the practices of transformational leaders - kbp media · transformational leadership page 1 of 8...
TRANSCRIPT
Transformational Leadership Page 1 of 8
ThePracticesofTransformationalLeaders
NielNickolaisen([email protected])
Objective:Toprovideyouaprovensetofbestpracticesthatyoucanstarttousetodaytotransformbothyourorganizationandyourleadershiprole.
ImportantNote:Fromtoday’ssession,selecttheoneortwothingsyouwillimplementinthenextfewmonths.Then,selectthenextoneortwothingsyouwillimplement.Thisiterativeapproachwillimproveyourchancesofsuccess.Goodluckandpleasereachouttomewithanyquestions.
Agenda
Introductionsandexercise
Context–theevolvingroleoftheCIO
Decision-making(BusinessValueModelandPurposeAlignment)
Trust/OwnershipModel
WhyAreYouHere?WhatIsTheOneThingYouNeedToChange?
Introduction
Theworldisdifferentnow.Allcompetitionisdrivenbytechnology.Muchofinnovationisdrivenbytechnology.And,ITisnolongeramonopoly.Inthisenvironment,whattypeofITleaderswillwebe?
• TheTransformationalITLeader
• TheOperationalITLeader
• TheAt-riskITLeader
ThecontentisthiscourseistargetedatbecomingTransformationalITLeaders.Thecontentdescribesspecifictools(notconcepts)youcanusetobeatransformationalITleader.Thecontentisdividedintotwocategories.
• TransformationalLeadersMakeGreatDecisions
• TransformationalLeadersCreateCulturesofTrustandOwnership
MakingGreatDecisions–BusinessValueModelandPurposeAlignment
Weneedawaytobuildacommonviewofbusinessvalue.IntraditionalCost/Benefitmodels,costsareanestimateandbenefitsareaguess.Usingthistraditionalapproachtomakedecisionsisfraughtwithrisk.
Howcanleadersincreasetheirabilityto:
§ Buildasustainablecompetitiveadvantage§ Unleashthepotentialandmaximizetheeffectivenessofourteams
Transformational Leadership Page 2 of 8
TheBusinessValueModel
TheBusinessValueModel-Purpose
TheDifferentiating“Rules”• Alwaysbethemarketleaderbyinnovatingnowandforever.• Focusinnovationbyhavingonly1-3differentiatingactivities.• Internallyownthedifferentiatingactivities.
TheParity“Rules”• BecauseParitygapkill,fillanygapsbyadopting–no,embracing–bestpractices(thatare
definedbyothers)• BecauseParityactivitiesaremissioncritical,wecannottolerateriskssoreducerisksthrough
rigoroussimplification.• BecauseParityactivitiesconsumethevastmajorityofourresources,freeupthoseresources
throughrigorousstandardization.
DiscoveringWhatConstitutes“Differentiating”:
The4ImportantQuestions:1. Whodoweserve?2. Whatdotheywantandneedmost?3. Whatdowedo–betterthananyoneelse–tomeetthesewantsandneeds?4. Whatisthebestwayforustoprovidethis?
Transformational Leadership Page 3 of 8
UseBillboardTest• Whatwillweputonourbillboardthatdescribesourcompetitiveadvantage?
DefineDecisionFilters§ Identifyasimplesetofquestionsthatwecanpropagatethroughouttheorganizationfor
aligneddecisionmaking.
Caveats§ Parityismissioncritical§ Treatexceptionsasexceptions§ Differentiatingchangesovertime§ Differentiationrequirescontinuousinnovation
ForYourOrganization,WhatisDifferentiating?
Ifyouneedtodefineyoursustainablecompetitiveadvantage,trythe4ImportantQuestions:1. Whodoweserve?2. Whatdotheywantandneedmost?3. Whatdowedo–betterthananyoneelse–tomeetthesewantsandneeds?4. Whatisthebestwayforustoprovidethis?
WhatisYourOrganization’sBillboard?YourDecisionFilter?
Transformational Leadership Page 4 of 8
ForOneofYourProjectsorInitiatives,WhereDoesItBelong?
TheBusinessValueModel-Considerations
Thereareofteninputsthataffectourdecisionsbutarefactorsthatwecannotquantifyasacostorbenefit.Forexample,whatisthemarketwindowandhowdoeshittingormissingthatmarketwindowaffectourdecisions?Howmatureisourprojectteam?Howmucharewedependingonthebusinessprocesstochange?
