why leadership matters - keynote speaker prof. gareth jones
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Why Leadership Matters
Professor Gareth Jones
Rob Goffee and Gareth Jones 2012
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Why Should Anyone Be Led By You?
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Rob Goffee and Gareth Jones 2012
Leading v Managing
Leadership is a non – hierarchical concept
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Rob Goffee and Gareth Jones 2012
Effective leadership excites people to
exceptional performance
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Rob Goffee and Gareth Jones 2012
Behaviour in organisations
• Individual
• Team
• Organisation
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Rob Goffee and Gareth Jones 2012
The Search for Authentic Leadership
• 47 x 47 x 47• 60 x 50 x 17
• Loss of reality
• Loss of meaning
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Rob Goffee and Gareth Jones 2012
Loss of trust
The Search for Authentic Leadership
Loss of community
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Rob Goffee and Gareth Jones 2012
Leadership is in short supply
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Rob Goffee and Gareth Jones 2012
Structures and cultures kill leadership
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Rob Goffee and Gareth Jones 2012
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Rob Goffee and Gareth Jones 2012
The Leadership Deficit
• We want it – but we kill it
• We research it – but we don’t understand it
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Rob Goffee and Gareth Jones 2012
Asking the wrong questions….
• High achiever• High energy levels• Longer time span• Goal directed• Politically active• Loners• Field independent
Who Makes It To The Top?• First child or first son
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Rob Goffee and Gareth Jones 2012
Asking the wrong questions…What do those at the top think?
• Capacity to develop strategy• Able to work with a variety of people• Early responsibility for important tasks• Strong achievement goals• Early leadership experience• Experience of several business functions• Integrity, trust, concern for people
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Rob Goffee and Gareth Jones 2012
What do followers want?
A better question might be……
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Rob Goffee and Gareth Jones 2012
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Rob Goffee and Gareth Jones 2012
Followers want community
Followers want significance
Followers want excitement
Followers want authenticity
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Rob Goffee and Gareth Jones 2012
Ask yourself
Are you exciting?
Are you authentic?
Who decides?
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Rob Goffee and Gareth Jones 2012
Classic leadership research
• Trait
• Style
• Contingency
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Rob Goffee and Gareth Jones 2012
Emphasis on leaders not leadership
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Rob Goffee and Gareth Jones 2012
How we understand leadership
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Rob Goffee and Gareth Jones 2012
Leadership is contextual
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Rob Goffee and Gareth Jones 2012
Leadership is relational
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Rob Goffee and Gareth Jones 2012
Leadership is non-hierarchical
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Rob Goffee and Gareth Jones 2012
What authentic leaders do
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Rob Goffee and Gareth Jones 2012
Sense situations….and take symbolic action
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Rob Goffee and Gareth Jones 2012
Read – and rewrite – the context
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Rob Goffee and Gareth Jones 2012
Get close but keep your distance
Identify with your followers
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Rob Goffee and Gareth Jones 2012
Show your difference
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Show your difference
Rob Goffee and Gareth Jones 2012
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Rob Goffee and Gareth Jones 2012
Show your difference
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Rob Goffee and Gareth Jones 2012
Display significant, real and perceived differences…
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Rob Goffee and Gareth Jones 2012
…related to context
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Rob Goffee and Gareth Jones 2012
Know and show yourself…enough
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Rob Goffee and Gareth Jones 2012
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Rob Goffee and Gareth Jones 2012
Reveal weakness – focus dissatisfaction
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Rob Goffee and Gareth Jones 2012
Take personal risks because you care
When you really care you reveal your weaknesses.
Your weaknesses should be real, humanising, and may show followers how they can help.
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Rob Goffee and Gareth Jones 2012
Effective leaders use their emotions to liberate the energy of
others
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Rob Goffee and Gareth Jones 2012
Descartes was wrong – the fully rational human being is emotional
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Rob Goffee and Gareth Jones 2012
Communicate…..
Differences Weaknesses Vision Values
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Rob Goffee and Gareth Jones 2012
Tell a story
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Rob Goffee and Gareth Jones 2012
Choose your channel
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Rob Goffee and Gareth Jones 2012
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Rob Goffee and Gareth Jones 2012
Be a conductor
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Rob Goffee and Gareth Jones 2012
Conform enoughConnect – gain traction –change
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Rob Goffee and Gareth Jones 2012
Become an authentic chameleon
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Rob Goffee and Gareth Jones 2012
Retain your authenticity by…
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Rob Goffee and Gareth Jones 2012
Consistency between words and deeds
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Rob Goffee and Gareth Jones 2012
A common thread in your role performance
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Rob Goffee and Gareth Jones 2012
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Rob Goffee and Gareth Jones 2012
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Rob Goffee and Gareth Jones 2012
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Rob Goffee and Gareth Jones 2012
Comfort with origins
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Rob Goffee and Gareth Jones 2012
BE YOURSELF MORE
WITH SKILL
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Rob Goffee and Gareth Jones 2012
Inspirational Tensions
• Show strength but reveal weakness
• Be yourself but conform enough
• Get close but keep your distance
• Be authentic but be prepared to be a role player
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Rob Goffee and Gareth Jones 2012
What authentic leaders do Sense situations Read - and rewrite – the context Identify – get close but keep your distance Reveal difference - know and show yourself enough Reveal weakness Communicate with care Conform enough Practice what you preach Keep a common thread Be comfortable with origins
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Rob Goffee and Gareth Jones 2012
What you can do now Crucibles of experience Sources of replenishment Gain perspective Get feedback Don’t try to be perfect Being good v being great Customize your development Are you in the right place to express your
authentic self?
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Rob Goffee and Gareth Jones 2012
Balancing authenticity and skill
High
High
Low
Low
Authenticity
Skill
Maverick Effective Leader
Unaware and clumsy
Phoney
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Rob Goffee and Gareth Jones 2012
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Rob Goffee and Gareth Jones 2012
www.whyshouldanyonebeledbyyou.com
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Rob Goffee and Gareth Jones 2012
Leading in a downturn Don’t claim to know the future – but articulate a
vision/values (integrity and optimism) Understand the politics – but remain above them Focus on task (speed) – but build cohesion (keep
talking and listening) Identify with the troops – but be prepared to be apart Remain steadfast – but adapt, be nimble Admit mistakes – and say sorry where necessary
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SOME NEW LEADERSHIP RULESDo’s Don’tsExplain and persuade Tell people what to doUse expertise Use hierarchyGive people space & resources Allow them to burnoutTell them what Tell them howGive people time InterfereProvide boundaries Create bureaucracy(agree simple rules)
Give recognition Give frequent feedback(amplify their achievements)
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SOME NEW LEADERSHIP RULESDo’sEncourage failure &maximise learningProtect them from the rainTalk straightGive real world challengeswith constraintsCreate a galaxyConduct and connect
Don’ts“Train”
Expose them to politicsUse bullshit or deceiveBuild an ivory tower
Recruit a starDon’t take all the credit as their leader