leadership is an action, - the clemmer group€¦ · leadership, management, and organization...

Leading @ the Speed of Change

Leadership Waterloo Region, April 5, 2019

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www.ClemmerGroup.com

Warren Bennis

“I can’t recall a period of time that was as volatile, complex, ambiguous and tumultuous. As one successful executive puts it, ‘if you’re not confused, you don’t know what’s going on’.”

Warren Bennis, leadership author and Professor of Business Administration at the University of Southern California

1. Need for Speed and Agility

2. Three Critical Choices to Change or be Changed

3. LeaderSHIFT: From Good Manager to Great Leader

4. Building Leadership Strengths

“Leadership in a (Permanent) Crisis”

Harvard Business Review, Ronald Heifetz, Alexander Grashow, and Marty Linsky

•Foster Adaptation – balancing the continuation of current practices while at the same time helping people develop the next practices.

•Embrace disequilibrium – keeping people uncomfortable enough to induce change but not so much that they fight, flee, or freeze.

•Generate leadership – building leadership across all levels of the organization to adapt to changing times.

Great Place to Work study of 792 companies totaling about 500,000 employees.

“Companies that build an Innovation by All culture generate more high-quality ideas, realize greater speed in implementation, and achieve greater agility…

resulting in 5.5 times the revenue growth of peers with a less inclusive approach to innovation.

…many leaders today are failing to fully tap their human potential, which paradoxically has increased even as machines have become more central to business.”

Leadership is an Action, Not a Position

Influencing, Connecting,

Changing, and Delivering

Results



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A Leaderful Culture: Everyone Needs to Lead

“We all want to know how to make other people effective.

Peter Drucker (1909 – 2005), author of 39 books and hundreds of articles on leadership, management, and organization effectiveness. Widely considered to be the father of “modern management”

But that’s not the place to start. The place to start is ‘how do I make myself effective?’”

Three Critical Choices to Change or

Be Changed

Life is an Optical Illusion

Wearing C.R.A.P Glasses Ruins Our I-sight

Can’t Readily Absorb Positivity

Optical Illusion



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Opportunityisnowhere Opportunity is no where

Opportunity is now here

“…there is nothing either good or bad, but thinking makes it so…”

William Shakespeare, Hamlet

We rarely see the world as it is.

We often see the world as we are.

1. A tendency to stress the negative or unfavorable or to take the gloomiestpossible view.

2. The doctrine or belief that this is the worst of all possible worlds and that all things ultimately tend toward evil.

3. The doctrine or belief that the evil in the world outweighs the good.

American Heritage Dictionary

1. A tendency to expect the best possible outcome or dwell on the most hopefulaspects of a situation.

2. The doctrine that this world is the best of all possible worlds.

3. The belief that the universe is improving and that good will ultimately triumph over evil.

Pessimism Optimism

Following

WFL Model – Which Framing Level?

Hopeful Skepticism

Helpless Cynicism “Let’s wait and see what happens.”



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“They couldn’t hit an elephant from this dist…”

Last words of General J. Sedgwick, Battle of Spotsylvania, 1864

Following

WFL Model – Which Framing Level?

Leading

Hopeful Skepticism

Helpless Cynicism

Wallowing

“They are doing it to us again.”

“Let’s wait and see what happens.”

“How can we capitalize on these changes?”

+ 100

- 100



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What are we feeling, talking, about and doing when we are:

• Leading?• Following?• Wallowing?

How do/could you keep yourself in Leading mode?

How do/could you help your team members/colleagues spend more time in Leading mode?

When the Shift Hits Your Plan…

Daniel Boone

“I can’t say I was ever lost. But I was bewildered once for three days.”

From Good Manager to Great Leader

Great Place to Work study of 792 companies totaling about 500,000 employees.

The fastest, most nimble organizations have a ratio of 11:2 — eleven employees pulling the organization forward for every two dragging on growth and agility.

Functional organizations’ ratios are 5:2

the slowest and worst performingorganizations are 3:2.

