a management/ leadership system · gerard egan. models a, b, and c are communication and...
TRANSCRIPT
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A MANAGEMENT/ LEADERSHIP SYSTEM
Gerard Egan
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PROFESSIONALIZINGMANAGEMENT
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TAKING MANAGEMENT SERIOUSLY
Management is Currently a Job.
It Needs to Become a Profession.
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CHOOSING MANAGERS
Across the World, the Average Manager is Chosen For That Role Because He or
She Is Good at Something Else.
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TRAINING MANAGERSOnce "Ordained" a Manager,
the Average Manager Receives Little or No Training
in Specifically Managerial Competency.
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CREATING ABUSINESS-BASED
MANAGEMENTSYSTEM
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MANAGEMENT SYSTEMEnterprises Need a Shared Management System That
Provides Managers With the Frameworks, Models,
Methods, & Skills Needed to Add Value.
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DEFAULT MANAGEMENT SYSTEM
If There Is No Explicit Management System in Place,
There is Still aDEFAULT SYSTEM
or Set of Systems That Add Value or Cost or A Mixture of the Two
to the Business.
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A COMPREHENSIVEBUSINESS-BASED
MANAGEMENTSYSTEM
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THE FOUR FRAMEWORKS OF THE SYSTEM
• A. Designing, Running, & Taking the Pulse of the Enterprise
• B. Initiating & Managing Innovation and Change
• C. Managing the Shadow Side of the Business
• D. Communicating: Value-Driven Dialogue
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NO FORMULAModels A, B, C, D Provide
Principles, Not Formulas.Each Enterprise Must Use the
Principles to Create Its Own Set of Formulas Which Must Be
Integrated Into the Management System Kept Evergreen.
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Gerard Egan
MODEL A:DESIGNING, RUNNING, & TAKING THE
PULSE OF THE ENTERPRISE
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MODEL-A FUNCTIONS
• Design Business Realities
• Run, Manage, Lead
• Take the Pulse
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WHAT DO WE WANT?Creation of
Wealth
DynamicBalance
DelightedCustomers
SuccessfulEmployees
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MODEL A THE MASTER TASKS OF MANAGEMENT
1. STRATEGY
Delighted Customers Successful Employees
Creation Of Wealth
3. STRUCTURE
6. LEADERSHIP
4. HUMAN RESOURCES
5. MANAGEMENT
2.OPERATIONS
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MODEL-A APPLICATIONS
• The Entire Company• Every Division• Every Unit• Every Function• Every Project • Every Program
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STRATEGYFormulate a Strategy to
Provide Focus and Direction for the Entire Enterprise, for
Every Division, for Every Unit, for Every Program, and
Every Activity
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STRATEGY
MISSION VISION VALUES
MARKETSMAJOR
PRODUCTS &SERVICES
CORECOMPETENCIES
ENVIRONMENT STAKEHOLDERSCRITICAL
RESOURCES
FOCUS/DIRECTION
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MODEL B:INNOVATION & CHANGE
Gerard Egan
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• What are the problems, unused opportunities, issues?
• What do we want (instead of what we have)?
• What do we need to do to get what we want?
• How do we turn talk into action, leading to valued outcomes?
INITIATING CHANGEFour Critical Questions
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MANAGING INNOVATION & CHANGEI
CURRENTII
PREFFEREDIII
STRATEGIES
HOW DO WE IMPLEMENT OUR PLANS?
WHAT'S THE
PRESENT STATE OF AFFAIRS?
HOW DO WE GET WHAT
WE NEED OR
WANT?
WHAT DO WE
NEED/WANT INSTEAD OF
WHAT WE’VE GOT?
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ICURRENTSCENARIO
IIPREFFEREDSCENARIO
IIIACTION
STRATEGIESPOSSIBILITIESSTORY
BLIND SPOTS
LEVERAGE
CHANGEAGENDA
COMMITMENT
POSSIBLEACTIONS
BEST FIT
PLAN
ACTION LEADING TO VALUED OUTCOMES
MANAGING INNOVATION & CHANGE
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FLEXIBILITYSeldom, if ever, do change agents march through the
model from beginning to end.Rather they move back and
forth among both stages and steps, plowing learnings from
one area into another.
