mba unican leadership keynote

TOWARDS ECO-LEADERSHIP

pygmaliontraining people for great things

https://www.facebook.com/pygmalion2 http://davidrharrison.blogspot.com/ http://www.linkedin.com/pub/david-harrison/8/521/496

My Socratic audit: Why do I think leadership is an art?twenty years I knew everything I needed to know about leadership. But now, I realise that I know practically nothing. The same thing happens to me with literature, philosophy and art... (adapted from Keith Grint)

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1Thursday, January 19, 12

https://www.facebook.com/pygmalion2


http://davidrharrison.blogspot.com/


http://www.linkedin.com/pub/david-harrison/8/521/496


TODAY WE ARE GOING TO LOOK AT....

• Where do leaders come from?

• Can we ‘do’ leadership?

• What are the 4 main schools of leadership?

• what are the dangers of the romance of leaders?

• When we should use command, management or leadership solutions

• What and why is eco-leadership?










WORK• Work is the new religion, the

new cultural phenomenon. The secret of successful religions is to make you feel part of something bigger.

• we fear and worship it

• It has its heroes, rituals, palaces and symbols

• and when we don’t have work we feel alientaed from society.










WHY ARE PEOPLE UNHAPPY AT WORK?‘MUSTURBATION’ OR THE PROBLEM OF HIGH EXPECTATIONS - OR RATIONAL EMOTIVE BEHAVIOUR

THERAPY (PSYCHOLOGIST, ALBERT ELLIS)For me to be happy..... Everyone must like me Life must be easyI must be succesful



BAD, BAD LEADERSHIP FADS LIKE BAD SCIENCE ARE EVERYWHERE: BE CRITICAL, BE SCEPTICAL

Wilhelm Reich, Austrian psychotherapist and disciple of Sigmund Freud, also invented the the orgone accumulator. His theory being that almost all psychological problems could be solved with an optimal orgasm. And the orgone accumulator provided just that for Mailer, Salinger, Burroughs and Kerouac

he later applied the same ‘science’ to rainmaking.... and the orgone cloudburster

read more about Wilhelm in ‘adventures in the orgasmatron: how the sexual revolution came to America’, by Christopher Turner (2011)










THINGS YOU SHOULD KNOW ABOUT LEADERSHIP

• Leadership is messy.

• Any attempt to oversimplify leadesrhip is fine if you want to sell self help leadership books to people in airports, write articles for the HBR, teach at a university.... but there are no seven steps to success, there is no ‘can’ in cancer.

• one minute you are a hero and the next minute a villain










cultural ‘zeitgeist’ for the 21st century.... or is it just ‘schadenfreude’?

ACCOUNTABILITY










WHEN DO WE DO LEADERSHIP?

• command

• management

• leadership

adapted from Keith Grint ‘ wicked problems, clumsy solutions

• critical

• tame problem

• diabolical problem

Imagine: you break your leg. Your friends take you to hospital. This is a critical situaton and the response is clear. At the hospital, the doctors apply ‘elegant solutions’. they use management and follow process. But what type of problem is it if you are taken to a restaurant?



ELEGANT AND CLUMSY SOLUTIONS - K GRINT

http://youtu.be/p_7TB7GiLXM

command

manage

lead

tame

wicked

critical

coercionhard power

calculationrational normative

emotionalsoft power

increasing need for collaborative solution

increasing uncertainty about the

solution





GLOBAL WARMING: M. DOUGLAS - GROUP/GRID

Fatalists: Nothing can be done. people are selfish.

the end of the world is inevitable

Hierarchistthe rules should be stricter. Get a disciplinarian to enforce Kioto.

Individualistswe need to encourage companies to create. market forces will solve the

problem

Egalitarians we need to consume less and move

towards sustainable community life

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grid:increasing rules and

regulations

group orientationhttps://www.facebook.com/pygmalion2 http://web.me.com/pygmalion4/Site_2/Blog/Blog.html

Douglas, M, (2008/1966) Purity and Danger, Routledge.


