learning leaderships lessons – for a future worth celebrating 10th asia pacific special, health...
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Learning Leadership’s Lessons– For a future worth celebrating
10th Asia PacificSpecial, Health & Law Librarians’ Conference
Adelaide, August 2003
Dr Marianne BroadbentGroup Vice President and Gartner Fellow
Global Head of Research
Gartner Executive Programs
Page 2Entire contents © 2003 Gartner, Inc. All rights reserved. |Learning Leadership’s Lessons, M. Broadbent, Gartner EXP, August 2003
Leadership (and life) is about managing the trade-offs that matter
Business and technology shifts have replaced the ‘new’ economy with the ‘now’ economy
‘Making a difference’ = Managing 360 degrees. . . Upwards, downwards, inside out
Leading and managing effectively is about knowing and managing yourself first
‘Good enough’ is often OK ...
Page 3Entire contents © 2003 Gartner, Inc. All rights reserved. |Learning Leadership’s Lessons, M. Broadbent, Gartner EXP, August 2003
Leadership (and life) is about managing the trade-offs that matter
Business and technology shifts have replaced the ‘new’ economy with the ‘now’ economy
‘Making a difference’ = Managing 360 degrees. . . Upwards, downwards, inside out
Leading and managing effectively is about knowing and managing yourself first
‘Good enough’ is often OK ...
Page 4Entire contents © 2003 Gartner, Inc. All rights reserved. |Learning Leadership’s Lessons, M. Broadbent, Gartner EXP, August 2003
Business and technology shifts have replaced the ‘new’ economy with the ‘now’ economy
More DemandingFinancial Markets
Gross margin growth
Expense optimization
Capital reduction
Transparency
IncreasingDemands for Value
Innovation
Quality
Reliability
Price
“We want more for less!”Cheaper
PriceLeadership
Exploding DigitalCapabilities
Increased velocity of information
Faster markets
Blurring enterprise boundaries
“Hurry up!”Faster
Operational Efficiency
“How are you doing?”Better
Product Innovation,Customer Intimacy
Page 5Entire contents © 2003 Gartner, Inc. All rights reserved. |Learning Leadership’s Lessons, M. Broadbent, Gartner EXP, August 2003
Leadership (and life) is about managing the trade-offs that matter
Business and technology shifts have replaced the ‘new’ economy with the ‘now’ economy
‘Making a difference’ = Managing 360 degrees. . . Upwards, downwards, inside out
Leading and managing effectively is about knowing and managing yourself first
‘Good enough’ is often OK ...
Page 6Entire contents © 2003 Gartner, Inc. All rights reserved. |Learning Leadership’s Lessons, M. Broadbent, Gartner EXP, August 2003
‘Making a difference’ = Managing 360 degrees. . . Upwards, downwards, inside-out
Six imperatives drive the agendas of effective information and technology managers
Leadership is pivotal, making trade-offs between demand and supply
There is no substitute for really knowing the business and the decision makers
Effective professionals manage their credibility cycle within and across their organization. . . And know their group and personal value proposition
Page 7Entire contents © 2003 Gartner, Inc. All rights reserved. |Learning Leadership’s Lessons, M. Broadbent, Gartner EXP, August 2003
Six imperatives drive the agendas of effective information and technology managers
Supply-sideDeliver cost
effective services
Demand-sideShape and manage informed expectations
Business, Executive
Your TeamCustomers
Suppliers
LEAD
Page 8Entire contents © 2003 Gartner, Inc. All rights reserved. |Learning Leadership’s Lessons, M. Broadbent, Gartner EXP, August 2003
LEAD: Bridge business, information services
ANTICIPATE: Sense key trends
STRATEGIZE: Shape demand and synchronize
ORGANIZE: Sustain a high performing team
DELIVER: Provide cost-effective, timely services
(perceived as such)
MEASURE: Know how you are going and why
Leadership is pivotal, making trade-offs between supply and demand
Supply Side Demand Side
LEAD
