific Research
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STRATEGIC MANAGEMENTDESIRED OUTCOMES-RESULTS
WHAT ARE YOUR DESIRED OUTCOMES-RESULTS? 1. Higher Profits?_______________________________2. Greater Revenue? ____________________________3. Lower Costs/Decrease? _______________________4. Enhance Market Share? ________________________5. Drive Competitive Advantage? ___________________6. Increase Customer Service & Satisfaction? ________7. Deliver Better Customer Value ___________________8. Implement New Product/Service Offerings? ________9. Growing Community/Society Reputation___________10. Change the Employee Culture? ___________________11. Execute a Merger or Acquisition? _________________12. Enhancing our Commitment to the Community______13. Develop Strategic Alliances or Partnerships? _______14. Turn Around an Underperforming Business? _______15. Enhance safety? _______________________________16. Protect and Enhance the Environment? ___________17. Decrease Waste/Simplify your Bureaucracy? _______
CASE STUDY
PART 7:THE SIX NATURAL LEVELS
OF LEADERSHIP COMPETENCIESThe Most Universal Thinking Framework on Earth
BY STEVE HAINES AND BARBARA COLLINS
Founded in 1990 • Offices in over 20 Countries
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LIVING SYSTEMS WITHINLIVING SYSTEMS
Nested and Interdependent Systems:
Boundaries and Inter-ConnectednessNothing exists in isolation.
Relationships are everything!
Boundaries and Inter-ConnectednessNothing exists in isolation.
Relationships are everything!
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LIVING SYSTEMS
QUOTE
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SEVEN LEVELS OF LIVING SYSTEMS
SEVEN LEVELS OF LIVING (OPEN) SYSTEMS
1. Cell2. Organ
3. Organism/Individual
4. Group
5. Organization
6. Society/NationOrganizational Focus
7. Supranational System/Earth
SOURCE: James Greer MillerLiving Systems, 1978, revised 1995
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SEVEN LEVELS OFLIVING SYSTEMS QUESTIONS?
Question: Do each of these seven levels constitute a “system ”?
(i.e., sets of interrelated components that [should ] work together for the overall objective good of the whole)
Question: Are systems, then, the natural order of the earth?
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STATE OF ART BEST PRACTICES: STRATEGIC & SYSTEMS THINKING # 1
Problem: Thinking that Leadership Development is a list of skills to be learned
Best Practice: There are Six Natural Levels of Leadership Development Competencies to be Mastered
Leadership is the #1 Core Competency of Successful Organizations
PRACTICE#1
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“SIX NATURAL LEVELS OF LEADERSHIP COMPETENCIES”
Hierarchy of Six Levels:#3 Self
#3A One-to-One (Collision of two systems)
#4 Workteams
#4A Between Departments (Collision of two systems)
#5 Total Organization
#5A Organization–Environment (Collision of lots of systems)
Is our organizational focus usually these THREE levels?
--(#3,4,5) of the Living Systems–
--and the collisions and collaborations of these systems with each other
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SEVEN NATURAL RINGS OF REALITY
Environment Includes:•Other people/groups
•Other organizations
•Customer/competitors
•Society/community
•Regions/earth
Increased Readiness:•Complexity/chaos
•Readiness/willingness
•Skills/competencies growth
Note:
Rings 3 – 4 – 5- 6 are 4 of the “7 Levels of Living Systems”
Rings 3A – 4A – 5A are “Collisions of Systems” with other systems
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PURPOSES OF EACH RING
SEVEN NATURAL RINGS OF REALITY
Ring #3: Individuals (“Self-Mastery ”)• Improve personal competency and effectiveness• Trustworthiness issues within myself
Ring #3A: One-to-One Relationships (“Interpersonal skills”)• Improve the interpersonal and working relationships and effectiveness
between individuals.• Trust issues between people
Ring #4: Workteams/Groups (“Team Empowerment & Effectiveness ”)• Improve the effectiveness of the work team as well as its members.• Empowerment & results issues
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PURPOSES OF EACH RING
Ring #4A Intergroups (“Conflict vs. Horizontal Collaboration ”)• Improve the working relationships and business processes between teams
& departments horizontally to serve the customer better.• Horizontal collaboration & integration issues.
