leading the journey to sustainable excellence: a ......leading the journey to sustainable...
TRANSCRIPT
SM
SM Monfort Institute
Monfort Institute and John Latham (c) 2010
Leading the Journey to Sustainable Excellence: ���A Leadership System Model ���
The Quest for Excellence XXII – Annual Conference Washington D.C.
April 13, 2010
John R. Latham, PhD Director, Monfort Institute and
Executive Professor of Management [email protected]
SM
SM
Monfort Institute
Monfort Institute and John Latham (c) 2010
Overview
The Research Project
The Leadership System Model – Overview
The Behaviors
The Approaches
The Culture
The Individual
Forces of Change
Conclusion
SM
SM Monfort Institute
Monfort Institute and John Latham (c) 2010
The Research Project An Overview
SM
SM
Monfort Institute
Monfort Institute and John Latham (c) 2010
600 - 700*
Baldrige Award
Baldrige Score
Time * Note: Score is approximate range
Competitive in a Global
Environment with
Sustainable Profits,
Environment, and
Society
“Original” journey to performance excellence
Increasing pressures
from a wide variety
of stakeholders
How do you sustain the gains and take the organization to the next level?
Management Dilemma
SM
SM
Monfort Institute
Monfort Institute and John Latham (c) 2010
Research Agenda Priorities 2006
Source: Latham 2008
SM
SM
Monfort Institute
Monfort Institute and John Latham (c) 2010
Research Approach
Objective: Understand the Transformation Journey and Develop a Leadership System Model
14 Cases Representing 5 of 6 Sectors: Service, Manufacturing, Small Business, Healthcare and Education
In-depth Interviews with CEOs - Approximately 2 hours each (average)
Qualitative Analysis and Model Building using NVivo8
Incorporates Feedback from Participants and BAR Consortium Discussions
SM
SM Monfort Institute
Monfort Institute and John Latham (c) 2010
The Leadership System Model An Overview
SM
SM
Monfort Institute
Monfort Institute and John Latham (c) 2010
Behaviors (b)
b1 – Role Model b2 – Respect for People b3 – Collaborative b4 – Communication b5 – Persistent b6 – Accountable b7 – Systems Thinking b8 – Contact Sport (LACS) b9 – Personal Learning
Approaches (a)
a1 – Stakeholder Value a2 – Compelling Directive a3 – Focused Strategy a4 – E3 People a5 – Deploy and Execute a6 – Measure Performance a7 – Review Performance a8 – Reinforce Behavior a9 – Learn and Improve
Culture (c)
c1 – Culture Change c2 – Values c3 – Teamwork c4 – Excellence c5 – Employees c6 – Customer Focus c7 – Trust
Individual Leader (i)
i1 – Purpose and Meaning i2 – Humble - Confident i3 – Integrity i4 – Perspective i5 – Attitudes and Motives
Forces of Change (f) f1 Tension - f2 Resistance - f3 Alignment - f4 Role of Baldrige - f5 Role of Consultants - f6 Importance of Leadership
Leadership System Model for Sustainable Transformation
SM
SM Monfort Institute
Monfort Institute and John Latham (c) 2010
The Behaviors 9 Key Behaviors
SM
SM
Monfort Institute
Monfort Institute and John Latham (c) 2010
Behaviors (b)
b1 – Role Model b2 – Respect for People b3 – Collaborative b4 – Communication b5 – Persistent b6 – Accountable b7 – Systems Thinking b8 – Contact Sport (LACS) b9 – Personal Learning
Approaches (a)
a1 – Stakeholder Value a2 – Compelling Directive a3 – Focused Strategy a4 – E3 People a5 – Deploy and Execute a6 – Measure Performance a7 – Review Performance a8 – Reinforce Behavior a9 – Learn and Improve
Culture (c)
c1 – Culture Change c2 – Values c3 – Teamwork c4 – Excellence c5 – Employees c6 – Customer Focus c7 – Trust
Individual Leader (i)
i1 – Purpose and Meaning i2 – Humble - Confident i3 – Integrity i4 – Perspective i5 – Attitudes and Motives
Forces of Change (f) f1 Tension - f2 Resistance - f3 Alignment - f4 Role of Baldrige - f5 Role of Consultants - f6 Importance of Leadership
Leadership System Model for Sustainable Transformation
SM
SM
Monfort Institute
Monfort Institute and John Latham (c) 2010
b1 – Role Model
One must become the change they want to see in the world.
