building high-performance organizations in the …
TRANSCRIPT
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BUILDING HIGH-PERFORMANCE ORGANIZATIONS IN
THE TWENTY-FIRST CENTURYMICHAEL SABLE, ADJUNCT FACULTY, UNIVERSITY OF VIRGINIA
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The Challenge:
“Only three things in organizations happen naturally: friction, confusion, and under-performance. Everything else requires Leadership.”
Peter Drucker
COPYRIGHT - COMMONWEALTH CENTERS FOR HIGH PERFORMANCE ORGANIZATION, INC. 1992-2008
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The Local Government Imperative
Leadership Skills
New Structure for 21st Century
Change Levers
The Work of Leadership
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THE LOCAL GOVERNMENT IMPERATIVE
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THE FUTURE
“ New Localism holds as a basic tenet that cities and their metropolitan communities are the level of society that will address many of the economic, social, and environmental challenges facing the world today.”
- Bruce Katz and Jeremy Nowak
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THE FUTURE
“ New Localism reflects a new horizontal
rather than vertical mechanism for societies
to solve hard problems.”- Bruce Katz and Jeremy Nowak
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Jobs
Environment Safety
Education Healthcare Infrastructure
Housing
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THE 21ST CENTURY
CHALLENGES
Issues are:
•Multi-Sector
•Multi-Disciplinary
•Multi-Jurisdictional
•Intergovernmental
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NEXT BIG THINGS
Importance of the City/State
Organization of Future
Workforce of the Future
Open Source World
Disruptions and Creative Destruction
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NEXT BIG THINGS (CONT.)
High Tech and High Touch
A.I.
Data Analytics
Evidence and Challenging
Conventional Wisdom
New Models of Finance
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10 CHARACTERISTICS OF GREAT ORGANIZATIONS
Mission Driven /
Value Based
Anchored Around a Set
of Shared Organizational
Values
Selecting Talented
People
Who Fit the Culture
Investing In
and
Developing People
Supporting Strong Performers
and
High Performing Teams
Getting the “Right
People in the Right Seat
on the Bus”
Focusing on Personal and
Organizational
Accountability
Reinforcing the
“Meaning” of Work
Resisting the Constraints
of Job Titles, Job
Descriptions, and
Organizational Charts
Constantly Challenging
the Organization to Be
Better
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LEADERSHIP SKILLS
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Results
Oriented
Collaboration
And
Influence
Team
Leadership
Developing
Members of
the Team
Leading
Change
Supports
Inclusion
WHAT SHOULD LEADERSHIP DEVELOPMENT FOCUS ON?
Strategic
Orientation
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LEADERSHIP SKILLS FOR THE PROFESSION
Master of the Flywheel
Stockdale Paradox
Design Literacy
Symphonic Skills
Being Decisive
Confront Conventional
Wisdom
Architects of “Yes”.
Incremental Revolutionary
Meaning
Story.
Meaning
Master of the
Flywheel
Stockdale
Paradox
Design
Literacy
Symphonic
SkillsStory
Confront
Conventional
Wisdom
Being
Decisive
Architects
of “Yes”
Incremental
Revolutionary
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.
Meaning
Sees a Path
in
Complexity
Develops
Others
Social
Network
Adaptive
Symphonic Skills
Encourages
Diversity
Story
Decisive
Vision/Values
RESILIENT LEADER
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NEW STRUCTURE FOR 21ST CENTURY
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ACCELERATE – JOHN KOTTER
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INDUSTRIAL MODEL TO NETWORKED TALENT MODEL
COPYRIGHT - COMMONWEALTH CENTERS FOR HIGH PERFORMANCE ORGANIZATION, INC.
