management of people. every judgement made by an individual is conditioned by his personality type...
TRANSCRIPT
Management of People
Every judgement made by an individual is conditioned by his personality type and every point of view is necessarily relative.
Memories, Dreams, and Reflections – Carl G. Jung
Perception Study
“We see the World not as it is, but as we are.” Stephen Covey
Perception and Awareness
Theoretical Influence
• Hersey & Blanchard• Covey• Kouzes & Posner• Koestenbaum• Kotter• African Leadership• Bar-On• Cohan and Beck• Jung• Value-based leadership
Steward LeadershipParticipative Evolution
70% of variance in
Organisational Climate
can be explained
by differences in
Leadership StyleRevenue,
Profit,Shareholder
Value
BusinessStrategy
OrganisationalStructure/Job
Design/Policies
Productsand
Services
OrganisationalCulture/Climate
MANAGEMENTCOMPETENCIES
Leadershipstyle 70%
28% 28% of variance in revenue and Profit can be explained by differences in Organisational Culture/Climate
Schutte : 2005
The importance of leadership
The Team
The
Individual
The
Organisation
How individuals change
How groups change
How organisations change
TRANSFORMATION STRATEGY – the “What”
Context:South Africa
AfricaGlobal
Chapter 6Leadership
Doing
Disconnect
Apathy
Sustainable Change Effort:
Engagement, Commitment
Being
Leadership
Doing
TRANSFORMATION PROCESS – the “Way”
Inclusivity
Leadership Framework
Attitudinal Research
Accurate attitudinal research is vital to delivering effective management strategies and can provide insights in the following areas:
•defining, understanding and targeting specific groups with regard to their attitude towards the organisation; •Identifying and making underlying assumptions and limiting beliefs conscious;•understanding why individual voices are lost•understanding the failure and/or success of organisational infrastructures assisting the development and delivery of effective joint action planning;•providing the foundation for dialogue with residents and providing valuable feedback.
BeQ™ Benchmark of Engagement Quotient
The
individual
The
Team
The
Organisation
Voice
Assumptions
About
We
Assumptions
About They
Assumptions
About Me
and Society Context
National Cultural
R Viljoen (2007)
Voice
BeQ™ Benchmark of Engagement Quotient
Correlates directly to:
+ -
Unleashing Voice Disengage
Productivity Absenteeism
Staff Retention Staff Turnover
Employee Satisfaction Apathy
Creativity and Innovation Low morale
Value based Behaviour Negligent behaviour
Aligned leadership Fragmented leadership service delivery
Virtuous cycle Vicious cycle
BeQ™ Benchmark of Engagement Quotient
The
individual
The
Team
The
Organisation
Assumptions
About We
Assumptions
About They
Assumptions
About Me
Respect, Regard,
Resilience,Mastery
Personal Responsibility
Support, Leadership,Flexibility,
Valuing Diversity,Accountability
Within the context of the culture/climate:
Head Office support, Strategic Alignment,Stability of Labour
Enablement FactorsCritical success factors
BeQ™ - Benchmark of Engagement Quotient
The
individual
The
Team
The
Organisation
Climate Assumptions
About We
Culture Assumptions
About They
World View Assumptions
About Me
Respect, Regard,
Resilience, Mastery
Personal Responsibility
Support, Leadership,
FlexibilityValuing Diversity,
Accountability
Head Office support, Strategic Alignment,
Stability of Labour RelationsEnablement Factors
Critical success Factors
Within the context of the culture/climate: Level of
Voice
The primary objective of the BeQ is to:
- explore the relations between perceptions that influence organisational commitment and the unleashing of individual voices;
- understand the underlying assumptions as they pertain to the individual, the group, the organisation and the greater organisation; and to
- determine the level of engagement within the organisation
The dual engagement process The dual engagement process model model
Assumptions about Self
Organization basedOrganization based strategiesstrategiesWork
situation
Assumptions about
OrganisationAffect
Individual based strategiesIndividual based strategies
Stressreactions
Competencies of
EmployeeCoping
Dis- engagement
Engagement
+
_
Personal responsibility
Assumptions aboutWork
BeQ™ - Benchmark of Engagement Quotient
The
individual
The
Team
The
Organisation
Climate Assumptions
About We
Culture Assumptions
About They
World View Assumptions
About Me
Respect, Regard,
Resilience, Mastery
Personal Responsibility
Support, Leadership,
FlexibilityValuing Diversity,
Accountability
Head Office support, Strategic Alignment,Stability of Labour Enablement factors
Critical success factors
Within the context of the culture/climate: Level of
Voice
Disconnected30%-44%
Apathetic45-59%
Involved60-74%
Engagement> 75%
