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Speaker at CFG's Annual Conference 2012
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Making aMaking adifferencdifferenc
ee
InspirationalLeadership
Making aMaking adifferencdifferenc
ee
Transforming business thinking
Contributeto business
thinking
Programme delivery
Service delivery
Competitiveadvantage
Business benefit
New needs
Day to day needs
Licence to decide
Licence to exist
ROLEROLERELATIONSHIPRELATIONSHIP
Transactional
Collaborative
Member ofinner sanctum
Licence to influence
Licence to thrive
Partnership
IT maslow
Making aMaking adifferencdifferenc
ee
Transforming business thinking
Contributeto business
thinking
Programme delivery
Service delivery
Traditional management
Searching for the right answer
Focus on the present
Viewed as a cost centre
Traditional management
Searching for the right answer
Focus on the present
Viewed as a cost centre
Licence to decide
Licence to exist
Licence to influence
Licence to thrive
Two different sets of capability
Transformational leadership
Asking the right questions
Focus on the future
Viewed as an enabler
Transformational leadership
Asking the right questions
Focus on the future
Viewed as an enabler
Making aMaking adifferencdifferenc
ee
Transforming business thinking
Contributeto business
thinking
Programme delivery
Service delivery
Licence to decide
Licence to exist
Licence to influence
Licence to thrive
Two different sets of capability
Avoiding damage to
your reputation
Avoiding damage to
your reputation
Building your
reputation
Building your
reputation
Making aMaking adifferencdifferenc
eeWe are very good at the
bottom two
Devise and execute change initiatives to create tomorrow
Manage today’s on-going business operation
De
liv
era
ble
fo
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ss
ed
Va
lue
foc
us
se
d
Fo
rma
lly
pla
nn
ed
Oft
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an
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ntu
re
Lit
tle
co
ord
ina
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igh
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oo
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ate
d
Po
orl
yre
so
urc
ed
Th
ou
gh
tfu
lly
res
ou
rce
d
Lit
tle
le
arn
ing
Fo
rma
lle
arn
ing
Making aMaking adifferencdifferenc
ee
Tomorrow gives at the expense of…
…Managing today’s on-going business operation
We are very poor at thetop two
Making aMaking adifferencdifferenc
eeIn search of a solution
CEO researchCEO researchThree key findingsThree key findings
Making aMaking adifferencdifferenc
ee
Key finding number: 1
They wereThey werepolitically astutepolitically astute
Making aMaking adifferencdifferenc
eeAt a meeting...
What percentageWhat percentageof the dialogue isof the dialogue is
objective?objective?
Making aMaking adifferencdifferenc
eeHow decisions are made?
2 – 3%2 – 3%based on Facts!
97 – 98%97 – 98%
based on OpinionsPerceptionsInterpretations
BeliefsAspirations
Assumptions
Research into 10 major organizations including IBM
Making aMaking adifferencdifferenc
eeCorporate politics
What do the words mean to you?What do the words mean to you?
Making aMaking adifferencdifferenc
ee
Doing dealsDoing deals
Getting one overGetting one over
Scoring pointsScoring points
Secrecy and subterfugeSecrecy and subterfuge
Mafiosi tacticsMafiosi tactics
Win-loseWin-lose
Doing dealsDoing deals
Getting one overGetting one over
Scoring pointsScoring points
Secrecy and subterfugeSecrecy and subterfuge
Mafiosi tacticsMafiosi tactics
Win-loseWin-lose
What politics are often What politics are often construed as:construed as:
Making aMaking adifferencdifferenc
ee
InfluenceInfluence
CollaborationCollaboration
Building relationshipsBuilding relationships
Openness and honestyOpenness and honesty
StreetwiseStreetwise
Win-winWin-win
InfluenceInfluence
CollaborationCollaboration
Building relationshipsBuilding relationships
Openness and honestyOpenness and honesty
StreetwiseStreetwise
Win-winWin-win
What politics are also about?What politics are also about?
