leadership in the disruption era
TRANSCRIPT
LEADERSHIP IN THE DISRUPTION ERA
CHARLES COTTER Ph.D candidate, MBA, B.A (Hons), B.A
www.slideshare.net/CharlesCotter
PROTEA FIRE AND ICE, MELROSE ARCH
14-15 AUGUST 2017
TRAINING PROGRAMME OVERVIEW – DAY 1
SESSION #1: Management Principles: Managing Yourself andLeading Others is Not Easy
SESSION #2: Rethinking Leadership for the Digital Revolution
SESSION #3: An Inspiring Leader, Smart Strategists and aCreative Thinker: Enhancing Personal and OrganisationalCreativity
SESSION #4: Effectively Mentoring, Developing and Improvingthe Performance and Satisfaction of your Employees
TRAINING PROGRAMME OVERVIEW – DAY 2
SESSION #5: Successfully Leading and Managing Change in yourTeams
SESSION #6: Ethical Application of Influence and Persuasion
SESSION #7: Navigating the Stages of Team Development:Building More Effective Teams and Successful Team Dynamics
SESSION #8: Conflict Management: Promoting CooperationBetween Team Members
INTRODUCTORY LEARNING ACTIVITY
Complete the statement by inserting one (1) word. In order toeffectively lead in a disruption era, I need to/to be…………………………………..
Now find other learners with the same word as you.
Jot these words down on the flip-chart.
Each learner will have the opportunity to elaborate on their chosenword.
SESSION 1
LEADERSHIP COMPONENTS
CONTEXT OF MANAGEMENT
THE NATURE OF THE BUSINESS ENVIRONMENT – V-U-C-A
LEADERSHIP DEVELOPMENT CONTINUUM
CHARACTERISTICS OF TRANSFORMATIONAL
LEADERSHIP
LEARNING ACTIVITY 1
Discuss the merits of self-leadership as the “Genesis”of the leadershipprocess/continuum.
Which leadership styleyields the best results inyour organization. Justifyand substantiate yourreasoning.
Provide feedback in theform of a summation ofyour group discussion
SESSION 2
LEADERSHIP DEVELOPMENT REALITIES AND TRENDS
The bottom line: Identify potential leaders and actively developtheir skills
For today’s digital leaders, the most difficult question to answer ishow to successfully identify and develop high-potential employees– the future leaders who are able to thrive in more demandingroles. Companies that successfully unlock this potential in itsleaders gain a competitive edge that very few have.
Leadership and its most effective characteristics are changing.Today’s millennials place less value on visible (19%), well-networked(17%) and technically skilled (17%) leaders. Instead, they define trueleaders as: strategic thinkers (39%), inspirational (37%), personable(34%) and visionary (31%). (Source: Deloitte, Millennial Survey)
LEADERSHIP DEVELOPMENT MATURITY MODEL (BERSIN)
LEVEL FIVE LEADERSHIP (COLLINS)
LEARNING ACTIVITY 2
Prepare a strategy to manage and develop the skills andtalent your company needs in the digital reality:
Evaluate the current degree of leadership developmentmaturity in your organization.
Given your organization’s business reality and needs,identify the profile of the required leader – style and type.
Identify viable strategies to enhance the leadershipdevelopment model in your organization.
Indicate how your organization can invest in the globalsourcing and development of leaders i.e. creatingleadership pipeline. (if relevant)
SESSION 3: INNOVATION AND CREATIVITY
STIMULATING INNOVATION AND CREATIVITY
Defining innovation
The characteristics of an innovative workingenvironment
Processes, actions and approaches to createinnovation
Creativity/innovative techniques
COMPONENTS OF LEARNING, INNOVATION AND GROWTH
THE FEATURES AND CHARACTERISTICS OF KM
Forging linkages between its structured and unstructuredinformation in a way to use it for a specific problem situation
Organizations need to understand who has knowledge and developsupport systems for its creation and application.
Organizations need to create knowledge maps
Reflect on existing knowledge
This also makes it possible to identify the gaps in the existingknowledge, and to focus future knowledge-gathering efforts.