Internationally Benchmarked
BeQ™ - Benchmark of Engagement Quotient
Respect, Regard,
Resilience, Mastery
Personal Responsibility
Support, Leadership,
FlexibilityValuing Diversity,
Accountability
Head Office support, Strategic Alignment,Stability of Labour Enablement factors
Critical success factors
Sub-scales:
Allowance of voice, acknowledging voice, dignity, connectedness, humaneness Authenticity, self-awareness, self-insight, value contribution, actualisation
Reality-testing, wellness, willingness to change, adaptability, capacity to changeCompetency, optimism, confidence, sharing wisdom, value-add
Personal authority, admitting of mistakes, vulnerability, owning up, responsibility
Feedback, reward, acknowledgement, involvement, participative Teaching, mentoring, coaching, involving, sharing
Team adaptability, emergent, planful-ness, implementation ability, complexityValuing differences, gender, race, nationalities, level, world view
Manage performance, output driven, contacting, planning, consequence management
Availability, contribution, integration, relating, enablementGroup, organisation, team, individual BSC, performance management, reward, IDP
Level of skill, unionism, leadership capability, HR practices, wellness, SSTHR, finance, communication, legal, training, capabilities
Inclusion, Optimal performance, quality of teamwork, climate, culture
Through qualitative and quantitative research methodology the scores on each of the sub-scales are analysed, interpreted and synthesized in a story that describe the dynamics in the organisation under study.
BEQ RESULTS
0 20 40 60 80
Respect
Regard
Resilience
Personal Responsibility
Support
Leadership
Flexibility
Valuing Diversity
Accountability
Trust
Competitiveness
Adaptability
Inclusivity
Ethics
2006
2005
EngagementInvolvedApathyDisconnect
Each scale has 4 or 5 subscales that is presented graphically in the report.
Leadership In A High Performance Culture
INTERPERSONAL
•Empowering followers
•Building inclusivity
•Taking up authority
•Facilitating learning
•Enhanced EQ
•Inspiring people
•Reviewing performance
EXTERNAL ENVIRONMENT
•Awareness of the external environment
•New Economy understanding
•Articulating vision and enlisting followers
•Conceptualising strategy
•Systemic Thought
ORGANISATIONAL•Awareness of internal environment •Aligning enabling structures and processes •Facilitating interdepartmental co-ordination across organisational boundaries•Developing and implementing performance plans•Valuing Diversity•Rewarding Performance
INTRAPERSONAL
•Enabling the leader: personal growth
•Allowing different voices
•Building trust
•Honesty and integrity
•Decisiveness and hardiness
•Emotional intelligence
•Wellness
BeQ™ Questionnaire
Advantages/Disadvantages:
• Evaluates individual, team and organisational levels of engagement• Identify what cultural factors takes away individual leaders’ voices, opinions or
contribution• World-views (diversity aspect), Climate, Culture and important interpersonal interactional
skill sets are determined• Focus on ethical behaviours• Engagement correlates directly with Talent Retention• Focus on value of Emotional Intelligence, awareness of personality type, complexity
handling ability and world view• Two options:
– Version 1: LBeQ™ - Leadership Benchmark of Engagement Quotient – Version 2: BeQ™ - Benchmark of Engagement Quotient for organisations
• Does not measure customer service• Web-based version under construction
Strategy
Structures
TalentCreation
StakeholderCommitment
High PerformanceLeadership
BusinessDisciplines
Pay &Incentives
Prof C Nel
Beehive
Beehive™ Questionnaire
Advantages/Disadvantages:
• Measures old versus new world of work behaviour• Organisational Development Snapshot• Can measure individuals, teams, departments and organisation as a
whole• Option for on-line assessment • Introduce Levels of Work language
• Does not inform directly on level of engagement of members and impact on service delivery/satisfaction
• Each construct only measured once
100% 50% 0% 50% 100%
Strategy
Structures
Talent Creation
Business Disciplines
Stakeholder Value
Recognition & Reward
Change Leadership
Total
Old Economy New Economy
Sample: Results
Inclusive Culture
Is fundamentally shaped by
Trust
CaringSupport
Respect
Ownership
RelationshipCredibility
Capacity To
Perform/Energy
in system
Set ofPerceived
Values
CommonBeliefs
Climate
Workforce Satisfaction
AttitudeTowards
Job
AttitudeTowards
Organisation
Service Quality
ServiceEnvironment
ServiceIntent
CES™ (Customer Excellence Survey) Model
Prof Petri Schutte
Employee Loyalty
• Employee Loyalty embraces the trueness of the work relationship and the inherent caring character that bonds individuals as a team, and moulds / shapes the workforce mindset / motivational intent.