Ring #5 Total Organization (“Fit ” & Enterprise-Wide Change)• Improve the organization ’s systems, structures and processes to better
achieve business excellence & superior business results.• Alignment & Attunement issues.
Ring #5A Organization-Environment (Marketplace Positioning)• Improve the organization ’s sense of direction & positioning,
responsiveness to its’ customers and proactive management of its environments & stakeholders.
• Adaptation to & synergy with the global environment and its issues.
Ring #6 The Environment (Society, Customers, Competition, Communities)
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TAKE A TWO MINUTE BREAK
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THE CENTRE’S LEADERSHIPDEVELOPMENT COMPETENCIES
BEST PRACTICES RESEARCH
Centering Your Leadership 27 Other Authors
1. Enhancing Self – Mastery
2. Build Interpersonal Relationships
3. Facilitating Empowered Teams
4. Collaborating Across Functions
5. Integrated Organizational Outcomes
6. Creating Strategic Positioning
1. 27 out of 27 had a similar item
2. 17 out of 27 had a similar item
3. 6 out of 27 had a similar item
4. 3 out of 27 had a similar item
5. 13 out of 27 had a similar item
6. 9 out of 27 had a similar item
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THE CENTRE’S LEADERSHIPDEVELOPMENT COMPETENCIES
Note: None had all 6 competencies.
• Only 3 had four competencies
• Only 4 had three competencies
The Centre does not do basic research. We do action research as well as summarize and synthesize the research of others.
We are translators and interpreters of Best Practices Research.
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LEADERSHIP COMPETENCIES— 360 ° FEEDBACK
I. Enhancing Self Mastery IV. Collaborating Across Functions
II. Building Interpersonal Relationships: V. Integrating Organizational Outcomes
III. Facilitating Empowered Teams: VI. Creating Strategic Positioning
1. Personal Goal Setting2. Balancing Body-Mind-Spirit3. Acting with Conscious Intent4. Ethics and Character Development5. Accurate Self-Awareness
6. Caring7. Effectively Communicating8. Mentoring and Coaching9. Managing Conflicts10. Creativity and Innovation
11. Practicing Participative Management12. Facilitating Groups13. Delegating and Empowering14. Training Others15. Building Effective Teams
16. Installing Cross-Functional Teamwork17. Integrating Business Processes18. Institutionalizing Systems Thinking19. Valuing and Serving Others20. Managing People Processes
26. Scanning the Global Environment27. Reinventing Strategic Planning28. Networking and Managing Alliances29. Positioning in the Marketplace30. International Effectiveness
21. Organizing Effectively22. Mastering Strategic Communications23. Cascade of Planning24. Leading Cultural Change25. Organizing and Designing
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LEADERSHIP COMPETENCIES— 360 ° FEEDBACK
Energizing and Motivating Forces:
31. Level #1: Has Desire to grow and develop
32. Level #2: Has Reputation for Integrity
33. Level #3: Recognizes Interdependence with others
34. Level #4: Values Providing Service to Others
35. Level #5: Agrees with the Organization’s Vision and Values
36. Level #6: Believes in mutual influence/synergistic efforts
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CENTERING YOUR LEADERSHIPSM
The Systems Thinking ApproachSM toSix Natural Leadership Competencies
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ACHIEVING LEADERSHIP EXCELLENCE
LEVEL 1 –SELF-MASTERY
LEVEL 2 –INTERPERSONAL
LEVEL 3 –INTACT TEAMS
LEVEL 4 –CROSS-FUNCTIONAL
LEVEL 5-ORGANIZATION-WIDE
LEVEL 6-STRATEGIC
ESSE
NTIA
LS
ADVA
NCED
Lead
ersh
ip D
evelo
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t Wor
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ps
FOUNDATION WORKSHOP• Achieving Leadership ExcellenceTM: Enterprise Wide
THE 6 NATURAL LEVELS OF
LEADERSHIP COMPETENCIES
THE SYSTEMS THINKING
APPROACH
THE SIX NATURAL LEVELSOF LEADERSHIP COMPETENCIES
The Most Universal Thinking Framework on Earth:
Other Uses?