Gandhi
b1 Role Model
c1 Culture Change
f2 Resistance
Reinforcing
Influences
i3 Integrity
Influences
SM
SM
Monfort Institute
Monfort Institute and John Latham (c) 2010
b2 – Respect for People
b2 Respect for
People
a4 E3 People
b3 Collaborative
Influences
Influences
Do unto others as you would have them do unto you…and others.
Golden Rule
b4 Communicate
Reinforcing
b6 Accountable
Influences
i1 Purpose
Influences
SM
SM
Monfort Institute
Monfort Institute and John Latham (c) 2010
b3 – Collaborative
b3 Collaborative
a9 Learn & Improve
f2 Resistance
Influences
i2 Humble-
Confident Influences
b2 Respect for
People
Influences
Influences
None of us are as smart as All of us!
SM
SM
Monfort Institute
Monfort Institute and John Latham (c) 2010
b4 – Communication
b4 Communicate
a4 E3 People
f2 Resistance
Influences
Influences
b2 Respect for
People
Reinforcing
“You can’t take people to is a place that they can’t see"
SM
SM
Monfort Institute
Monfort Institute and John Latham (c) 2010
b5 – Persistent
b5 Persistent
f1 Tension
f2 Resistance
Reinforcing
Influences
i1 Purpose and
Meaning
Influences
c1 Culture Change
Influences
"Continuously reinforcing the goals and objectives is a key to achieving the goals and embedding the new practices,
etc. in the culture."
SM
SM
Monfort Institute
Monfort Institute and John Latham (c) 2010
b6 – Accountable
b6 Accountable
a4 E3 People
Influences
b2 Respect for
People
Influences
a8 Reinforce Behavior
Influences
"You did it or you left the company and worked somewhere else"
SM
SM
Monfort Institute
Monfort Institute and John Latham (c) 2010
b7 – Systems Thinking
b7 Systems Thinking
b3 Collaborative
b9 Personal Learning
Reinforcing
Influences
i4 Perspective
c1 Culture Change
Reinforcing
a9 Learn and Improve
Reinforcing
Reinforcing
People – Service - Profit
a3 – a7 Reinforcing
or Influences
SM
SM
Monfort Institute
Monfort Institute and John Latham (c) 2010
b8 – Contact Sport (LACS)
b8 Contact Sport
a4 E3 People
Influences
Influences
a5 Deploy and
Execute Influences
c1 Culture Change
f2 Resistance
Reinforces
“I would think the toughest challenge was getting it all the way through to every associate”
SM
SM
Monfort Institute
Monfort Institute and John Latham (c) 2010
b9 – Personal Learning
b9 Personal Learning
i4 Perspective
Influences
b7 Systems Thinking
a9 Learn and Improve Reinforcing
Reinforcing
f4 Baldrige Influences
f5 Consultants
Influences
i2 Humble - Confident
Influences
“I will change when I see the CEO change.”
SM
SM Monfort Institute
Monfort Institute and John Latham (c) 2010
The Approaches 9 Key Activities
SM
SM
Monfort Institute
Monfort Institute and John Latham (c) 2010
Behaviors (b)
b1 – Role Model b2 – Respect for People b3 – Collaborative b4 – Communication b5 – Persistent b6 – Accountable b7 – Systems Thinking b8 – Contact Sport (LACS) b9 – Personal Learning
Approaches (a)
a1 – Stakeholder Value a2 – Compelling Directive a3 – Focused Strategy a4 – E3 People a5 – Deploy and Execute a6 – Measure Performance a7 – Review Performance a8 – Reinforce Behavior a9 – Learn and Improve
Culture (c)
c1 – Culture Change c2 – Values c3 – Teamwork c4 – Excellence c5 – Employees c6 – Customer Focus c7 – Trust
Individual Leader (i)
i1 – Purpose and Meaning i2 – Humble - Confident i3 – Integrity i4 – Perspective i5 – Attitudes and Motives
Forces of Change (f) f1 Tension - f2 Resistance - f3 Alignment - f4 Role of Baldrige - f5 Role of Consultants - f6 Importance of Leadership
Leadership System Model for Sustainable Transformation
SM
SM
Monfort Institute
Monfort Institute and John Latham (c) 2010
Leadership System Model: Approaches (a) Centric View
a1 Stakeholder
Value
a2 Compelling Directive
a8 Reinforce Behavior
a6 Measure
Performance
a4 E3 People
a5 Deploy and
Execute
a3 Focused Strategy
a9 Learn and Improve
a7 Review
Performance
Leader Behaviors (b)
Individual Leader (i) Culture (c)
Forces of Change (f)
SM
SM
Monfort Institute
Monfort Institute and John Latham (c) 2010
(a) Approaches Details
a9 Org Learning
• Strategic Management • Baldrige Assessment/Improvement • Benchmarking • Continuous Improvement