Build rewards for knowledge creators and brokers
Organizations need to harness knowledge to become innovative
Redistribute and share the knowledge
Apply the knowledge
THE ROLE OF THE MANAGER IN IMPLEMENTING KNOWLEDGE
MANAGEMENT AND LEARNING
Creating a conducive working environment for knowledge management
Act as a role model and leading by example
Developing, implementing, communicating and revising plans for KM systems
Creating processes and structures for KM systems
Stimulating knowledge creation and transfer of learning
Rewarding and recognizing knowledge creation
Liaising with other important role players and stakeholders
Building a culture of learning and a learning organization
LEARNING ACTIVITY 3
By referring to the characteristics of an innovative workingenvironment, evaluate the degree to which your organizationis an innovative organization. Identify areas of improvementand recommend change strategies.
Also indicate which creativity/innovation techniques are mostappropriate in your working environment.
By referring to the features and characteristics of a KnowledgeManagement working environment, evaluate the degree towhich your organization is promoting KM and a learningorganization. Identify areas of improvement and recommendchange strategies.
Also indicate the role of the manager in stimulating andcreating knowledge and learning in your working environment.
SESSION 4: MENTORING
MENTORING REALITIES
71% of Fortune 500 companies offer mentoring programs to theiremployees
Mentorship is popular, and for good reason: there’s nothing likebeing able to turn to a top-level executive for guidance andsupport.
If you’re able to teach potential leaders those lessons successfully,you’ll be one step closer to developing your future leaders.
DEFINING MENTORING
Mentoring is a process for the informal transmission ofknowledge, social capital and the psychosocial support perceivedby the recipient as relevant to work, career, or professionaldevelopment.
Mentoring entails informal communication, usually face-to-face andduring a sustained period of time, between a person who isperceived to have greater relevant knowledge, wisdom orexperience (the mentor) and a person who is perceived to have less(the protégé).
Mentors focus on the person, their career and
support for individual growth and maturity the coach is job-oriented and performance
oriented.
Coaching and mentoring use the same skills and
approach, but coaching is short term task-basedmentoring is a longer term relationship.
THE BENEFITS OF MENTORING –INDIVIDUAL EMPLOYEE
THE BENEFITS OF MENTORING -ORGANIZATION
BEST PRACTICE MENTORING GUIDLEINES
The value of the mentor-mentee relationship
Responsible and committed mentee behaviour and actions
Constructive and nurturing mentor behaviour and actions
Mentors exhibiting and practicing the right characteristics
CHARACTERISTICS OF EFFECTIVE MENTORS
Integrity
Show genuine interest in their protégés as a person
Share their experiences and insights
Ask open questions to encourage reflection
Listen be an objective sounding board
Offer positive (constructive) feedback
Offer only solicited advice
Celebrate and acknowledge achievements
THE HARMONIOUS RELATIONSHIP
TRIANGLE
“The best mentors strike a balance between providing Directive and Supportive mentee-directed behaviour and
action. “
(Charles Cotter, 2014)
THE G-R-O-W MENTORING MODEL
MENTORING PROCESS
LEARNING ACTIVITY 4
Evaluate the current degreeof effectiveness of yourorganization’s mentoringpractices and process, as aleadership developmenttool.
Identify gaps andrecommend improvementstrategies
Present a summary ofgroup discussion
SESSION 5: CHANGE
MANAGEMENT
THE NEED FOR CHANGE
STRATEGIC CHANGE MANAGEMENT
Strategic change management is the process ofmanaging change in a structured and thoughtfulway in order to meet organizational goals,objectives and missions.
Therefore, change management and relatedprocesses present many managerial challengesand, consequently, requires a systematic,structured, purposeful and integrated approach.
FORCES OF CHANGE
CHANGE MANAGEMENT SUCCESS TRACK RECORD
The literature on “change management” is clear: over 70% of change initiatives fail.
CHARACTERISTICS OF CHANGE-CAPABLE/FRIENDLY ORGANIZATIONS
#1: Linking the present and the future
#2: Make learning a way of life (learning organization)
#3: Actively supporting and encouraging day-to-day improvementsand changes (continuous improvement processes)
#4: Ensuring diverse teams
#5: Encourage out-of-the-box thinking (innovation)
CHARACTERISTICS OF CHANGE-CAPABLE/FRIENDLY ORGANIZATIONS
#6: Protect and shelter breakthrough ideas (intellectual property)
#7: Integrate technology to implement changes
#8: Build and deepen trust (creating an organizational culture of management credibility and integrity)
#9: Streamline and align processes, systems and structures
#10: Leadership have the will and conviction to change
LEARNING ACTIVITY 5
Diagnosis: By referring toeach of the characteristicsof change capable/friendlyorganizations, measure thedegree of yourorganization’s readiness tochange.
