shell south africa busara – leadership & governance seminar bonang mohale 30 august 2013
TRANSCRIPT
SHELL SOUTH AFRICA
Busara – Leadership & Governance Seminar
Bonang Mohale30 August 2013
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Shell Organisational Model
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Shell Organisational ModelExample elements of organisation capability
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UNCERTAI
NTY
AMBIGUI
TY
- Strategic Intent- Connecting to higher purpose- Generating followership- Open space
- Difficult to quantify- Uncomfortable- Less measurable- Control- Known- Data
- Easily measurable- Data- Known- Control- Comfort
Sergeant Major
LC +
NCJG2-1
Influencing
Doing
DIVERGENCE
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Building ResilienceFor Health, Happiness and Performance
Resilience as a learned capacity to:
Bounce back from adversity Toughness & recovery skills
Thrive on challenges Engagement, optimism
Positive impact on others Empathy & compassion
Reach full potential Exercise talents in a meaningful
way
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The Resilience Modules
Introduction What is
Resilience?
Make connectio
ns
Avoid seeing crises as
insurmountable problems
Accept that
change is part of living
Move towards
your goals
Take decisive actions
Look for opportunities for self-discovery
Nurture a
positive view of yourself
Keep things in perspecti
ve
Maintain a hopeful outlook Take care
of yourself
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Strategic Journey
7
20092010
20112012
2013
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Four Paradigms
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I See Myself
I See You
I Seek You Out
I Synergize with You
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From Leader-Follower to Leader-Leader
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Control Mechanis
ms
Competence
Mechanisms
Leader-
Leader Model
Clarity Mechanis
ms
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Control Mechanisms
Find the genetic code for control and rewrite it. Act your way to new thinking.Short early conversations make efficient work.Use “I intend to …” to turn passive followers into active leaders.Resist the urge to provide solutions.Eliminate top-down monitoring systems.Think out loud (both superiors and subordinates).Embrace the inspectors.
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Competence Mechanisms
Take deliberate action.We learn (everywhere, all the time).Don’t brief, certify. Continuously and consistently repeat the message.Specify goals, not methods.
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Clarity Mechanisms
Achieve excellence, don’t justavoid errors.Build trust and take care of your people.Use your legacy for inspiration. Use guiding principles for decision criteria.Use immediate recognition to reinforce desired behaviors. Begin with the end in mind.Encourage a questioning attitude over blind obedience.
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Don’t just Empower – EMANCIPATE!
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DON’T DO THIS! DO THIS!
Leader-follower Leader-leaderTake control Give control
Give orders Avoid giving orders
When you give orders, be confident, unambiguous, and resolute.
When you do give orders, leave room for questioning.
Brief Certify
Have meetings Have conversations
Have a mentor-mentee program Have a mentor-mentor program
Focus on technology Focus on people
Think short term Think long term
Want to be missed after you depart Want not to be missed after you depart
Have high-repetition, low-quality training Have low-repetition, high-quality training
Limit communications to terse, succinct, formal orders
Augment orders with rich, contextual, informal communications
Be questioning Be curious
Make inefficient processes efficient Eliminate entire steps and processes that don’t add value
Increase monitoring and inspection points Reduce monitoring and inspection points
Protect information Pass information
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