Transforming Good Managers into Great Leaders

Good Manager Inspires outstanding performance Coaches and influences Guides problem solving and

owning solutions Gives and asks for feedback Builds and leverages strengths Energizes with vision/strategy Fosters culture of extreme effort Develops strong expertise Attracts and retains the very best

people

Great Leader Pushes for resultsDirects and controls Solves problems

Gives feedback Fixes weaknesses Set high goals/standards Build strong teamworkUses technical expertise Reduces turnover and

increases engagement



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Management Systems and Processes

The Performance Triangle

Technical Expertise

Leadership

Managing Things and Leading People

Management People Feelings Heart Persuasion Power Commitment Possibility Thinking Proactive Doing the Right Things Values Vision Stoke Fire Within Verbal Communications Innovation

Leadership

The Leader’s Digest, Jim Clemmer

Processes FactsHead Position Power Control Problem Solving ReactiveDoing Things Right RulesGoals Light Fire UnderWritten Communications Standardization

Primal Leadership on “feel” of a company

“Now we have results for a range of industries that link leadership to climate and to business performance, making it possible to quantify the hard difference for performance made by something as soft as the ‘feel’ of a company.”

“What we might think of as the usual suspects – inadequate resources, poor planning, bad ideas, unpredictable external events – turn out to account for less than a third of change program failures.

….more than 70 percent of failures are driven by what we would categorize as poor organizational health, as manifested in such symptoms as negative employee attitudes and unproductive management behavior.

…taking deliberate steps to move the needle on the soft stuff is a vital element in organizational transformations, though it's often overlooked.”

C u ltu re ripples out fro m the Man age ment Team

An Organization’s Culture Ripples Out from the Management Team

Leading It

Percent of Employees that “Think about Quitting”

0

5

10

15

20

25

30

35

40

45

50

55

60

1st -

9th

10th -

19th

20th -

29th

30th -

39th

40th -

49th

50th -

59th

60th -

69th

70th -

79th

80th -

89th

90th -

100th

% o

f Em

plo

yees

in W

ork

Gro

up

s

That

“Th

ink

abo

ut

Qu

itti

ng”

Leadership Effectiveness Percentile



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After 20 years of research and 60,000 exit interviews, the Saratoga Institute (a division of PwC) reports that 80% of turnover is related to unsatisfactory relationships with the boss.

90

80

70

60

50

40

30

20

10

0Emp

loye

e S

atis

fact

ion

/En

gage

me

nt/

Co

mm

itm

en

t P

erc

en

tile

Overall Leadership Effectiveness

1st-9th

11th-19th

20th-29th

30th-39th

40th-49th

50th-59th

60th-69th

70th-79th

80th-89th

90th-100th

Leadership Effectiveness and Employee Engagement/Satisfaction/Commitment

38

Based on 23,800 Leaders

Poor LeadersCreate

Dissatisfaction

Great LeadersMake a Great

Difference

Good Leaders Have a

Good Impact

0

10

20

30

40

50

60

1st - 9th 10th -19th

20th -29th

30th -39th

40th -49th

50th -59th

60th -69th

70th -79th

80th -89th

90th -100th

Leadership Effectiveness on Extra Effort

% o

f H

igh

ly C

om

mit

ted

Em

plo

yees

Leadership Effectiveness Percentile

Employees who strongly agreed that their “work environment is a place where people want to go the extra mile.”

Annual survey of 4 million employees at 6,000 global companies. Central to a “For All” culture are high trust levels. High trust is defined by credible leaders (competent, communicative and honest), respectful treatment, and a fair workplace.

• When Millennials report that their managers show a sincere interest in them as people they’re 8 times more likely to respond with change readiness, agility, and innovation.

• Being included in decisions meant employees were “5.3 times more likely to experience a psychologically and emotionally healthy workplace.”

• A great workplace is 20 times more likely to retain Millennials. Boomers are 9 times more likely to remain.

Finding the Right Balance

Technical

Management

Leadership

100% 100%

Is Now %

Should Be %

Why aren’t you spending as much time leading as you’d like to?

Looking in the mirror, what can you control or influence to increase your leadership time?