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MODEL DTHE POWER OF DIALOGUE
Gerard Egan
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Models A, B, and C Are Communication and
Relationship Intensive.Effective Managers are Effective Communicators and Relationship
Builders.
THE COMMUNICATIONMANDATE
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1. Turn Taking
2. Connecting
3. Mutual Influencing
4. Co-Creating Outcomes
FOUR REQUIREMENTS FOR DIALOGUE
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FOUR KINDS OF TELLER DISCOURSE
1. Stories
2. Points of View
3. Decisions
4. Intentions
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MANAGING THE
OF CHANGESHADOW SIDESHADOW SIDESHADOW SIDESHADOW SIDESHADOW SIDESHADOW SIDESHADOW SIDESHADOW SIDESHADOW SIDESHADOW SIDE
SHADOW SIDESHADOW SIDESHADOW SIDESHADOW SIDESHADOW SIDESHADOW SIDESHADOW SIDESHADOW SIDESHADOW SIDESHADOW SIDE
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Shadow SideShadow SideShadow SideShadow SideFactorsSTUMBLING BLOCKS TO CHANGE
THE MISSING PARTS OF PLANNED CHANGE
HOW CHANGE "LOSES THE NAME OF ACTION"
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STUMBLING BLOCKS
DENIALNO CULTURE OF CHANGENO SENSE OF URGENCYNO SHARED MODEL OF CHANGEFADS:THE SEARCH FOR MAGICLACK OF READINESSCHANGE AS DISCRETIONARYTHE OKAVANGO-KALIHARI
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READINESS FOR RE-ENGINEERINGEMPLOYEES TRUST THEIR MANAGERS
MANY WORKERS MAKE THEIR OWN DECISIONS
EMPLOYEES ARE PAID FOR PERFORMANCE
PEOPLE OPERATE WELL IN TEAMS
PEOPLE SHARE INFORMATION FREELY
EMPLOYEES ARE WILLING TO TAKE RISKS
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THE MISSING PARTS OF PLANNED CHANGEMESSINESS - FROM MESSY TO MESSIER
PERSONAL STYLES AND INDIVIDUAL IDIOSYNCRASIES
SOCIAL SYSTEM DISRUPTION
INTERNAL POLITICS
CHANGE AS COUNTER-CULTURAL
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HOW CHANGE "LOSES THE NAME OF ACTION"
OVERLOAD
THE MUNDANE
INERTIA
ENTROPY
NO RELEARNING PROCESS
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LEADERSHIP
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"Leadership Is One Of Those Sponge Words So
Soaked With Meaning That Interpretations Can Be
Squeezed Out Of It By The Bucketful."
P. GHEMAWAT
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Define What Leadership Means in This Company and Develop a Results-
Based Leadership System in Which All
Can Participate
LEADERSHIP SYSTEM
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NATURE
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Headship and Leadership Are Not The Same Thing. Not
Everyone Who Heads a Company, Unit, Or Function Is a Leader. Headship Is About Position. Leadership Is About
Results.
LEADERSHIP vs HEADSHIP
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"Jane and John are excellent leaders. They consistently,
and I emphasize consistently, meet targets. You can count
on them for standard results all the time."
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THE ESSENCE OF LEADERSHIP
The Achievement of
Results
Beyond the Ordinary.
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RESULTS ORIENTATIONNOT:
• Personality Traits• Activities
RATHER:
• Output• Outcomes• Achievements• Impact
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CENTRAL LEADERSHIP FACTORS
Business-EnhancingChange
Through Creative & Committed
Collaborators
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Collaborators Situation
THE LEADERSHIPSYSTEM
Leader
ResultsBeyond The
Ordinary
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A LEADERSHIP PROCESS
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Develop a Leadership Process, That Is, A
Flexible Way of "Doing” Leadership, That Can Be Learned and Practiced
Throughout the Enterprise.