SampleConsiderations
§ TimetoBenefit
§ TeamCapabilities
§ Risks
§ MarketWindow § Flexibility
§ TeamSize § MarketUncertainty
§ MissionCriticality § TechnicalUncertainty
§ GeographicallyDispersed § ProjectDurationUncertainty
§ TeamCapacity § NumberofCustomers
Transformational Leadership Page 5 of 8
§ Skills § AmountofChange
§ TeamMaturity § Dependents/ScopeFlexibility
§ StackSize § Resource/SkillsAvailability
§ AlgorithmComplexity § MarketRequirements
§ MultipleGoals § MarketOpportunity
§ VariationofTimeZones § Dependencies
§ OrganizationalMatch § Dependent'sNeeds
YourConsiderations?Prioritized.
1.
2.
3.
TheBusinessValueModel–CostsandBenefits
Costsandbenefitsarestillimportantinputstothevaluemodel/decisionprocess.
CostandBenefits?
NowthatyouhaveusedtheValueModeltoframeyourdecision,explorewaystodeliverincrementalbusinessvalue.Itislikelythatyoucanimplementyourprojectorproductin“chunks”thatallowyoutodeliverthehighestvaluefaster.Takingthisapproach,yougetthekeyplayerstogetherandgroupyourdeliverableintointermediatedeliverables.Theintermediatedeliverablesnotonlydeliverthehighvaluesooner,theycanalsofillinknowledgegapsandreducefutureuncertainty.
Transformational Leadership Page 6 of 8
ForYourProject,WhatAretheLargestValueChunks?WhatMustBeDoneFirst?Second?
§
§
§
§
RelationshipsofTrust–TrustOwnershipModel
TransformationalLeadership
Asleaders,weshouldbeinthe“What”and“Why”businessandgetoutofthe“How”business.Wenotonlyunleashourstaffwhenweletthemown“How”wealsoremoveourselvesasbottlenecks.
Weshouldalsofocuslotsofattentiononourrelationshipswithourmanagementteampeers,customers,staff,providers,etcetera.Achievingoperationalexcellenceandenablingstrategywillopenthedoortotheserelationshipsbutwemustwalkthroughthatopendoor.
Trust/OwnershipModel
Transformational Leadership Page 7 of 8
CollaborativeLeadership
Inafast-paced,networkedworld,leaders“designthecontainer”inwhichworksgetsdone.Theleaderbecomestheconductorwhoarrangesanddirectstheelementandpiecesbutthatdoesnotdothework!WecallthisCollaborativeLeadershipbecauseitrecognizedthattheleaderdoesnothavetheanswersandmustrelyontheextendedteaminordertomakedecisionandimplementthosedecisions.Thisrequires:
• Confrontingtherealityofthischangeinrole.
• Aprocessforcreatingacollaborativeenvironment.
CollaborationProcess
• Identifyanopportunity/issue.
• Brainstorm(usingstickynotesoropendialogue)
• Asateam,group
• Asindividuals,vote
• Asagroup,prioritizeanddefineactionplans
• Letindividualsvolunteerforwhattheywillown
CreatingACultureOfTrust
Therearehighcoststolowtrustenvironmentsincludingtransactionandself-protectioncosts.Tocreateacultureoftrust:
• Trustfirst
• Betrustworthy
• Dealwithtrustissuesamongteammembers
• Useteam-basedmeasurements
• Getearlywinsthroughshortiterations
TheLeader’sRole
FocusonWhatandWhyandstayoutoftheHowbusiness
MacroLeadershipCube
Thisisavisualrepresentationofaleader’sfocusonWhatandWhyratherthanHow.
Results Time
People
Budget
Standards
Transformational Leadership Page 8 of 8
MeaningfulMetrics
1. Representreality 2. Measureprocessesnotpeople 3. Arefewinnumber 4. Aremostlynon-financial 5. Alignwithstrategy 6. Showtrends
LeadershipDecisionFilters
Reflectonyourrole,yourrules,andstyle.Askifwhatyouaredoingwillincreasetrustandincreaseownership.
WhatAreSomeSpecificChangesYouWillMakeToYourApproachToLeadership?
YourTransformationRoadmap
Ofthetoolswereviewed
• BusinessValueModel
• PurposeAlignment
• TrustOwnershipModel
• Macro-cube
WhichToolWillYouImplementFirst?Second?MapYourTransformationActionPlan.
WhenWillYouReportBacktoMe([email protected])?