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Weaknesses/Gaps Strengths

Fear-based command and control

Inspiring shared leadership

Catch people doing things wrong Catch people doing things right

Negativity and Wallowing Positivity and Leading

Focus on fixing what’s wrong

See the worst in people

Leverage/build on what’s right

Bring out the best in people

Push and punish Pull and coach

Culture Anchor Points

a strategic partner of

Building Leadership Strengths

Fixing Weaknesses!

What Does Performance Improvement Mean to Most People?

“You cannot build performance on weaknesses. You can build only on strengths.

To focus on weakness is not only foolish; it is irresponsible.

It is a misuse of a human resource,

what a person cannot do is a limitation and nothing else.”

Peter Drucker (1909 – 2005), author of 39 books and hundreds of articles on leadership, management, and organization effectiveness. Widely considered to be the father of “modern management.”

• 78% of employees reporting a meaningful strengths discussion with their manager feel appreciated.

– 61% are most likely to be leaping out of bed in the morning to get to work.

• When managers focus on employee weaknesses performance declines by 27% versus 36% improvementwhen focusing on strengths.

• A 1% chance employees won’t be engaged in their workwhen manager focused on their strengths.

Michelle McQuaid, honorary fellow at Melbourne University’s Graduate School of Education, holds a Masters in Applied Positive Psychology from the University of Pennsylvania, and completing her PhD in Appreciative Inquiry.

Survey of over 1,000 employees representing a cross-section of American workplaces.

Focusing Development on Weaknesses Works Well When. . .

Lead

ersh

ip C

om

pet

enci

es

. . . People Have Fatal Flaws

0

10

20

30

40

50

60

70

80

90

100

Fatal Flaws & No

Profound Strengths

18

Overa

ll L

ead

ers

hip

Eff

ecti

ven

ess

(P

erc

en

tile

)

1 2 3 4 5

P

O

N

M

L

K

J

I

H

G

F

E

D

C

B

A

Strong negative data on an issue can

cripple a person’s leadership

effectiveness



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Typical Approach to Development

1. Evaluate current level of effectiveness

2. Identify areas of strength and weakness

3. Create an action plan to improve areas of weakness

If Someone is Average at Everything, What is the Effect of Focusing on Lower Scores?

Average at Everything

1 2 3 4 5

P

O

N

M

L

K

J

I

H

G

F

E

D

C

B

A

Will fixing one or two less-positive

issues have a dramatic impact on

leadership effectiveness?

You don’t have to be a superhero to be an extraordinary leader.

Extraordinary leaders are distinguished by existence of a few profound strengths, not the absence of weaknesses

0

20

40

60

80

100

0 1 2 3 4 5

34

6472

8189 91

Ave

rage

Per

cen

tile

Sco

reOverall Leadership

Effectiveness

Our Research Shows Strengths-Based Development is Most Effective

Number of Profound Strengths(Competencies at the 90th percentile or higher)

Pre-test Post Test

+26

+12

* Fixing weaknesses excludes those fixing fatal flaws

90

80

70

60

50

40

30

20

10

0*Fixed Weaknesses Built Strengths

Perc

enti

le

54

66

56

82

A Strengths Focus Doubles Improvement Rates

Perceptions of you are others’ reality.

Accuracy in Predicting Leadership Effectiveness

Manager DirectReports

Peers Other Self

0.35

0.30

0.25

0.20

0.15

0.10

0.05

0.00

RSq

uar

ed

-Var

ian

ce P

red

icte

d

Ability of Individuals in Each Rater Group to Predict Overall Leadership Effectiveness



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Trait BTrait E

Trait F Trait A

Trait D Trait C

How people wouldobjectively evaluate us

Trait BTrait E

Trait A

Trait D Trait C

Impression

Trait F

How people reallyevaluate us

Impression

The Reality of Leadership Perceptions How Are You Perceived?

Trait BTrait E

Trait A

Trait D Trait C

Impression

Trait F

What is Your “Trait F”?A profound strength? A Fatal Flaw?

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What are you going to change to lead @ the speed

of change?

Reflecting on Change



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Elbert Hubbard, American writer and publisher

“People who want milk should not seat themselves on a stool in the middle of a field in hope that a cow will back up to them”

leadership is an action, - the clemmer group€¦ · leadership, management, and organization...

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