Page 9Entire contents © 2003 Gartner, Inc. All rights reserved. |Learning Leadership’s Lessons, M. Broadbent, Gartner EXP, August 2003
LEAD: Bridge business, information services
1. Know and engage key decision makers as individuals and as colleagues
2. Guide other executives and managers about capabilities needed and available
3. Communicate a clear vision and agenda for information-enabling the business
4. Implement effective information governance
5. Communicate business imperatives to your team
6. Build and sustain personal and positional credibility
LEAD
LEAD
Page 10Entire contents © 2003 Gartner, Inc. All rights reserved. |Learning Leadership’s Lessons, M. Broadbent, Gartner EXP, August 2003
There is no substitute for really knowing the business, and the decision makers
Understand business fundamentals“Know the numbers. Nothing clever, just current revenue, EBIT, share price, market share, that kind of stuff. And how the numbers are trending and how they compare to your competitors”
Identify the key business cycles and investment climate
“What’s important today, what’s important this quarter, what’s important this year – time periods mean different things to different enterprises”
Get to know key people – personally“Making the effort for ‘face time’ makes all the difference. But help make them heroes at home too”
Page 11Entire contents © 2003 Gartner, Inc. All rights reserved. |Learning Leadership’s Lessons, M. Broadbent, Gartner EXP, August 2003
Effective professionals mange a credibility cycle within and across their organization
Results Resources
Outcomes
Credibility Initial Trust
Lost Credibility
Page 12Entire contents © 2003 Gartner, Inc. All rights reserved. |Learning Leadership’s Lessons, M. Broadbent, Gartner EXP, August 2003
Working the credibility cycle involves working the six imperatives
Credibility
ResourcesResults
Initial Trust
Outcomes
Lost Credibility
Lead
Anticipate
Strategize
OrganizeDeliver
Measure
Page 13Entire contents © 2003 Gartner, Inc. All rights reserved. |Learning Leadership’s Lessons, M. Broadbent, Gartner EXP, August 2003
Leadership (and life) is about managing the trade-offs that matter
Business and technology shifts have replaced the ‘new’ economy with the ‘now’ economy
‘Making a difference’ = Managing 360 degrees. . . Upwards, downwards, inside out
Leading and managing effectively is about knowing and managing yourself first
‘Good enough’ is often OK ...
Page 14Entire contents © 2003 Gartner, Inc. All rights reserved. |Learning Leadership’s Lessons, M. Broadbent, Gartner EXP, August 2003
Leading and managing effectively is about knowing and managing yourself first
Know the profile of aspirational positions
A continuum of leadership styles impacts on team performance
Different styles are needed at different times
Come to grips with leadership’s ‘soft issues’ . . . How is your emotional intelligence ?
Develop your capabilities to behave like a leader
Learn to lead through influence
Page 15Entire contents © 2003 Gartner, Inc. All rights reserved. |Learning Leadership’s Lessons, M. Broadbent, Gartner EXP, August 2003
For example, effective CIOs need a combination of personal characteristics
High self-esteem
Thick skinned
Personally resilient
Decisive and calm
Highly motivated
High energy level
Low need for affirmation . . .
High self-esteem
Thick skinned
Personally resilient
Decisive and calm
Highly motivated
High energy level
Low need for affirmation . . .
Does this sound like YOU?
Page 16Entire contents © 2003 Gartner, Inc. All rights reserved. |Learning Leadership’s Lessons, M. Broadbent, Gartner EXP, August 2003
A continuum of leadership styles impacts on team performance
Source: Continuum adapted from Tannenbaum, R. and Schmidt W.H. How to choose a leadership patter, Harvard Business Review, 1958: and leadership styles adapted from Goleman D, Hay/McBer
Continuum of Leadership Styles
Degree of Involvement of Team Members
Low
High Democratic “What do you think?”
Coaching “Try this.”
Affiliative “People come first.”
Visionary “Come with me.”
Pacesetting “Do as I do now.”