• Fundamental to Employee Loyalty are the key success factors: Trust, Support, Ownership and Respect.
• By determining what factors are problematic amongst the team members – a baseline is created upon which remedial intervention can be built
Trust
CaringSupport
Respect
Ownership
EmployeeLoyalty
Service Conducive Climate
Service Conducive Climate
Workforce Satisfaction
AttitudeToward
Job
AttitudeToward
Organisation
Service Quality
ServiceEnvironment
ServiceIntent
•Climate (Worklife Experiences) is the “immediate and instant sensation” that employees’ get about what is important in the organisation •Manifest as two integrated dimensions i.e. workforce satisfaction as well as the perceived supportive relationships to establish Service Quality
•Attitude toward the job is largely shaped by the employees’ perceived work joy, as well as management/supervisory treatment.
•Attitude toward the company is largely shaped by the employees’ perceived understanding of the future as well as the employee’s ability to connect his/her work with the company’s strategic objectives. •Service Quality is achieved when the employee develops a total “integrated experience” of the company’s commitment and intent to achieve high levels of quality service
Service Culture
• Intangibles that tend to bring people to share/not share a common vision of the organisation, and its goals.
• Indicative of workforce behaviours, the reason behind behaviour, the unquestioned rules, unstated or unconscious beliefs, assumptions taken for granted, the “way we do things around here”.
• This set of perceived values is indicative of what work force behaviours are designed to accomplish, and these values indicate the desired consequences that work force behaviour seeks to elicit.
• Common beliefs, according to experts globally, are those “unquestioned rules”, almost unstated or unconscious beliefs that form the “heart” of an organisational culture.
Service Culture
Set ofPerceived
Values
CommonBeliefs
CES™ Questionnaire
Advantages/Disadvantages
• CES informs well in a client-centric business model where the focus lies on service excellence
• Underlying assumptions, values and beliefs alive and well in the organisation are determined
• Impact of culture and climate on service delivery is quantified• Option for on-line assessment exists which minimises professional
administration day fees• A safety version of the CES, SAFEHUMAN measures safety
climates
• Does not inform directly on strategic initiatives, level of engagement of members, level of emotional maturity of members, diversity related aspects or talent and leadership qualities
BOEI™ Benchmark for Organisational Emotional Intelligence
BOEI™ - Measures
BOEI™ Scale Descriptions
BOEI™ Scale Descriptions
BOEI™ Scale Descriptions
BOEI™ Questionnaire
Advantages/Disadvantages:
• Emotional Intelligence development can be addressed at all levels of the organisation to improve organisational behaviour over time
• Aspects like Diversity management is included in the study• Can measure individuals, teams, departments and organisation as a
whole• Option for on-line assessment exists which minimizes professional
administration day fees
• Does not inform directly on strategic initiatives, levels of engagement of members, impact of climate on service delivery/satisfaction, underlying perceptions and beliefs within the organisation
• No South African norms yet
TLCS Leadership Culture Survey
Leadership Culture Survey (TLCS)
The Leadership Culture Survey™ delivers a powerful “litmus test” of an organisation’s leadership culture. Used for an entire organisation or just a team, the TLCS reveals valuable data.
It tells you how your people view their current leadership culture, and compares that reality to the optimal culture they desire.
The “gap” between data on the current culture and the desired culture reveals key opportunities for leadership development.