Analysis: Identify thoseareas which need to beimproved and recommendstrategies to close thesegaps.
Present a summary ofgroup discussion
CHANGE TRANSITION CURVE
THE ROLE OF LEADERSHIP IN CHANGE MANAGEMENT
“Leaders should not only administer and manage change, but pioneer,pilot and drive change towards barrier-busting heights of performanceimprovement.” (Cotter, 2005)
Managerial Roles and Actions
Change Agents (internal and external)
Building resilience and change-hardiness
Transformational Leadership
Develop Employee engagement strategies
Scaling the Hierarchy of Commitment
CHANGE LEADERSHIP ROLES AND ACTIONS
Provide a future vision for change
Leaders should possess diagnostic ability to read, scan and respondto the changing environment in the perpetual quest for businessgrowth and expansion opportunities
Be a catalytic driver of change
Guide, support and lead people through the change transitioncycle
Be a change agent
Lead by example during change i.e. be a role model/ambassadorand advocate for change
Be a transformational leader
Break down resistance to change
To build resilience and change hardiness amongst the workforce
BUILDING RESILIENCE AND CHANGE HARDINESS
The five attributes of resilience include:
Positive (they see life as complex but filled with opportunity)
Focused (they have a clear vision of what they want to achieve)
Flexible (they demonstrate pliability when responding to uncertainty)
Organized (they develop structured approaches to managing ambiguity)
Proactive (they engage with change rather than defending against it)
WHY PEOPLE RESIST CHANGE?
Uncertainty (i.e. fear of the unknown)
People’s self-interest is threatened
A lack of trust and misunderstanding
Belief that change is incompatible with the goals and the interest of the organization
A low tolerance for change is also a barrier to organizational change
Other general reasons (e.g. include inertia where people do not want to change the status quo,poor timing, and unexpected, extreme or sudden change and peer pressure)
MANAGERIAL TECHNIQUES TO REDUCE RESISTANCE TO CHANGE
A-D-K-A-R
PROSCI’S CHANGE MANAGEMENT METHODOLOGY
LEARNING ACTIVITY 6
As a manager, describe how you can accelerate and guideemployees through the change transition cycle to the mostsophisticated/mature stage, i.e. commitment.
Apply the leadership roles in effectively managing change.
In your work environment, identify the five (5) foremost reasons whyemployees resist change. For each of these 5 reasons, describe theways and means that you as a leader can use to break down these“walls of resistance”.
By referring to each of the 6 techniques to manage employeeresistance to change, describe how you as a leader can apply thesetechniques in your working environment. Also indicate at whichstage of the change process, each of these techniques is mostappropriate.
Evaluate the merits and application and utility value of Prosci’sChange Management methodology to your organization. Is there aviable, feasible and sustainable business case for it’s implementationvalue at your organization. Justify your response.
SESSION 6: INFLUENCE AND
CREDIBILITY
ARISTOTLE’S RHETORICAL TRIANGLE
BUILDING CREDIBILITY
The Credibility Formula as: Credibility = Integrity + Expertise.
Achieving a distinguishable level of follower faith and loyalty iscertainly not an overnight occurrence and can be achieved onlythrough openness; committed people investment and a provenscorecard of leadership and performance excellence.
Leader behaviour, actions and decisions congruent with reliability,fairness, consistency and transparency are instrumental valueswhich can enhance follower perception of the leader’s reputation,standing and eventually, their willingness to follow and support thatleader.
LEARNING ACTIVITY 7
Develop strategies for howyou can expand yourleadership influence in yourorganization.
Develop strategies for howyou can increase yourleadership credibility in yourorganization.
