leadership development for getting things done
TRANSCRIPT
Leadership Development for Getting Things Done
“Too often we enjoy the comfort of opinion without the discomfort of thought.”
John F. Kennedy“ Leadership and learning are indispensable to each other.”
Leadership• Think of one word that
describes a leader • Think of one story
where you experienced real leadership
• Think of one time where you think a person, a leader, failed to lead, in a huge way.
Why is Being a Leader So Hard in 2017?
Why is Being a Leader So Hard in 2017?
Fear the Future- Things Stink
Fragmentation of Cultural Reference
Points
Bestselling Books
Fragmentation of Cultural Reference
Points
Top Movies • Arrival• Fences• Hacksaw Ridge• Hell or High
Water• Hidden Figures• La La Land• Lion• Manchester By
the Sea• Moonlight
Fragmentation of Cultural Reference
Points
Top Albums Sales 2016
1) Adele2) Drake3) Justin Bieber4) Beyoncé5) Rihanna6) Twenty One Pilots
Fragmentation of Cultural Reference
Points
The Matrix ParadoxWe want and need to know more and more,
but it is so hard. We want an easier way.
Now think all the way back to 2003…
LinkedIn (2003)
Facebook (2004)
YouTube (2005)
Twitter (2006)
IPhone (2007)
Mobile apps
Mobile maps
Fitbit (2007)
Spotify (2007)
Dropbox (2007)
Airbnb (2008)
Hulu (2008) Kickstarter (2009)
Facetime (2010)
Uber (2009)
Pinterest (2010)
Tumblr (2010)
Snapchat (2011)
Udacity (2012) Snapchat (2012)
Roy
MargaretGenora
Wade
1957
“Conundrums”Complex or perplexing trends that generally
have no clear solution.
Trendspotting
Trends That Are Shaping Our
Future
TechnologyUrbanizationDemography
Technological Unemployment
The Next Big Things-Technological
POPULATION GROWTH 2010 - 2014
The Slowing Global Population Growth
Source: The United Nations Data
16%
84%
Retirement Savings Problem
Savings Gap
The Changing Face of America1960-2060
85 83 80 7669 64 60 55 51 47 43
10 1112
1212
1213
1313
1313
4 5 69
1316 19
22 2528 31
1 1 2 4 5 5 6 6 7 8 8
0 0 1 1 1 3 2 4 4 5 6
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
1960 1970 1980 1990 2000 2010 2020 2030 2040 2050 2060
Other
Asian
Hispanic
Black
White
Source: The Next America, Paul Taylor
American Individualism
Leadership Complexity Paralysis
Leadership
Leadership
• We want someone, or some group, we trust, to make sense of all the information we are receiving.
• We want leaders to take actions that improves our situations or solves our problems
Why Do We Want and Need Leadership?
My Belief - Great Leaders
• Are continuously learning
• Have a high tolerance for ambiguity, complexity, and change
• Can communicate the narrative
• Are made, not born
• Has high ethical and moral standard 67%
• Provides goals with loose guideline/direction 59%
• Clearly communicates expectations 56%
• Has flexibility to change opinions 52%
• Is committed to my ongoing training 43%
• Communicates often and openly 42%
• Is open to new ideas and approaches 39%
The Most Important Leadership Competencies
195 Global Leaders Were Asked to rate 74 Qualities
Source: HBR Sunnie Giles March 2016
CompetenciesSkills and behaviors required for
success that can be observed
ExperiencesAssignments or roles that prepare
a person for a future job
TraitsInclinations, aptitudes, and natural tendencies a person leans toward,
including personality traits and intellectual capacity
DriversValues and interests that
influence a person’s career path and engagement
Leadership
Four Dimensions of Leadership and Talent
Source: Korn Ferry Leadership Architect
Why Do We Want and Need Leadership?
We want someone, we trust, to make sense of all the information we are receiving.