Making aMaking adifferencdifferenc
ee
Understanding the external world:Understanding the external world:
• Decision-making processes• Overt and covert agendas• Bases of power• Own locus of influence• Culture, style• ‘Politics’
Managing the external world:Managing the external world:
• Acting with integrity• Avoiding psychological game-playing• Accepting self and others for what they are• Win-win strategies for conflict management
From political unawareness toFrom political unawareness topolitical awarenesspolitical awareness
From psychological game-playing to acting with integrityFrom psychological game-playing to acting with integrity
Leaders who have attained long term success
Making aMaking adifferencdifferenc
eeThe concept of ‘dolphinism’
Psychological game playingPsychological game playing Acting with integrityActing with integrity
Po
litic
ally
aw
are
Po
litic
ally
aw
are
Po
litic
ally
un
awar
eP
olit
ical
ly u
naw
are
Making aMaking adifferencdifferenc
ee
Recognizes and exploits weaknesses inothersSelf-centred behaviourCharming veneerInsecure but well defendedLikes games involving winners and losersManipulative
Takes account of other people personallyExcellent listener and aware of others’ viewpointsNon-defensive: open and shares informationCreative and imaginativeLikes and engineers win-win situations Ethical
Not tuned into grapevine: blocked antennae Conspiring with the powerless Emotionally illiterate Sees things in black and white Not recognizing when fighting a losing battle Unprincipled
Wide eyed simplicityBelieves you are right if you are in authorityBelieves in sticking to the rules, “there is a right answer”Too busy to networkDoesn’t know how to build coalitions/alliancesPrincipled
CLEVERCLEVER
INEPTINEPT
WISEWISE
INNOCENTINNOCENT
The four behaviour sets
Making aMaking adifferencdifferenc
ee
Making aMaking adifferencdifferenc
ee
Key finding number: 2
They operatedThey operatedabove the wavy lineabove the wavy line
Making aMaking adifferencdifferenc
ee
It is better to ask forforgiveness…
Areaof
discretion
• no rules• exposed• visible• vulnerable• value-based decisions
• safety
• rules - standards, procedures, controls
• right answers - based on:• experience• culture• strategy, tactics
Area of Area of prescriptionprescription
• ambiguity, uncertainty and complexity
• comfort zone
…than to seek permission
Making aMaking adifferencdifferenc
eeIn essence…
Areaof
discretion
• Asking the right questions
Area of Area of prescriptionprescription
• Searching for the right answer
Making aMaking adifferencdifferenc
ee
Key findingnumber: 3
They had high EQThey had high EQin support of high IQin support of high IQ
Making aMaking adifferencdifferenc
eeThe concept of EQ
In 1995 Daniel goleman popularized the concept of Emotional Intelligence or EQ (Emotional Quotient) for short
It describes an ability to understand, connect with and motivate people
Goleman concluded that:• A high IQ will open doors to your chosen profession • However once you are in that profession, EQ emerges as a much stronger predictor
of who will be most successful
Because it is how we handle ourselves in our relationships that determines how well we do once we are in a given job
Making aMaking adifferencdifferenc
eeThe five key dimensions of EQ
Motivating
selfSocial
skill
Empathy towards
others
Managing own
emotions
Understanding
self
Making aMaking adifferencdifferenc
ee
IntegrityTo engender trust & loyalty
Courage To take risks & make bold decisions based
on “gut” instinct
Empathy To exercise consideration, sensitivity & compassion to
your dealings with others
Passion To inspire, motivate & influence others
Vision To envision the
future
In conclusion – 5 key attributes...
Making aMaking adifferencdifferenc
ee
Communicate
Innovate
Network
Time to Direction
Buy-inBuy-in
Vision Vision
Bou
ndar
ysp
anni
ng
Bou
ndar
ysp
anni
ng
Commitment
Commitment
...and three killer capabilities
Urgency
Making aMaking adifferencdifferenc
ee
Innovation thrives best across boundaries
Boundary spanning is a critical pre-requisite of organisational innovation
Innovation hotspots will atrophy without boundary spannersInnovation hotspots will atrophy without boundary spanners
Within the group Outside the group
Acquaintances
& associates
(weak ties)
Close friends &
solid relationships
(strong ties)
Extent of Boundary Spanning
Dep
th o
f R
elat
ion
ship
Hot Spots
Innovation through novel combinations
Innovation through novel combinations
Exploration through
synthesis
Exploration through
synthesisExploration
through shared expertise
Exploration through shared
expertise
Making aMaking adifferencdifferenc
ee
Thank you and any questions?
Dr Robina Chathamrobina@chatham.uk.com
01234 765103
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