Leadership Circle Profile (TLCP)
The Leadership Circle Profile is a true breakthrough among 360 degree profiles.
It is the first to connect a well-researched battery of competencies with the underlying and motivating habits of thought. It reveals the relationship between patterns of action and internal assumptions that drive behaviour. It allows for transformation to occur on a deep, significant and life-changing level.
The data in TLCP reveals itself in seconds. At a glance leaders are put in touch with what is working, what is not, and why!
Leadership Fitness Program
The Leadership Fitness Program is a 6 month coaching program for leaders at any level in an organisation.
Our experience has taught us that personalised guidance / coaching is the ideal vehicle to convert leadership theory into practice.
Our approach is very practical and focuses primarily on assisting managers and supervisors better able to handle practical leadership situations encountered on a daily basis.
TLCP Sub scales
The Relating Dimension measures the extent to which leaders in your organisation relate to others in a way that brings out the best in people, groups and organizations. It measures how well the leadership culture of the organization builds quality relationships, fosters teamwork, collaborates, develops people, involves people in decision making and planning, and demonstrates a high level of interpersonal skill.
The Self-Awareness Dimension measures leadership’s orientation to ongoing professional and personal development, as well as the degree to which inner self-awareness is expressed through high integrity leadership. It is a measure of emotional and interpersonal maturity. It also measures the extent to which the culture encourages the kind of personal/professional development that results in personal mastery.
TLCP Sub ScalesThe Authenticity Dimension measures your leaders’ capability to relate to
others in an authentic, courageous, and high integrity manner. It measures the extent to which their leadership is authentic—not masked by organizational politics, looking good, winning approval, etc. It also measures their ability to take tough stands, bring up the "un-discussables" (risky issues the group avoids discussing), to openly deal with relationship problems, and share personal feelings/vulnerabilities about a situation. Courage in the workplace involves authentically and directly dealing with risky issues in one-to-one and group situations.
The Systems Awareness Dimension measures the degree to which your awareness is focused on whole system improvement and on community welfare (the symbiotic relationship between the long-term welfare of the community and the interests of the organization).
The Achieving Dimension measures the extent to which leaders offer visionary, authentic, and high achievement leadership. It measures the extent to which leaders encourage a focus on achieving end results that are at once purposeful and strategic. It measures the creative use of power and effective decision-making
Leadership Subscales
THE REACTIVE LEADERSHIP STYLES are ways of leading that have significant strengths associated with them, but also reflect inner beliefs and behavior that limit effectiveness, authentic expression, and empowering leadership.
The Controlling Dimension measures the extent to which leaders establish a sense of personal worth through task accomplishment and personal achievement. It measures the extent to which leaders push themselves and others hard and use overly driven and aggressive tactics to get others to do what they want.
The Protecting Dimension measures the extent to which leaders act to protect themselves and establish a sense of worth/security by emotionally withdrawing and remaining distant, hidden, aloof, cynical, superior, and/or rational. This stance is often intellectually bright, but overly critical and cold.
The Complying Dimension measures the extent to which leaders act in ways that are overly conservative, cautious, and/or polite. It measures the extent to which leaders get a sense of self-worth and security by complying with the expectations of others rather than acting on what they intend and want
The Leadership Circle Profile
THCP™ Questionnaire
Advantages/Disadvantages:
• Organisational Snapshot that is linked to 360 degree feedback on individual
• 6 month journey to enhance 360 degree feedback• Language on individual and group level similar• Extensive file to assist management in change effort
• Does not inform directly on strategic initiatives, levels of engagement of members, impact of climate on service delivery/satisfaction, underlying perceptions and beliefs within the organisation.
• Climate study only an average of individual 360 degree scores.
The overarching objective = to determine your own leadership philosophy
– Distinguish between style-based & organic leadership approaches
– Develop an organisational “leadership brand”– Install an individual leadership pathway– Whilst designing an integrated model of leadership, critically
evaluate the current Telkom leadership against this model and make appropriate recommendations to management.
– Design an appropriate leadership model for the telecommunications sector in South Africa in general and for Telkom in particular.