1992-2008
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COPYRIGHT - COMMONWEALTH CENTERS FOR HIGH PERFORMANCE ORGANIZATION, INC. 1992-2008
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“WORK” IS HOLISTIC
IN THE NETWORKED
TALENT MODEL
COPYRIGHT - COMMONWEALTH CENTERS FOR HIGH PERFORMANCE ORGANIZATION, INC. 1992-2008
Team Skills,Abilities, and Behaviors
Management Skills, Abilities, and Behaviors
Causal Modeling/Systems Analysis
Performance Planning
Project Management and Execution
People Development
Plan Implementation, Monitoring, and Adjustment
Outcome/Results Variance Analysis
Open Communication
Leadership Skills, Abilities,
and Behaviors Strategic Stakeholder Value
Analysis
Vision / Values to Strategy /
Structure / Systems
Suprasystems Integration /
Stewardship
Learning / Thinking /
Changing / Renewing
Enabling / Empowering /
Engaging / Energizing
Task / TechnicalSkill, Abilities, and
Behaviorscontinuously broaden and deepen task /
technical skills and abilities
T
M LTS
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COPYRIGHT - COMMONWEALTH CENTERS FOR HIGH PERFORMANCE ORGANIZATION, INC. 1992-2008
PERCENT OF TIME SPENT ON EACH FUNCTION AT EACH LEVEL
OF THE ORGANIZATION IN THE NETWORKED TALENT MODEL
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COPYRIGHT - COMMONWEALTH CENTERS FOR HIGH PERFORMANCE ORGANIZATION, INC. 1992-2008
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COPYRIGHT - COMMONWEALTH CENTERS FOR HIGH PERFORMANCE ORGANIZATION, INC. 1992-2008
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CHANGE LEVERS
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HIGH PERFORMANCE ORGANZIATION MODEL
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THE HPO MODEL - 6 CHANGE LEVERS
LEADERSHIP VISION VALUES STRATEGIES STRUCTURE SYSTEMS
COPYRIGHT - COMMONWEALTH CENTERS FOR HIGH PERFORMANCE ORGANIZATION, INC. 1992-2008
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COPYRIGHT - COMMONWEALTH CENTERS FOR HIGH PERFORMANCE ORGANIZATION, INC. 1992-2008
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7 KEY DIAGNOSTIC
QUESTIONS
What is High-Performance?
How would we know?
According to whom?
Why be High-Performing?
Are we doing the right what?
How good are we at doing it?
How are we going to treat each other?
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COPYRIGHT - COMMONWEALTH CENTERS FOR HIGH PERFORMANCE ORGANIZATION, INC. 1992-2008
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THE WORK OF LEADERSHIP
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LEADERSHIP FUNCTIONS
COPYRIGHT - COMMONWEALTH CENTERS FOR HIGH PERFORMANCE ORGANIZATION, INC. 1992-2008
STRATEGIC STAKEHOLDER
VALUE ANALYSIS
VISION AND VALUES IMPLEMENTED
THROUGH STRATEGY,
STRUCTURE, AND SYSTEMS
SUPRASYSTEM INTEGRATION AND
STEWARDSHIP
LEARNING, THINKING,
CHANGING, AND RENEWING
ENABLING, EMPOWERING,
ENGAGING, AND ENERGIZING
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STRATEGIC STAKEHOLDER VALUE ANALYSIS
COPYRIGHT - COMMONWEALTH CENTERS FOR HIGH PERFORMANCE ORGANIZATION, INC. 1992-2008
Who are/should be our stakeholders
What do they value (want/need/expect) now
and in the future?
Who are our “competitors;”
implications for us?
What is happening in the larger environment; how might the this affect us (conduct environmental scan, market analysis, “political” analysis, feasibility review)
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VISION / VALUES - IMPLEMENTED THROUGH STRATEGY, STRUCTURE,
AND SYSTEMS
COPYRIGHT - COMMONWEALTH CENTERS FOR HIGH PERFORMANCE ORGANIZATION, INC. 1992-2008
WHAT DOES HIGH-PERFORMANCE MEAN FOR
US?
WHAT HIGHER MORAL PURPOSE ARE WE TRYING
TO SERVE,
WHAT IS THE DESIRED FUTURE STATE WE ARE
SEEKING?