We want someone to take actions that improves our situations or solves our problems
TraditionalHierarchicalLeadership
GrassrootsBottom UpLeadership
Action, Success, Problem Solving
Someone important or
some small groupwith a vision or resources
Someone not important
or some small
group with a vision or resources
Leadership Is Crucial & Models Are Changing
Public
Non profit
Private
Catalyst
Address a Specific Problem
Strategic Perspectives:(A) Strategic Ability(B) Managing Strategic Propositions(C) Focusing on Priorities
Innovation Mindset:(D) Utilizing Ambiguity(E) Shifting Perspectives(F) Managing Vision and Purpose(G) Creating New and Different
Getting Things Done:(H) Making timely Quality Decisions(I) Managing Information(J) Measuring Progress
Working Together:(K) Sharing Commitments(L) Exhibiting Mutual Trust(M) Managing Conflict(N) Being Interpersonally Savvy(O) Navigating Political Dynamics
GroupLead Approach The critical dimensions of group decision making and taking action
Strategic Perspectives:(A) Strategic Ability(B) Managing Strategic Propositions(C) Focusing on Priorities
Innovation Mindset:(D) Utilizing Ambiguity(E) Shifting Perspectives(F) Managing Vision and Purpose(G) Creating New and Different
Getting Things Done:(H) Making timely Quality Decisions(I) Managing Information(J) Measuring Progress
Working Together:(K) Sharing Commitments(L) Exhibiting Mutual Trust(M) Managing Conflict(N) Being Interpersonally Savvy(O) Navigating Political Dynamics
GroupLead Approach The critical dimensions of group decision making and taking action
Strategic Perspectives:(A) Strategic Ability(B) Managing Strategic Propositions(C) Focusing on Priorities
Innovation Mindset:(D) Utilizing Ambiguity(E) Shifting Perspectives(F) Managing Vision and Purpose(G) Creating New and Different
Getting Things Done:(H) Making timely Quality Decisions(I) Managing Information(J) Measuring Progress
Working Together:(K) Sharing Commitments(L) Exhibiting Mutual Trust(M) Managing Conflict(N) Being Interpersonally Savvy(O) Navigating Political Dynamics
GroupLead Approach The critical dimensions of group decision making and taking action
A high-performance group…• Regularly identifies
which tasks are mission critical, important, or nice to do
• Aligns resources to priorities
Strategic Perspectives:(A) Strategic Ability(B) Managing Strategic Propositions(C) Focusing on Priorities
Innovation Mindset:(D) Utilizing Ambiguity(E) Shifting Perspectives(F) Managing Vision and Purpose(G) Creating New and Different
Getting Things Done:(H) Making timely Quality Decisions(I) Managing Information(J) Measuring Progress
Working Together:(K) Sharing Commitments(L) Exhibiting Mutual Trust(M) Managing Conflict(N) Being Interpersonally Savvy(O) Navigating Political Dynamics
GroupLead Approach The critical dimensions of group decision making and taking action
A high-performance group…• Prioritizes meeting
agendas and allocates time
• Uses diverse subgroups to investigate and share information sometimes conflicting, from multiple sources
Collaboration“The act of working with one or
more people to produce or create something.”
Collaboration is an unnatural act between un-
consenting adults
What is a Commitment to Collaborate?
Evolution Of Groups
Shared Vision & “Plan”
Common Information & Language
Shared Specific Tasks
Familiarity
Personal Connections
Action & Trust
If I asked you to stand up, shake hands with the person next to you…but if I asked you to give them $1,000 or the
keys to your house…
•Past Behavior
•Capability
•Alignment
Collaboration Continuum
Nobody Does Anything
Collective Impact(Synergies)
Coordinated Impacts
Individual Impact
Disruptive Impact
Destroying Impact
Some General Beliefs About
Collaboration …1. People, and organizations collaborate when it is in
their interest to do so.2. “Where you stand always depends on where you
sit.”3. When crisis > complacency = cooperation.4. People collaborate when there is a chance of
success5. People collaborate when they have something to
do.6. Context matters…and all our context is changing
real fast.
Why are some regions more successful than
others in global competition?
• “Regardless of whether a region can bring the right people to the table or develop a strategic plan, the true test is whether the region can act effectively.”
• “The key to creating collaboration is effective regional leadership”
Source: Council on Competitiveness, Collaboration 2010
Regional Leadership• “Regional leadership bodies
depend on consensus, not hierarchy.”
• “The structures are more frequently networked than formalized”
• “New regional leadership must create a shared regional narrative, build consensus, institutionalize innovation, and lead change.”
• Let’s consider your local narrative(s)
Source: Council on Competitiveness, Collaboration 2010
Some Thoughts To Help You
Create, and Lead Successful
Regional Collaborations
Create Images and Language
(Messages) That Resonate
Present Position
Future More
Competitive
Position4-STEP STRATEGIC MANAGEMENT PROCESS
StrategyFormulation
2
Guiding Principles
Competitive Advantages
Constraints and Barriers
Conceptual Phase
Visioning Economic Vision
Future Cluster Competitiveness
Environmental Scanning
1
Gather data.
Understand what affects your region:
Internally
Externally
SustainabilityCapacity &
Leadership Development
4
Measure performance:
• Compare desired and actual results.
• Plan for contingencies
• “Continuous agenda”
Leadership Model
Strategic Action Development
3
• Research Completion
• Action Plans Creation
• CEO Prioritization
Leadership
Sustaining Project Focus
Continuous Agenda
Communication
Identifying &
Engaging Clusters
Capacity
Public
Engagement
Elected Official
Collaboration
Adjustment
Linkage to Work Group
Cluster Support
Cluster Recruitment
Entrepreneurship & Technology
Rural Development
Leadership & Collaboration
Hospitality
Government Partnership
Implementation IssuesCluster RetreatHonest Evaluation
Measurement
Copyright © 2002 by SBTDC. All rights reserved. No part of this work may be reproduced or transmitted in any form or by any means without express written consent of the publisher.