Module Outcomes
– Ladder of Inference
– Storytelling
– Core Values Assessment
Values
Going “up your ladder”
“Our perception of an event or experience powerfully affects
our emotional, behavioural and physiological responses to it. For example, if we are waiting to be served in a grocery store and
think, ‘This will take a while, I may just as well relax,’
we are likely to stay calm ...
However, if we think, ‘This place is poorly managed.
It is not fair to have to wait so long,’ we may feel angry.”
Dennis Greenberger and Christine Padesky, Mind over Mood
Going “up your ladder”
Perceptions and judgement
Every judgement made by an individual is
conditioned by his personality type and every point of view
is necessarily relative.
Memories, Dreams, and Reflections
- Carl G. Jung -
Perception and Awareness
INTR 4.6
“We see the World not as it is,
but as we are.”
- Stephen Covey -
“What is unconscious usually emerges in projection.
The opposite that troubles us will continue to be projected until we understand it better.”
C A Meier, Personality
Perception and Awareness
Unconscious Behaviour
“Stories are the carriers of
behavioural norms and teach
us how to behave”
- Viljoen (2006)
Storytelling
The Story of Abigayle and Apollo
INTR 4.6
The Scene
The Story of Abigayle and Apollo
INTR 4.6
The Characters:
Abigayle
The Story of Abigayle and Apollo
INTR 4.6
The Characters:
Apollo
The Story of Abigayle and Apollo
INTR 4.6
The Characters:
Sinbad the Sailor
The Story of Abigayle and Apollo
INTR 4.6
The Characters:
The Oracle
The Story of Abigayle and Apollo
INTR 4.6
The Story of Abigayle and Apollo
INTR 4.6
The Characters:
Pierre
The Story of Abigayle and Apollo
INTR 4.6
The Story of Abigayle and Apollo
INTR 4.6
Rank the characters from good to bad:
12345
Abigayle SinbadApollo The Oracle
Pierre
Your personal values influence your leadership style
INTR 4.6
Rank your own values:
12345
– Right or Wrong – Group Sculpt
– World Café – Case Study Discussions
– Experiential Learning Activity – Radiation Shelter
Morality
Reflect on the statements presented to
you and in your workbooks indicate
whether you feel:
It is
TRUE
It is
FALSEINDIFFERENT
Group Sculpt: Dialogue on
Power
– Power Recognition– Individuals & Groups with Power– Power dynamics– Enron Case Study
Power Recognition Matrix
Plot the individual Bank that you work for on the Power Recognition Matrix and then plot where you think your major competitors feature
Delivers value to the value
chain
Recognised as powerful/valuable
Delivers someValue and is recognised
Delivers significant value & is recognised
Delivers someValue but is not recognised
Delivers significantValue but is not recognised
D. Gampel- June 2005
–Identify individuals and groups that you think have Power in organisations/society
–Identify what you think not having Power means or is
In the plenary dialogue around these two questions
Identify Power
– How is power used in organisations
– What is the relationship between leadership & power
– How powerful can an Individual be(Power Vortex)
World Café these 3 Questions
Power Dynamics & Leadership
Enron Case Study
Questions:– How can Power go wrong– What are the ethical implications of
having and using Power
Enron Case Study
Renaissance Organisation
– Sustains and initiates transformation– Facilitates transformation & leadership
development– Empowers Others– Draws on the success of the past– Redefines the values of today to empower
more players for today & tomorrow
Creating a Renaissance Organisation
Assignment:
Using the framework provided in your Workbook to conduct an analysis on the state in which your organisation is a Renaissance organisation and/ what it needs to do to become one.
A Renaissance Organisation
Statement 1:
To be a moral leader one needs a following.
But if the path one is recommending is one
that is difficult to follow (ethical), one will
never have a following.
Group Sculpt: Dialogue on
Statement 2:
Ethical leaders achieve better results.
Group Sculpt: Dialogue on
Statement 3:
Not revealing the truth is always unethical.
Group Sculpt: Dialogue on
Within your assigned groups
discuss each case and record your
findings.
World Café
1. How did I feel when I disagreed with someone?
2. How did I feel when someone disagreed with me?
3. How did I behave when I wanted to convince
someone to change his/her idea?
4. How did I behave when someone was trying to
convince me to change my idea?