a2 Compelling Directive
• Mission • Vision • Values • Critical Success Factors • Meaningful Work
a3 Focused Strategy
• Strategy • Goals • Priorities and Focus • Clear Expectations • Organization and Structure
a8 Reinforce Behavior
• Rewards and Recognition • Promotion • Removal
a1 Stakeholder Value
• Customers • Investors • People • Suppliers/Partners • Community
a4 E3 People
• Acquire Talent • Develop • Enable and Empower • Involve and Engage • Placement • Satisfaction • Whole Person
a7 Review Performance
• Organization Performance Review • Individual Performance Review
a6 Measure Performance
• Organization Scorecard • Leader Scorecards • Baldrige Assessment
a5 Deploy and Execute
• Planning • Deployment • Process Management
SM
SM Monfort Institute
Monfort Institute and John Latham (c) 2010
The Culture Change + Key Values and Characteristics
SM
SM
Monfort Institute
Monfort Institute and John Latham (c) 2010
Behaviors (b)
b1 – Role Model b2 – Respect for People b3 – Collaborative b4 – Communication b5 – Persistent b6 – Accountable b7 – Systems Thinking b8 – Contact Sport (LACS) b9 – Personal Learning
Approaches (a)
a1 – Stakeholder Value a2 – Compelling Directive a3 – Focused Strategy a4 – E3 People a5 – Deploy and Execute a6 – Measure Performance a7 – Review Performance a8 – Reinforce Behavior a9 – Learn and Improve
Culture (c)
c1 – Culture Change c2 – Values c3 – Teamwork c4 – Excellence c5 – Employees c6 – Customer Focus c7 – Trust
Individual Leader (i)
i1 – Purpose and Meaning i2 – Humble - Confident i3 – Integrity i4 – Perspective i5 – Attitudes and Motives
Forces of Change (f) f1 Tension - f2 Resistance - f3 Alignment - f4 Role of Baldrige - f5 Role of Consultants - f6 Importance of Leadership
Leadership System Model for Sustainable Transformation
SM
SM
Monfort Institute
Monfort Institute and John Latham (c) 2010
c1 – Culture Change
Systems
Culture People
Learning processes:
1. Strategic Management 2. Baldrige Assess and Improve
3. Benchmarking 4. Continuous Improvement
1. Systems Drive new behaviors and learning
2. Individuals learn as part of the organizational learning
processes
1. Systems drive new behaviors which eventually
become habits
2. Culture drives the design of systems that fit the culture
1. Culture changes people as they adapt to new values, etc.
2. People influence the culture – in particular the values
SM
SM
Monfort Institute
Monfort Institute and John Latham (c) 2010
b5 Persistent = c1 Culture Change (Habit)
Level of Deployment
Amount of time the practice “Habit” has been in place
Reduction of f1 Tension for Change
SM
SM
Monfort Institute
Monfort Institute and John Latham (c) 2010
Behaviors and Culture Change
b1 Role Model
c1 Culture Change
Reinforcing
b5 Persistent
Influences
b7 Systems Thinking
Reinforcing
b8 Contact Sport
Reinforces
SM
SM Monfort Institute
Monfort Institute and John Latham (c) 2010
The Individual Leader Purpose, Humility, Integrity,
Perspective, and Attitudes and Motives
SM
SM
Monfort Institute
Monfort Institute and John Latham (c) 2010
Behaviors (b)
b1 – Role Model b2 – Respect for People b3 – Collaborative b4 – Communication b5 – Persistent b6 – Accountable b7 – Systems Thinking b8 – Contact Sport (LACS) b9 – Personal Learning
Approaches (a)
a1 – Stakeholder Value a2 – Compelling Directive a3 – Focused Strategy a4 – E3 People a5 – Deploy and Execute a6 – Measure Performance a7 – Review Performance a8 – Reinforce Behavior a9 – Learn and Improve
Culture (c)
c1 – Culture Change c2 – Values c3 – Teamwork c4 – Excellence c5 – Employees c6 – Customer Focus c7 – Trust
Individual Leader (i)
i1 – Purpose and Meaning i2 – Humble - Confident i3 – Integrity i4 – Perspective i5 – Attitudes and Motives
Forces of Change (f) f1 Tension - f2 Resistance - f3 Alignment - f4 Role of Baldrige - f5 Role of Consultants - f6 Importance of Leadership
Leadership System Model for Sustainable Transformation
SM
SM
Monfort Institute
Monfort Institute and John Latham (c) 2010
i1 – Purpose and Meaning
Make a difference in peoples’ lives!