Founded in 1990 • Offices in over 20 Countries
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THREE LEVELS OF LEADERSHIP/ MANAGEMENT DEVELOPMENT
3. Senior Management
2. Middle Management
1. Supervisors
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LEVELS OF THE LEARNING ORGANIZATION
LowestImpact
HighestImpact
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THE CASCADE OF PLANNING“Strategic Consistency and Operational Flexibility”
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6. STRATEGIES: 7. ACTIONS 8. ANNUAL
ACHIEVING LEADERSHIP EXCELLENCE: ENTERPRISE-WIDE
THE SYSTEMS THINKING APPROACHTM TO ACHIEVING LEADERSHIP EXCELLENCE
C INPUT
B FEEDBACK
A OUTPUTD THROUGHPUT
YEARLY LEADERSHIP DEVELOPMENT CYCLE
CURRENTSTATE
CENTERINGYOUR
LEADERSHIPA. 3-Day LeadershipDevelopment SystemSeminar
A. Daily/WeeklyReinforcement
B. Development
Six Natural Levels
of Leadership
CompetenciesB. Succession Management
C. Performance & PLP
LEADERSHIPREVIEW
2. SHAREDLEADERHIP
VISION
BITE SIZEDAPPROACH
3. LEADERSHIPSUCCESS FACTORS
4. ORGANIZATIONALNEEDS ASSESSMENT
5. 360O
INDIVIDUALMANAGEMENTASSESSMENTS
1. PLAN-TO-PLAN
Executive
Development
Board
E
ENVIRONMENTAL
SCAN
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A NEW APPROACH TO STRATEGIC THINKING
IS REQUIRED IN THE 21ST CENTURY
THINK DIFFERENTLY—THINK STRATEGICALLYUse The Systems Thinking Approach®
#1: Best Practice: There are Six Natural Levels of Leadership Development Competencies to be Mastered by the Entire Management Team-not each individual
NEW APPROACH QUESTIONS
THE 21ST CENTURY MACRO BEST PRACTICE:
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Achieving Enterprise-Wide Leadership ExcellenceA Suite of Leadership Development Workshops
LEVEL 1 - SELF-MASTERY• Personal Change Management + Strategic Life Planning
• Personal Leadership Mastery
LEVEL 2 - INTERPERSONAL• Coaching For Results + Supervisory Change Management
• Conflict and Consensus Management
LEVEL 3 - INTACT TEAMS• Effective Team Development + The Learning Org’n
• Group Facilitation - Skill Building
LEVEL 4 - CROSS-FUNCTIONAL• Leadership Excellence for Executives
• Strategic Project Management• GoInnovate - A System of Innovation
LEVEL 5ORGANIZATION-WIDE
• Enterprise-Wide Change• Strategic HR/Management
• Succession Planning
LEVEL 6STRATEGIC
• Strategic Planning• Systems Thinking
• Strategic MarketingES
SENT
IALS
ADVA
NCED
Lead
ersh
ip D
evelo
pmen
t Wor
ksho
ps
Supporting Products and Materials *
FOUNDATION WORKSHOP• Achieving Leadership ExcellenceTM: Enterprise Wide*Supporting Products
and Materials available atwww.SystemsThinkingPress.com
THE 6 NATURAL LEVELS OF
LEADERSHIP COMPETENCIES
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FAILURE OF ENTERPRISE-WIDE CHANGE
MAJOR CHANGE FAILS 75% OF THE TIME:
WHY?