LEADERSHIP PROCESS
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Leaders Are Not Super-Heroes
Who Do Everything Themselves. Rather They
Play a Critical Role In Making Sure That These
Five Things Happen.
CRITICAL ROLE
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1. CREATIVE IDEASStimulate a steadyflow of business-enhancing ideas.
2. SCREENINGHelp evaluate &
pick the bestideas for
implementation.
Embed the best ideasin projects & programsthat move the business
forward.
3. INNOVATION4. SELLINGHelp team members
buy into and owninnovative projects
and programs.
5. CLIMATECreate a work
climate thatsupports
innovative efforts
6. PERSISTENCEMove viable projects
forward until theyadd value.
RESULTSBEYOND
THEORDINARY
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1. CREATIVE IDEASStimulate a steady flow ofbusiness-enhancing ideas.
2. SCREENINGHelp evaluate &
pick the bestideas for
implementation.
Embed the best ideas in3. INNOVATION
projects that move thebusiness forward.
4. SELLINGGet team members to buy
into and own the innovativeproject.
5. CLIMATECreate a workclimate that
supportsinnovative efforts.
6. PERSISTENCEMove viable projects forwarduntilthey actually add value.
RESULTSBEYOND THE
ORDINARY
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Leaders Play a Key Role in Making Sure That There Is a Steady
Stream of Business-Enhancing Creative Ideas. While They
Provide Some of These Ideas, They Find Ways to Stimulate the
Organization to Do So. They Are Catalysts.
1. CREATIVE IDEAS
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1. CREATIVE IDEASStimulate a steady flow ofbusiness-enhancing ideas.
2. SCREENINGHelp evaluate &
pick the bestideas for
implementation.
Embed the best ideas in3. INNOVATION
projects that move thebusiness forward.
4. SELLINGGet team members to buy
into and own the innovativeproject.
5. CLIMATECreate a workclimate that
supportsinnovative efforts.
6. PERSISTENCEMove viable projects forwarduntilthey actually add value.
RESULTSBEYOND THE
ORDINARY
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Leaders Play a Key Role in Making Sure That The Best Business-Enhancing Ideas
Are Chosen for Development.
2. SCREENING
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3M, a Company That Lives on Innovation, Has Institutionalized the Screening Process.
All Its New Products Run This Gauntlet.
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1. CREATIVE IDEASStimulate a steady flow ofbusiness-enhancing ideas.
2. SCREENINGHelp evaluate &
pick the bestideas for
implementation.
Embed the best ideas in3. INNOVATION
projects that move thebusiness forward.
4. SELLINGGet team members to buy
into and own the innovativeproject.
5. CLIMATECreate a workclimate that
supportsinnovative efforts.
6. PERSISTENCEMove viable projects forwarduntilthey actually add value.
RESULTSBEYOND THE
ORDINARY
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Leaders Play a Key Role in Seeing to It That Creative Ideas
Are Turned Into Innovative, Business-Enhancing Projects.
While They May Initiate Some of These Projects Themselves, They
Stimulate Others to Do So.
3. INNOVATION
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Leaders Understand the Difference Between
Creativity and Innovation. In the End They Are
Practical.They Play a Key Role in
Getting Business-Enhancing Things Done.
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1. CREATIVE IDEASStimulate a steady flow ofbusiness-enhancing ideas.
2. SCREENINGHelp evaluate &
pick the bestideas for
implementation.
Embed the best ideas in3. INNOVATION
projects that move thebusiness forward.
4. SELLINGGet team members to buy
into and own the innovativeproject.
5. CLIMATECreate a workclimate that
supportsinnovative efforts.