SM
SM
Monfort Institute
Monfort Institute and John Latham (c) 2010
i2 Humble - Confident
i2 Humble - Confident
b9 Personal Learning
f2 Resistance to
Change
a9 Learn and Improve
b3 Collaborative
Style
a4 Employee
Engagement
SM
SM
Monfort Institute
Monfort Institute and John Latham (c) 2010
i3 – Integrity
b1 Role Model
i3 Integrity
Influences
f2 Resistance
Influences
c1 Culture Change
Reinforcing
Reinforcing
SM
SM
Monfort Institute
Monfort Institute and John Latham (c) 2010
i4 – Perspective
b7 Systems Thinking
i4 Perspective
Reinforcing b9 Personal Learning
Influences
"And it opened my eyes gave me a much better appreciation for the total effort the company was
putting forth"
SM
SM
Monfort Institute
Monfort Institute and John Latham (c) 2010
i5 – Attitudes and Motives: 7 Baldrige CEO Differentiators
iWAM Pattern Direction Implication Relationships
Sole Responsibility Lower Less likely to think that having sole responsibility is important
b3
Evolution Higher More likely to want to evolve change & drive continuous improvement
f1
Past Higher Concentrates on the past and uses experience to make decisions
a6 and a7
Tolerance Lower Strong tendency to want to impose their “rules” on others
b5, b6 and a8
Focus on Systems Higher Strongly motivated to work with systems and processes b7
Focus on Information
Higher Strongly motivated to work with facts and knowledge (information)
b6 and b7
Achievement** Lower Not motivated by a desire to be recognized for achievements
i2
Source: Appleby, Harshman and Latham 2009
SM
SM
Monfort Institute
Monfort Institute and John Latham (c) 2010
i5 - Attitudes and Motives: 17 Common Leader Factors
iWAM Pattern Direction Implication Relationships
Goal Orientation Higher Leaders are more likely to want/need goals toward which they work a3
Breadth Higher Leaders are more likely to want to see the big picture. b7
Depth Lower Leaders are less motivated to want to deal with details
Neutral Communication Lower Leaders want to pay less attention to the specific content of messages b4
Group Environment Higher Leaders tend to want to have contact with people as part of their work b8
Individual Environment Lower Leaders have less tendency to want to work alone b8
Shared Responsibility Higher Leaders are more likely to want to share responsibility with the team b3
Sameness Lower Leaders are less motivated to maintain the status quo; to resist change f1
Use Lower Leaders are less likely to want to implement or do the task
Future Higher Leaders are more motivated to pay attention to the future a2
Indifference Lower Leaders view rules as more important than those in the standard group b6 and a8
Convinced by Doing Lower Leaders are less likely to want to be convinced by trying something
Convinced by Consistency Higher Leaders are not convinced easily nor are they likely to stay convinced a6
Interest in People Higher Leaders are more likely to want to deal with people as part of work. b8
Interest in Tools Higher Leaders are more likely to want to work with tools as part of a role.
Interest in Money Lower Leaders are less likely to want to manage money as part of a role. i1
Interest in Activity Lower Leaders are less likely to want to deal with/have a lot of activity in work.
Source: Appleby, Harshman and Latham 2009
SM
SM Monfort Institute
Monfort Institute and John Latham (c) 2010
The Forces of Change Tension, Resistance,…
SM
SM
Monfort Institute
Monfort Institute and John Latham (c) 2010
Behaviors (b)
b1 – Role Model b2 – Respect for People b3 – Collaborative b4 – Communication b5 – Persistent b6 – Accountable b7 – Systems Thinking b8 – Contact Sport (LACS) b9 – Personal Learning
Approaches (a)
a1 – Stakeholder Value a2 – Compelling Directive a3 – Focused Strategy a4 – E3 People a5 – Deploy and Execute a6 – Measure Performance a7 – Review Performance a8 – Reinforce Behavior a9 – Learn and Improve
Culture (c)
c1 – Culture Change c2 – Values c3 – Teamwork c4 – Excellence c5 – Employees c6 – Customer Focus c7 – Trust
Individual Leader (i)
i1 – Purpose and Meaning i2 – Humble - Confident i3 – Integrity i4 – Perspective i5 – Attitudes and Motives