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STYLES AND SCHOOLS OF LEADERSHIP• transactional

• charismatic

• ubuntu

• transformational

• servant leadership

• strategic leadership

• team/eleadership

• invisible leadership

• collective leadership

controller: SM FW Taylor, Strategy by designrationalWhere: industrial/nuclear

therapist: mayo, maslow up to goleman, boyatzis, etc

Where?pulbic sector - education

middle managementleader as coach

charismatic: steve jobs, etc

danger - the ‘romance’ of leadersWhere?

post industrial settingsmultinationals

knowledge industriestop management

eco leaders: ?Business as a network or

eco systemconnectivity,

inter-dependence, ethics and

leadership spirit










THE NATURE OF ORGANISATIONS

• political conflict is in the nature of all organisations. Shakespeare and many other writers have understood this. Proponents of SM and Design Strategy have not.










leading change

• most rational models of change leadership look something like this. Is there anything missing?



more recent models take on the emotional, social aspects: Kotter’s model:

• Establish a sense of urgency that builds on people’s readiness for change

• Develop a powerful guiding coalition to help steer forward the change.

• Create a vision of the future situation that will be achieved and strategies for achieving it to guide the change process

• Communicate the vision in different ways frequently and widely across the organisation

• Empower others to act on the vision, by removing obstacles, such as lack of time and resources.

• Plan for and celebrate short term wins. those initially opposed to change, and building momentum and a critical mass of support.

• Consolidate improvement and encourage the generation of further ideas and projects for change to re-energise the process and avoid feelings of anti-climax when the change is achieved.

• Institutionalise new approaches and ways of working so that they become anchored in the organisational culture.

•



INSIDE THE THERAPIST DISCOURSE - EI LEADESRHIP FROM GOLEMAN Y BOYATZIS):

1‘Pace – setting

2 Commander

3 Visionary

4 Affiliative

5 Coaching

6 Democratic



ECO LEADERS• According to Simon Western: ‘Internal

organizational eco-system: creating thinking spaces, breaking silo culture, connecting and communicating, working with feedback loops to respond to change, creating an organizational architecture that enables distributed leadership thus creating an adaptive organization.

• • Eco-leaders also focus on the external environment: political and environmental trends, stakeholders, competitors, realizing the interdependence between their internal organizational ecosystem within a wider eco-system. This is no-longer considered an altruistic act, but vital for sustainable success.

• • Corporate social responsibility, sustainability and ethics, continuity and change, and leadership spirit are key attributes of eco-leadership.



SPANISH CHEFS: A SUCCESS STORY

• passion for what they do

• apprenticeships away from home

• formal lifelong training

• interconnected

• hugely flexible in hours, pay and location

• learning for life and communication with peers, conferences, congresses

• total flexibility - constant movement between restaurants

• Can you think of any more reasons for their success










LA CATEDRAL DEL SISTEMA ALIMENTICIO ACTUAL – EL

SUPERMERCADO • El ‘King Piggly Wiggly’ patentado en 1917

• formaba a sus empleados para mantenerse invisibles

• Inauguró la edad de la despersonalización total en la comida: Comida rápida, auto-servicio, comida basura, pobres gordos y ricos flacos.

• Y el sistema sigue más o menos igual hasta hoy…




http://www.sitemason.com/files/e8qyDm/piggwigg.JPG









WHOLE FOODS MANAGEMENT SISTEMA DE VALORES

• Amor

• Comunidad

• Autonomia

• Egalitarianism

• Trasparencia

• Misión

• Cada pequeño equipo tiene la última palabra en la contratación y elige a sus

miembros• Cada equipo recibe un plus $ mensual

según su rentabilidad• Cada equipo dispone de acceso a los

resultados y sueldos de los demás empleados en su tienda y otras tiendas

• Cada equipo decide lo que vende en su departamento, y a qué precio

Empleados = libertad para hacer las cosas bien y motivados para hacerlo rentable










BIBLIOGRAPHY• Management challenges for the 21st Century - Peter Drucker• the future of management - Gary Hamel• The Great Reset - Richard Florida• Douglas, M, (2008/1966) Purity and Danger, Routledge.• Grint, K, (2005) ‘Problems, Problems, Problems: The Social Construction of

Leadership’, Human Relations, 58,11, 1467- 1494.• G. Hamel, (2007), The Future of Management, Harvard• Knud Illeris et al, (2009) Contemporary Theories of Learning, Routledge.• Michael Foley, (2010)The Age of Absurdity, Simon & Schuster• Richard Wiseman, 2010, 59 seconds. Collinson, D. (2005) Rethinking followership: A

post-structuralist analysis of follower identities• Hickman, G. (2010) Leading Change in Multiple Contexts• Western, S. (2008) Leadership: a critical text