6. PERSISTENCEMove viable projects forwarduntilthey actually add value.
RESULTSBEYOND THE
ORDINARY
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Leaders Play a Key Role in Making Sure That Key
Stakeholders and Players Buy Into Innovative, Business-Enhancing Projects. They
Both Sell the Projects Themselves and Get Others to
Do so.
4. GETTING BUY-IN
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LEVELS OF INVOLVEMENT
• Ownership• Commitment• Buy In• Compliance• Obstruction
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1. CREATIVE IDEASStimulate a steady flow ofbusiness-enhancing ideas.
2. SCREENINGHelp evaluate &
pick the bestideas for
implementation.
Embed the best ideas in3. INNOVATION
projects that move thebusiness forward.
4. SELLINGGet team members to buy
into and own the innovativeproject.
5. CLIMATECreate a workclimate that
supportsinnovative efforts.
6. PERSISTENCEMove viable projects forwarduntilthey actually add value.
RESULTSBEYOND THE
ORDINARY
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Leaders Play a Key Role in Creating an Environment That
Encourages Creativity & Innovation. They Nurture
Innovative Projects and Get Others to Do So. They Play a
Role in Climate Making.
5. CREATING THE CLIMATE
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A CLIMATE OF INNOVATION
"All You Really Have to Do in [Leadership] Is Provide an
Environment. It's Almost Alive, Always Ebbing and Flowing"
A 3M Executive
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A CLIMATE OF INNOVATION
"I Manage an Environment. An Environment to Free Up Your
Imagination - That's The Whole Idea."
A 3M Executive
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1. CREATIVE IDEASStimulate a steady flow ofbusiness-enhancing ideas.
2. SCREENINGHelp evaluate &
pick the bestideas for
implementation.
Embed the best ideas in3. INNOVATION
projects that move thebusiness forward.
4. SELLINGGet team members to buy
into and own the innovativeproject.
5. CLIMATECreate a workclimate that
supportsinnovative efforts.
6. PERSISTENCEMove viable projects forwarduntil they actually add value.
RESULTSBEYOND THE
ORDINARY
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Leaders Don't Give Up. Failure Is Not a Word In Their
Vocabulary. They Drive and Get Others to Drive Projects to
Successful Completion. They Know That Leadership Is About
Business-Enhancing Results.
6. PERSISTENCE
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Leaders Talk About "Going Back to the Drawing Board,” "Regrouping,” "Going At the
Project From a Different Angle," and Phrases Like That
Rather Than Using Failure Language.
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THE LEADER'S ROLE
• Developing Visions• Choosing Promising Possibilities• Formulating Vision-Based Agendas• Rallying People Around Agendas• Stimulating Agenda-Related Learning• Persisting to Completion Of Agenda
Leaders play a key role in:
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LEVELS &AREAS OF
LEADERSHIP
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ORGANIZATION-WIDE LEADERSHIP
• Executive• Managerial• Supervisory• Professional/Technical• Operational
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Strategy
Management
Supervision
Change
NewVentures
IncrementalImprovement
Crises
PositivePolitics
Environment
ResultsBeyond theOrdinary
LeadershipAreas
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LEADERSHIP DEVELOPMENT
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"Are Leaders Born Or Made?"
The Answer Is:Yes
Basic Abilities and Skills CanBe Transformed Into theStuff of Leadership. It Is
Mainly Self-Transformation.
The Answer Is:Yes
Basic Abilities and Skills CanBe Transformed Into theStuff of Leadership. It Is
Mainly Self-Transformation.
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LEADERSHIPAND CULTURE
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Leaders Must BothRespect and Exemplify
the Best in the Enterprise's Tradition While Still Leading It Beyond Itself Into a Better and
More Dynamic Future.
THE LEADER'S DILEMMA
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Leaders earn“idiosyncrasy credits”
by respecting theorganizations traditions.They then "spend" these
credits on innovations thatchallenge the culture.
RESOLVING THE DILEMMA
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"YOU LEAD,LEAD,FOLLOW, OR
YOU GET OUTOF THE WAY."
Lee Iaccoca