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FOUR KEY MANAGEMENT PARADIGMS THAT NEED CHANGING
1. From analytic to systems thinking2. From conflict is bad to conflict is good-Roller Coaster of Change3. From self-protection to self-development (i.e., saving face vs. Feedback)4. From hierarchal change to Enterprise-Wide Change management (Enlist
the entire organization—not just rely on the Org Chart—it is designed to resist change)
These are the keys to success in Enterprise-Wide Change
Genius is1% Inspiration
And99% Perspiration
Thomas A. Edison
Genius is1% Inspiration
And99% Perspiration
Thomas A. Edison
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12 ABSOLUTES FOR SUCCESS INENTERPRISE-WIDE CHANGE
Create A Yearly Strategic Management Cycle –(Corporate-Wide Core Competency #3)
1. Have a clear Vision, Positioning and shared Core Values of your Ideal Future
2. Develop focused and shared core strategies—as the glue for setting and reviewing annual goal setting and action planning for all major departments/SBUs
3. Set up Quadruple Bottom Line Measures and a Tracking System. Cascade it down in a Line-of- Sight for accountability of results at all levels – Unit-by-Unit/Dept.-by-Dept
4. Focus on the vital few leverage points of Business Excellence Architecture & Assessment with Watertight Integrity – Corporate-Wide Core Competency #3
5. Set the Top Enterprise-Wide Change Priorities—on only 2 pages
6. Conduct Large Group Enterprise-Wide Change Review and Critique Meetings
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12 ABSOLUTES FOR SUCCESS INENTERPRISE-WIDE CHANGE
7. Institutionalize the Parallel Involvement Process—with all key stakeholders as the new participative way you run your business day-to-day. Create a critical mass for Enterprise-Wide Change–that “goes ballistic” and becomes self-sustaining
8. Gain public commitments of “PLPs” and a Leadership Development System to Achieve Leadership Excellence – Corporate-Wide Core Competency #1
9. Redo your HR Management Practices—to support the positioning and values, especially your high performance management and Rewards system
10. Establish a monthly EWC Change Leadership Team—led by the CEO and facilitated by a master external facilitator—with a Yearly Comprehensive Map of Implementation
11. Set up a Program Management Office/Support with “Change Project Teams” of cross-functional leaders to track, and monitor each core strategy as the vehicle for change
12. Conduct the Annual Enterprise-Wide Review (and Update)—like an independent financial audit to ensure constant updating of your Enterprise-Wide Game Plan—Corporate-Wide Core Competency #2: “Build a Yearly Strategic Management Cycle.”
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THREE MAIN FAILURES OFENTERPRISE-WIDE CHANGE:
#1. Piecemeal Approach to a System’s Problem (Multiple Conflicting Mindsets)
Involving multiple mindsets, frameworks, consultants and fads
Instead of a Systems Thinking Approach
#2. Mainly Focusing on an Economic “Alignment” of Delivery (Alignment only)
Involving a primary focus on productivity and bottom-line economics
Instead of a combined approach with “attunement” issues below
#3. Mainly Focusing on Cultural “Attunement” and Involvement with People(Attunement only)
Involving a primary focus on egalitarian, participative, people processes
Instead of one combined approach with #2 above (economic alignment)
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THREE MAIN FAILURES OFENTERPRISE-WIDE CHANGE:
INSTEAD,
TRY AN INTEGRATED TOTAL SYSTEMS SOLUTION:
An Enterprise-Wide Systems Thinking Approach to Business Excellence –with a Quadruple Bottom Line measurement system:
(economics–employees–customers–society)
That dramatically increases Superior Results:(Profits–Growth–Culture–Sustainability)
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COMPLEXITY – THE RUBIKS CUBE
“An Organization is a Living System"
How many moves are there in a Rubik’s Cube?
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ENTERPRISE-WIDE CHANGE WHY IT FAILS
75% OF ALL MAJOR CHANGE EFFORTS FAIL
WHY?Because
Rubik’s Cubes and OrganizationsAre Both
Complex Systems
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COMPLEXITY – THE RUBIKS CUBE
"The Organization as a System"
How to Start Moving:
From:Chaos & Complexity
To:Elegant Simplicity
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SYSTEMS and ANALYTIC THINKING– Three Steps –
Work ON the Enterprise First
INSIDE(Do)
OUTSIDE(Check)
OUTSIDE(Plan)
3.
Link toDeliverables
AndOutcomes
1.
HelicopterView
ClarityOf
Purpose
1. Work ON the Enterprise
2. Work IN the Enterprise
3. Check ON the Enterprise
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BOTTOM LINE
What we think,or what we know,or what we believe
is, in the end,of little consequence.
The only consequence ......is what we do!
What we think,or what we know,or what we believe
is, in the end,of little consequence.
The only consequence ......is what we do!
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THANK YOU FOR YOUR PARTICIPATION
Steve Haines Barbara CollinsHaines Centre for Strategic Management