Commanding “Do what I tell you”
Page 17Entire contents © 2003 Gartner, Inc. All rights reserved. |Learning Leadership’s Lessons, M. Broadbent, Gartner EXP, August 2003
Styles affect team performance differently. . . Use what is needed at the time
Source: Adapted from Daniel Goleman, Hey / McBer
The leader’s modus operandi
When the style works best
Impact on team climate
Cautions
Commanding
Demands immediate compliance
In a crisis, to kick start a problem
Negative
Least effective in most situations: use only rarely
Pacesetting
Sets high standards
To get quick results
Negative
Destroys morale over time
Visionary
Mobilizes towards a vision
When changes require a new vision
Most strongly positive
Avoid using when working with experts
Affiliative
Creates harmony
To heal rifts in a team
Positive
Avoid using alone
Coaching
Develops people for the future
To help an employee improve performance
Positive
Unsuitable when team is reluctant to change/ learn
Democratic
Forges consensus
To build buy-in or consensus
Positive
Avoid when team is immature or in crisis
Page 18Entire contents © 2003 Gartner, Inc. All rights reserved. |Learning Leadership’s Lessons, M. Broadbent, Gartner EXP, August 2003
Come to grips with the soft issues . . . How is your Emotional Intelligence ?
1. Emotional self-awareness
2. Accurate self-assessment
3. Self confidence
A. Self awareness
1. Self control
2. Trustworthiness
3. Conscientiousness
4. Adaptability
5. Achievement orientation
6. Initiative
B. Self management
1. Empathy
2. Organizational awareness
3. Service orientation
C. Social awareness
1. Visionary leadership
2. Influence
3. Developing others
4. Communication
5. Change catalyst
6. Conflict management
7. Building bonds
8. Teamwork and collaboration
D. Social skill
Source: Daniel Goleman
Page 19Entire contents © 2003 Gartner, Inc. All rights reserved. |Learning Leadership’s Lessons, M. Broadbent, Gartner EXP, August 2003
Develop your capabilities to behave like a leader
Deliver your vision with drive using clear consistent communication
“Good leadership is the art of getting people to do things they don’t really want to do faster than they would normally want to do them”
Build your personal resilience“You need to be collegial rather than friendly, respected rather than liked”
… Doreen Wright, CIO, Campbell Soup
Page 20Entire contents © 2003 Gartner, Inc. All rights reserved. |Learning Leadership’s Lessons, M. Broadbent, Gartner EXP, August 2003
Lead through Influence - Lead From the Back
Lead by influence using your bank of trust and empathy
“Burying your head in the newspaper when you come home at night doesn’t make for a lasting relationship with your spouse. It’s the same in any area. You have to spend time talking and sustaining relationships”
Deal with difficult people – don’t avoid them“How do you deal with difficult people? You lead from even further back”
Page 21Entire contents © 2003 Gartner, Inc. All rights reserved. |Learning Leadership’s Lessons, M. Broadbent, Gartner EXP, August 2003
Leadership (and life) is about managing the trade-offs that matter
Business and technology shifts have replaced the ‘new’ economy with the ‘now’ economy
‘Making a difference’ = Managing 360 degrees. . . Upwards, downwards, inside out
Leading and managing effectively is about knowing and managing yourself first
‘Good enough’ is often OK ...
Page 22Entire contents © 2003 Gartner, Inc. All rights reserved. |Learning Leadership’s Lessons, M. Broadbent, Gartner EXP, August 2003
‘Good enough’ is often OK
As long as you . . .
Communicate your group’s true value proposition to the enterprise
Know your personal value proposition. . . To your peers. . . To your team. . . To significant others
Actively manage the trade-offs and conflicts
Understand the behavior you model is more critical than the behavior you talk about
Page 23Entire contents © 2003 Gartner, Inc. All rights reserved. |Learning Leadership’s Lessons, M. Broadbent, Gartner EXP, August 2003
Ten Tips for a future worth celebrating. . . Carefully manage upwards and sideways
Influence the influencers – know what colleagues/executives read and watch
Seek out those they talk to Keep your message simple. Ask “How can I help this executive be
successful?” Always start with, “Here’s where we were, here’s where we are
now …” Provide case studies and examples. Paint pictures Take every opportunity for “soak time” with your business
colleagues Make it really easy to use your services Help your business colleagues to be heroes at home Have a business colleague as one of your mentors Brand everything you do – Perception is everything !
Learning Leadership’s Lessons– For a future worth celebrating
10th Asia PacificSpecial, Health & Law Librarians’ Conference
Adelaide, August 2003
Dr Marianne BroadbentGroup Vice President and Gartner Fellow
Global Head of Research
Gartner Executive Programs