STRATEGIC THINKING: STRATEGIC PLAN SHOWING DIRECTION AND NEED FOR CAPACITY BUILDING , AND “TACTICAL” OPERATIONAL
PLAN
THE ORGANIZATION’S/UNIT’S
“VALUES” WORK INVOLVES CAUSING THE VALUES
(LEADERSHIP PHILOSOPHY/ INDIVIDUAL
BEHAVIORAL VALUES/OPERATING
SYSTEMS VALUES) TO BE MADE ACTIONABLE (BY
FOCUSING ON REQUIRED/PROHIBITED
BEHAVIORS)
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SUPRASYSTEMS INTEGRATION AND STEWARDSHIP
COPYRIGHT - COMMONWEALTH CENTERS FOR HIGH PERFORMANCE ORGANIZATION, INC. 1992-2008
Gluing the parts of the organization back together to accomplish the vision;
creation of mechanisms that align the parts to form an integrated whole.
Requires a stewardship role from individuals; rising above “turf” to serve the larger whole; linking with others to
address cross-organizational issues; “steward of the whole” versus “owner of
the piece.”
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LEARNING, THINKING, CHANGING, AND RENEWING
COPYRIGHT - COMMONWEALTH CENTERS FOR HIGH PERFORMANCE ORGANIZATION, INC. 1992-2008
PERSONAL LEARNING, RENEWAL, GROWTH, AND CHANGE; REQUIRES SEEKING AND
USING PERSONAL FEEDBACK.
STAYING “ON THE CUTTING EDGE” INDIVIDUALLY AND ORGANIZATIONALLY;
REQUIRES BUILDING A “LEARNING ORGANIZATION.”
BEST PRACTICES / BENCHMARKING / REENGINEERING / CONTINUOUS
IMPROVEMENT.
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ENABLING, EMPOWERING, ENGAGING AND ENERGIZING
COPYRIGHT - COMMONWEALTH CENTERS FOR HIGH PERFORMANCE ORGANIZATION, INC. 1992-2008
TEACHING AND MENTORING;
MOTIVATING AND BUREAUCRACY
BUSTING
PROVIDING KNOWLEDGE, SKILLS,
AND INFORMATION REQUIRED TO MAKE GOOD DECISIONS
BEING PROACTIVE REMOVING BARRIERS TO EMPOWERMENT
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WRAP UP
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The Local Government Imperative
Leadership Skills
New Structure for 21st Century
Change Levers
The Work of Leadership
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LOCAL
GOVERNMENT
IMPERATIVE
Issues are:
•Multi-Sector
•Multi-Disciplinary
•Multi-Jurisdictional
•Intergovernmental
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Results
Oriented
Collaboration
And
Influence
Team
Leadership
Developing
Members of
the Team
Leading
Change
Supports
Inclusion
WHAT SHOULD LEADERSHIP DEVELOPMENT FOCUS ON?
Strategic
Orientation
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COPYRIGHT - COMMONWEALTH CENTERS FOR HIGH PERFORMANCE ORGANIZATION, INC. 1992-2008
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THE HPO MODEL - 6 CHANGE LEVERS
LEADERSHIP VISION VALUES STRATEGIES STRUCTURE SYSTEMS
COPYRIGHT - COMMONWEALTH CENTERS FOR HIGH PERFORMANCE ORGANIZATION, INC. 1992-2008
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THE WORK OF LEADERSHIP
COPYRIGHT - COMMONWEALTH CENTERS FOR HIGH PERFORMANCE ORGANIZATION, INC. 1992-2008
STRATEGIC STAKEHOLDER
VALUE ANALYSIS
VISION AND VALUES IMPLEMENTED
THROUGH STRATEGY,
STRUCTURE, AND SYSTEMS
SUPRASYSTEM INTEGRATION AND
STEWARDSHIP
LEARNING, THINKING,
CHANGING, AND RENEWING
ENABLING, EMPOWERING,
ENGAGING, AND ENERGIZING
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QUESTIONS?