SESSION 7: TEAM LEADERSHIP
STAGES OF TEAM DEVELOPMENT
PERFORMANCE EQUATION
BENEFITS OF A MOTIVATED WORKFORCE
Quality performance
High levels of productivity (“a team member is aproductive team member”)
High levels of commitment (to both the team andorganization)
High levels of team cohesion
PERCEPTUAL GAP
TEAM LEADER MOTIVATION ACTIONS
Set specific goals for employees
Goals should be realistic and attainable
Job must suit the employee’s personality
Provide immediate feedback to employees on their performance
Rewards should be individualistic
Link rewards to performance
Honour the principle of internal equity (i.e. fairness for all employees)
Motivational theories should be regarded as cultural bound
Respect and recognise individual differences
RECOGNITION
40% of employees who do not meaningfully feel recognized willnot go above and beyond their formal work responsibilities toget the job done. 86% of those who feel recognized will.
83% of employees cited recognition for contributions is morefulfilling than rewards and gifts.
Type of recognition matters – 68% favoured individual aboveteam-based recognition; 88% found recognition from theirmanagers as very/extremely motivating and 76% found praisefrom peers as very/extremely motivating.
Recognition strategies
PERFORMANCE MATRIX
LEARNING ACTIVITY 8
Identify your team’s stageof maturity. Describe theleadership strategies tograduate/sustain level 4:Performing.
Identify the motivators inyour work team. Describethe leadership strategies tounlock optimal levels ofmotivation.
By referring to thePerformance Matrix,describe the leadershipstrategies to optimizeperformance in your team.
SESSION 8: CONFLICT MANAGEMENT
FUNCTIONAL AND DYSFUNCTIONAL CONFLICT
Functional conflict leads to open discussion, a better understandingof differences, innovative solutions and greater commitment.
Functional conflict contributes to the achievement of organizationalgoals and enhances relationship-building.
Dysfunctional conflict tends be more focused on emotions than onthe goal/task at hand known as affect conflict/interpersonal conflict, itis destructive when a solution is not reached, energy is diverted awayfrom the core problem and morale is negatively affected.
Dysfunctional conflict is detrimental to relationships within the teamand team performance.
OPTIMAL LEVELS OF CONFLICT
ADVANTAGES OF OPTIMAL LEVELS OF CONFLICT
Co-operation from team members
Improved performance and productivity
Reduced stress and preserved integrity
Solve problems as quickly as possible
Improved relationships and teamwork
Enhanced creativity
Increased staff morale
THE 4-STEP CONFLICT RESOLUTION PROCESS –
THERAPEUTIC MODEL Step 1: Identify sources of potential and actual conflict
(DIAGNOSIS)
Step 2: Develop conflict resolution strategies/techniques(EXAMINATION)
Step 3: Apply conflict resolution strategies/techniques(REMEDY)
Step 4: Control and review the effectiveness of the conflictresolution strategy/technique (FOLLOW-UP)
STEP 1: DIAGNOSIS
Identify the sources/causes of conflict:
Intra-personal
Interpersonal
Intra-group or Inter-group
The best approach to manage conflict effectively isto be proactive.
STEP 2: EXAMINATION
Develop conflict resolution strategies/techniques:
Shark (Competing)
Turtle (Avoiding)
Fox (Compromising)
Teddy-bear (Accommodating)
Owl (Collaborating)
There is no one best way to deal with conflict. It is dependent on the currentsituation as well as the team members involved in the conflict.
The golden rule is that managers should take prompt action in resolving conflict.
By failing to act, it may result in the conflict escalating beyond control and“spreading like a cancer” negatively affecting team performance andrelationships.
CONFLICT RESOLUTION STYLES
STEP 3: REMEDY
Apply conflict resolution strategies/techniques
The key is to match strategies to situations
Influential considerations:
Time pressure
Issue importance
Relationship importance
Relative power
STEP 4: FOLLOW-UP
Managers will need to confirm whether this technique hasadequately resolved the conflict.
In the event that this dysfunctional conflict persists, managers mayhave to resort to alternative (third party) strategies:
Mediation
Counseling
Organizational development (OD) interventions
CONFLICT MANAGEMENT GUIDING PRINCIPLES – TIPS AND TECHNIQUES
LEARNING ACTIVITY 9
Identify a current conflictsituation in your workteam. Apply the 4-stepconflict resolution process,to find a solution for thisconflict.
Develop a set of 10 bestpractice leadershipguidelines for effectivelymanaging conflict in yourorganization.
Present a summary ofgroup discussion
CONCLUSION
Key points
Summary
Questions
CONTACT DETAILS
Charles Cotter
(+27) 84 562 9446
Twitter: @Charles_Cotter
http://www.slideshare.net/CharlesCotter