Adapted in part from Strategic Management & Business Policy. Wheelen & Hunger. 2000.
Analytical PhaseCurrent Reality Leadership
Critical Thinking
Focus Phase
Priorities
(What’s going on?) (What can we do about
it?)(Who, how and when do we do it?) (How well are we doing?)
National
Evaluation Reports
National Business
Surveys
Regional Comparisons
Demographic
Changes
Economic Trends
•Institutional Partner Coordination &Commitment
Fundraising
State of the Region
Innovation Index
Indicators
The Region and its Environment
•Economy-Education-Political-Health
Research
•Demographic Changes over Time
•Economic Trends/Current Situation
•Regional Comparisons
•Regional Evaluation Reports
•Regional Business Survey Results
Competitive Advantages
Constraints & Barriers
Cluster Opportunities
Strategic Position (Choices)•Focus Strategy•Product Development Strategy•Market Development Strategy•Diversification Strategy
Mission
•Reason for existence
•Guiding principle for strategies
• Industries and types of services
•Ways value is added
•Uniqueness
•Stakeholders served
•Prime goals
•Clear and direct
Visioning•Picturing the future: World, Industries, Region•Challenging conventional beliefs•Imagination, Innovation, Inventiveness
Vision Statement•Core Values, Core Purposes, Audacious Goals•Shared commitment to achieve•Inspiring, Challenging
Priorities•Distinctive
Competencies
•Competitive
Weaknesses
•Relevant
Opportunities
Action Plans•Next Steps
•Assignments
•Management & FeedbackVisionary Phase
Analytical Phase
Focus Phase
Task Force Formation
Complacency Fund RaisingPartnership Commitment
Implementation
Action Plans
Institutional Partners
Original Research
Project Coordination
Competitiveness Issues
•Investment in R&D
•Skilled Work Force
•Quality of Education
•Physical Infrastructure
•Supply of Capital
•Cost of Doing Business
•Quality of Life
Critical Thinking
Goal SettingLong, Medium, Short Term
Current
Reality
Copyright © 2002 by SBTDC. All rights reserved. No part of this work may be reproduced or transmitted in any form or by any means without express written consent of the publisher.
Assumptions
•Planning Dangers
•Beliefs v. Facts
•Accounting for
Change
Measurement
InnovationProcessesCluster CustomersFinancial
BenchmarkingContingency Plans
Getting Started- Strategic Action Retreat ModelFuture Cluster Competitiveness
Work
Groups
We Are Competing For Economic
Success
1) Do you believe that there is greater competition than ever for new jobs and new investment?
2) Do you believe that the competition is global?
3) Do you believe that there will be locations that win the competition and locations that lose?
4) Do you believe that communities can take actions to improve their chances of success?
Be Clear Why “It” Matters To
Everyone Involved
People and Organizations Collaborate When It Is In
Their Best Interest To Do So.
Dr. Michael Porter, 2002
Engage Every Partner
Involvement = Contribution
“What makes a plan capable of producing
results is the commitment of key people to work on
specific tasks.”
Peter Drucker
It Takes “Capacity” to Hold Groups
Together
“Be the Collaborative Capacity” Glue and Grease - The capacity to bring people and
groups together, keep minutes, make coffee, set agendas, make the hard calls, smooth the rough spots
No Cause, No Credit, No Cash
…and a little “choice architecture” can help
Nudge
“Status quo bias” or the default option
People learn from others
The most effective way to nudge is via social influence
Social influence involves information and peer pressure
Motivations
Where you stand (almost) always determines where you sit
• Biological drive
• Rewards & punishments
• Intrinsic
The Sawyer Effect
• Why would people do what you want them to do?
Build Social Capital Every Day
“Consists of the stock of active connections among people; the trust, mutual understanding, and shared values and behaviors that bind the members of human networks and communities and make cooperative action possible.”
Cohen & Prusak 2001
People Receive Information Different
Ways
Old School
New Media
Social Networks
Ask them, often
Tomorrow’s Economic Leaders
“ENTJ”
• "Nothing will work unless you do." -Maya Angelou
• "I alone cannot change the world, but I can cast a stone across the water to create many ripples." -Mother Teresa
• "The most difficult thing is the decision to act, the rest is merely tenacity." -Amelia Earhart
Leadership Quotes
Thoughts or Questions?
Follow on twitter @tedabernathy
or
LinkedIn Ted Abernathy
“ Leadership and learning are indispensable to each other.”
John F. Kennedy [email protected]