Radiation Shelter
• Hersey & Blanchard
• Covey
• Kouzes & Posner
• Koestenbaum
• Kotter
• African Leadership
• Value-based leadership
– Steward Leadership
– Participative Evolution
Leadership Models
The Evolution Of LeadershipTheoretical Pathway
Transformational
Power and influence
Behaviorist
Transactional
Attribution
Situational
Contingency
Great man
Trait
Leaders are Born
Leaders can be Developed
Adapted from Huss: 2007
The Blake And Mouton Managerial Grid
1
9
9
Democratic
1,9
Team
9,9
Impoverished
1,1
Organisation
5,5
Autocratic
9,1
People
Production
Situational Leadership
HighRelationship
andLow Task
S4 S1
S2S3
Rel
atio
nsh
ip b
ehav
iou
r
Task behaviour (High)
(High)
(Low)
High TaskandHigh
Relationship
High TaskandLow
Relationship
LowRelationship
andLow Task
Delegating Telling
Participating Selling
Low
Hig
h
R4 R3 R2 R1
Able &Willing Or Confident
Able ButUnwilling Or
Insecure
Unable ButWilling Or Confident
Unable &Unwilling Or
Insecure
Hersey and Blanchard
Situational Leadership
HighRelationship
andLow Task
S4 S1
S2S3
Rel
atio
nsh
ip b
ehav
iou
r
Task behaviour (High)
(High)
(Low)
High TaskandHigh
Relationship
High TaskandLow
Relationship
LowRelationship
andLow Task
Delegating Telling
Participating Selling
Low
Hig
h
R4 R3 R2 R1
Able &Willing Or Confident
Able ButUnwilling Or
Insecure
Unable ButWilling Or Confident
Unable &Unwilling Or
Insecure
Hersey and Blanchard
KruipgatBakgat
Martelgat
Hardegat
The Leadership Domain - Kets de Vries -
LEADER
• Character type
• Values/attitudes/beliefs
• Position
• Experience
SITUATION
• Nature of the task
• Life stage of organization
• Organizational variables
• Corporate culture
• Nature of the industry
• Socioeconomic/political environment
FOLLOWERS
• Character type
• Values/attitudes/beliefs
• Group cohesiveness
LEADERSHIP
STYLE
Dimensions of leadership style
Competencies:
• personal
• cognitive
• social
Inner theater:
• motivational needs
• traits
• temperament
Personal leadership style: the roles
“There is no softer pillow than a clear conscience” -
Ken Blanchard -
– Definition
– Foundational Principles
• You must ethically to lead ethically
• You must be trustworthy to build trust
• You must define a path for others to follow
• You must believe ethics is profitable
Ethical Leadership
Use the space to check
out.
Reflect on your progress
and key learning during
the day.
Check out
The Philosophy of leadership
How stories work . . .
Stories do not need to convey literal, factual content, since stories contain ancient human wisdom about how to face adversity through the language of storytelling, which is the metaphor
ARS TOTUM REQUIRIT HOMINEM
- Old Alchemical Saying
THE ART REQUIRES THE WHOLE PERSON
To stay young requires the unceasing ability to unlearn old
falsehoods.
Story Structure
Once upon a time . . .
•Every day . . .
•But one day . . .
•Because of that . . .
Repeat . . .
Repeat . . .
Ect . . .
•Until finally . . .
•Ever since then the Absa L&D Department was recognized as a credible strategic business partner, both internally and externally
Storytelling
EXPAND
ADVANCE
Storytelling
Data
The Philosophy of leadership
Performance (Potential realisation) =
Potential X leadership X Motivating Climate
The Philosophy of leadership
The value ofshared vision
Current Reality Perceived Future Position
Shared Vision/ Future position
Perceived Strategic Gap
Real Stra
tegic Gap
Te
nsi
on
Ga
p
To close the gap between the shared vision and the perceived future position, alignment of the future picture must be established . . .
Shared Vision
Significance Involvement
Scenario Planning
Purpose
Mission
Vision
Goal
Strategic Architecture
“What’s in it for you”
Alignment of values
Alignment of purpose
Accomplishment
“What’s in it for you”
Alignment of values
Alignment of purpose
Accomplishment
Leadership
The philosophy of leadership
The Philosophy of leadership