how enterprise leaders 'collaborate' to drive performance · 2017-07-02 · source: ceb...

How Enterprise Leaders 'Collaborate' to Drive Performance

UNSW | 29 June 2017

© 2014–2017 Gartner Inc. and/or its affiliates. All rights reserved. HR170516_06

Leadership in TransitionOrganisations Do Not Have the Right Leaders for the FuturePercentage of Business Units with Leaders Who Are Equipped to Handle the Future Needs of the Organisation, According to Managers

27% of Business

Units

n = 142 HR leaders.Source: CEB 2014 Enterprise Leadership Survey; CEB 2016 HiPO Survey.

Confidence in Rising Leaders Has Gone from Bad to WorsePercentage of Organisations with aStrong Leadership Bench

2013

2016

17%

13%

© 2014 –2016 CEB. All rights reserved. CEB163018PRINT_16

Source: CEB analysis.

Leaders Aren't Prepared for the New World

Geographic Dispersion of

Teams

Shifting Job Requirements

2012

6 Hours

2014

3 Hours

Less Time with Their

Teams

Widening Spans

of Control

In the new business environment, leaders must deal with…


Leaders Respond by Focusing on Their Individual Business Unit

n = 197.Source: CEB 2014 Enterprise Leadership Head of HR Survey.

38% of Leaders consider the rest of the business when making decisions

87% of Leaders feel unsupported by their peers

90% of Leaders don’t support cross-BU collaboration


The End of Agility?

Designing a HIPO Strategy That Moves at the Speed of the Business

Disengaged Star

Four Imperatives to Re-Engage High-Potential Employees

Realising the Full Potential of Rising Talent

Creating Enterprise Leaders

The Global Leader

Managing Leader Performance Risks

The Leadership Imperative


Decades of CEB Leadership Studies

1994 2004 2010 20142005 2010 2016


A New World Demands a New Approach

Source: CEB 2014 Enterprise Leadership Head of HR Survey.

Enterprise Outcomes

Enterprise LeadershipLeader effectiveness at meeting individual objectives, contributing to and leveraging the performance of other teams, and leading their team to do the same

Individual Leadership Network Leadership

Achieving own individual tasks and

assignments

Leading teams to achieve their

collective tasks and assignments

Improving others’ performance and using others’ contributions

to improve own performance

Leading teams to be network performers

outside the immediate team

Leader Task Performance

Leader Network Performance

Team Task Performance

Leading Team to Leverage Other Units


Project # 162234

Catalog # CEB162234PRINT

Year Range 2016

Enterprise Leaders Have Team Impact

Project # 160934


Year Range 2016

1.21xmore adaptable

1.68x more innovative

1.35x more engaged

Source: CEB 2014 Enterprise Leadership Network Analysis.

Enterprise Leaders’ teams are:


Only 12% of leaders meet the

requirements for Enterprise Leadership

Enterprise Leaders Are Few and Far Between

Source: CEB Enterprise Leadership Survey.

Individual Leadership Network Leadership

77% of leadersare effective at these

types of tasks


types of tasks


types of tasks


types of tasks

Leader Task Performance

Leader Network Performance

Team Task Performance

Leading Team to Leverage Other Units

How Do I Become an Enterprise Leader?


1: Collaborate Based on Your Relative Strengths and Weaknesses

Implication: Leaders will likely make unproductive contributions to others and miss the highest-value opportunities to collaborate.

Limited Contributions Misdirected Contributions Excessive Contributions



2: Seek Out Perspectives That Challenge Your Own

Project # 162234


Year Range 2016

Implication: Without strong and diverse professional networks, leaders are unable to adapt to changes in their working environment and are less likely to be exposed to new and innovative perspectives.

Unable to Pressure Test New Ideas

Unable to Learn from Others

Unsure Whom to Ask for Help

?? ?!! !


3: Incorporate Giving and Taking into Regular Activities

8

9

10

11

12

1

2

3

4

5

6

7

Sales Call

Vendor Call

Create Presentation

Conference Call

Conference Call

Strategic Planning Meeting

Direct Report One-on-One

Executive Meeting

Team Meeting

Budgeting Meeting Product Meeting

Client Meeting

Lunch

Review Reports

Provide Local ViewProvide team with business unit context and updates.

Offer FeedbackProvide feedback to direct report.

Role Model BehaviorsInfluence team behavior through individual conduct.

Direct Team InteractionsAssign tasks to individual team members.

Leader Calendar Illustrative

ConventionalApproach

Enterprise Leadership Approach

Offer and Solicit FeedbackShare and ask for feedback from your direct report.

Create Connections Influence team behavior by connecting peers with other colleagues across the organisation.

Provide Enterprise View Provide team with organisational context that shows links between team and organisational goals.

Empower Team Ownership Empower your team to negotiate ownership of tasks.


4: Build and Facilitate Diagonal Connections

Implication: Leaders currently form connections with leaders who cannot provide what the leaders need. Instead, leaders need to form untraditional connections with coworkers who work both in functions separate from their own and at different levels in the organisation.

Leader A

Leader B

Leader C


Use the dark red guides for 3 across and the orange guides for two across

5: Enable Teams to Navigate Workplace Complexity

Project # 162234


Year Range 2016 deck 21

Implication: Without understanding how their teams connect with others, leaders will more likely take an unbalanced approach when making good-faith efforts to encourage team network performance.

Overly Directive When leaders are overly directive, they limit teams’ abilities to make use of better collaboration opportunities that the leader cannot see.

Under-Involved When leaders take a hands-off approach, teams don’t have the knowledge they need to prioritise collaboration opportunities.

A Framework for Member Conversations

The mission of CEB Inc. and its affiliates is to unlock the potential of organizations and leaders by advancing the science and practice of management. When we bring leaders together, it is crucial that our discussions neither restrict competition nor improperly share inside information. All other conversations are welcomed and encouraged.

Confidentiality and In ellectual Property

These materials have been prepared by CEB Inc. for the exclusive and individual use of our member companies. These materials contain valuable confidential and proprietary information belonging to CEB, and they may not be shared with any third party (including independent contractors and consultants) without the prior approval of CEB. CEB retains any and all intellectual property rights in these materials and requires retention of the copyright mark on all pages reproduced.

Legal Caveat

CEB Inc. is not able to guarantee the accuracy of the information or analysis contained in these materials. Furthermore, CEB is not engaged in rendering legal, accounting, or any other professional services. CEB specifically disclaims liability for any damages, claims, or losses that may arise from a) any errors or omissions in these materials, whether caused by CEB or its sources, or b) reliance upon any recommendation made by CEB.

how enterprise leaders 'collaborate' to drive performance · 2017-07-02 · source: ceb...

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