Forces of Change (f) f1 Tension - f2 Resistance - f3 Alignment - f4 Role of Baldrige - f5 Role of Consultants - f6 Importance of Leadership
Leadership System Model for Sustainable Transformation
SM
SM
Monfort Institute
Monfort Institute and John Latham (c) 2010
f1 Tension
a1 Stakeholder
Value
a2 Compelling Directive
a8 Reinforce Behavior
a6 Measure
Performance
a4 E3 People
a5 Deploy and
Execute
a3 Focused Strategy
a9 Learn and Improve
a7 Review
Performance
Leader Behaviors (b)
Individual Leader (i) Culture (c)
Forces of Change (f)
SM
SM
Monfort Institute
Monfort Institute and John Latham (c) 2010
f1 – Tension
Time
Performance
CR
DR
Tension CR
DR
Tension CR
DR
Tension CR
DR
Tension CR
DR
Tension
CR
DR
Tension
CR
DR
Tension
Stabilize
Basic Systems
Strategy
MBNQA Scenario #2
Scenario #3
DR = Desired Reality CR = Current Reality
Scenario #1
SM
SM
Monfort Institute
Monfort Institute and John Latham (c) 2010
f2 – Resistance
“We are going to try it one year, if it doesn’t work we will go back to what’s not working now”
b1 Role Model
f2 Resistance
Influences
b3 Collaborative
Influences
b4 Communicate Influences
b5 Persistent Influences
b8 Contact Sport
Influences
SM
SM
Monfort Institute
Monfort Institute and John Latham (c) 2010
f3 Alignment
a1 Stakeholder
Value
a2 Compelling Directive
a8 Reinforce Behavior
a6 Measure
Performance
a4 E3 People
a5 Deploy and
Execute
a3 Focused Strategy
a9 Learn and Improve
a7 Review
Performance
Leader Behaviors (b)
Individual Leader (i) Culture (c)
Forces of Change (f)
SM
SM
Monfort Institute
Monfort Institute and John Latham (c) 2010
Time
f4 Role of Baldrige in the Journey���Three Scenarios
Scenario #1 0 of 14
Baldrige as Basis for and Foundation for Journey Adopted at the Beginning of the Journey
Baldrige as Enhancer of existing Journey Adopted Baldrige in the Middle of the Journey
Baldrige as a Validation and Refinement of the Systems – Adopted Late in
the Journey
Scenario #2 12 of 14
Scenario #3 2 of 14
SM
SM
Monfort Institute
Monfort Institute and John Latham (c) 2010
Behaviors (b)
b1 – Role Model b2 – Respect for People b3 – Collaborative b4 – Communication b5 – Persistent b6 – Accountable b7 – Systems Thinking b8 – Contact Sport (LACS) b9 – Personal Learning
Approaches (a)
a1 – Stakeholder Value a2 – Compelling Directive a3 – Focused Strategy a4 – E3 People a5 – Deploy and Execute a6 – Measure Performance a7 – Review Performance a8 – Reinforce Behavior a9 – Learn and Improve
Culture (c)
c1 – Culture Change c2 – Values c3 – Teamwork c4 – Excellence c5 – Employees c6 – Customer Focus c7 – Trust
Individual Leader (i)
i1 – Purpose and Meaning i2 – Humble - Confident i3 – Integrity i4 – Perspective i5 – Attitudes and Motives
Forces of Change (f) f1 Tension - f2 Resistance - f3 Alignment - f4 Role of Baldrige - f5 Role of Consultants - f6 Importance of Leadership
Leadership System Model for Sustainable Transformation
SM
SM
Monfort Institute
Monfort Institute and John Latham (c) 2010
• Limited to CEO “upper echelon” perspective.
• Limited sample size - 14 cases.
• Does not include non-profit or government cases
• Does not include comparison cases – control group (e.g., non-Baldrige organizations)
• Does not include female CEO participants
Limitations
SM
SM
Monfort Institute
Monfort Institute and John Latham (c) 2010
References
• Appleby, C. A., Harshman C. L. and Latham, J. R. (2009). Baldrige CEO Attitudes and Motivations: Developing a Model of Excellence [Research Report]. Monfort Institute at the University of Northern Colorado. http://www.mcb.unco.edu/monfortinstitute/iWAM_2009.html
• Latham, J. R. (2009). Leadership System Design for Sustainable Excellence: CEO Perspectives. Business as an Agent of World Benefit: Manage by Designing in an Era of Massive Innovation Conference, Case Western University, Cleveland (June 2-5). http://www.mcb.unco.edu/monfortinstitute/BAWB_2009.html
• Latham, J. R. (2008). Building Bridges Between Researchers and Practitioners: A Collaborative Approach to Research in Performance Excellence. Quality Management Journal, 15(1), 20. http://www.mcb.unco.edu/monfortinstitute/QMJ_2008.html
• www.MonfortInstitute.org