3
Excellence LEADERSHIP THE MAGAZINE OF LEADERSHIP DEVELOPMENT, MANAGERIAL EFFECTIVENESS, AND ORGANIZATIONAL PRODUCTIVITY VOL. 30 NO. 1 THE GLOBAL LEADERSHIP DEVELOPMENT RESOURCE JANUARY 2013 JACK ZENGER AND JOE FOLKMAN Develop Strengths And one fatal flaw . . . . . .12 MOE GLENNER Leading Change Use the Success Chain. . 14 JOSH BERSIN Great Leaders Why are they effective?. .13 PETER FRIEDMAN Social Leadership It’s a networked world. .14 JOHN BALDONI Front and Center Leaders belong there. . . 15 ALAN WURTZEL Habits of Mind They make or break you. .16 SHARON HADARY A ND LAURA HENDERSON Lead Boldly! Lead like a woman!. . . .16 JIM HAUDAN AND BRIDGET STALLKAMP Strategic Results Note performance trends. .17 DAVID BROOKMIRE True Leaders. . . . . . . . .18 ELAINA GENSER Hiring Leaders. . . . . . .19 DAVID HEENAN Leaving on Top. . . . . . 20 DAVE ULRICH AND NORM SMALLWOOD Leadership Sustainability You must develop seven integrated disciplines. . . . 3 GARY HAMEL Attract Top Talent Be a passion multiplier . . .4 DAVID HORSAGER Employee Trust People trust the clear . . . . 5 JIM BONEAU AND GREGG THOMPSON Leadership 4.0 Get first to the future. . . .6 JOHN KOTTER Change Leadership Accelerate the results. . . .6 ACHIM NOWAK Leadership Presence How can we get it?. . . . . .7 ADRIAN GOSTICK AND CHESTER ELTON Orange Revolution Transform your firm. . . . 8 CASSANDRA FRANGOS Engage Your People Achieve breakthroughs. . 9 EDWARD T. REILLY Influential Leaders Follow five steps. . . . . . .10 STEVEN SNYDER Leadership Struggle Engage in three practices. . 11 Leadership Sustainability These two Alpha wolves survive by their wit and intelligence in a hostile natural environment, in a symbiotic social and hunting kinship with the opportunistic raven. What will ensure your survival and sustainability?

Excellence - rblip.s3.amazonaws.comrblip.s3.amazonaws.com/Articles/Leadership Sustainability in LE.pdf · excellence leadership the magazine of leadership development, managerial

Embed Size (px)

Citation preview

ExcellenceL E A D E R S H I P

THE MAGAZINE OF LEADERSHIP DEVELOPMENT, MANAGERIAL EFFECTIVENESS, AND ORGANIZATIONAL PRODUCTIVITY

VOL . 30 NO. 1 T HE GL OB A L L E A D E R S HI P D E VE L OPM E NT R E S OU R CE JA NU A RY 2013

JACK ZENGERAND JOE FOLKMAN

Develop StrengthsAnd one fatal flaw. . . . . .12

MOE GLENNER

Leading ChangeUse the Success Chain. . 14

JOSH BERSIN

Great LeadersWhy are they effective?. .13

PETER FRIEDMAN

Social LeadershipIt’s a networked world. .14

JOHN BALDONI

Front and CenterLeaders belong there. . . 15

ALAN WURTZEL

Habits of MindThey make or break you. .16

SHARON HADARY AND LAURA HENDERSON

Lead Boldly!Lead like a woman!. . . .16

JIM HAUDAN ANDBRIDGET STALLKAMP

Strategic ResultsNote performance trends. .17

DAVID BROOKMIRE

True Leaders. . . . . . . . .18

ELAINA GENSER

Hiring Leaders. . . . . . .19

DAVID HEENAN

Leaving on Top. . . . . . 20

DAVE ULRICH ANDNORM SMALLWOOD

Leadership SustainabilityYou must develop sevenintegrated disciplines. . . . 3

GARY HAMEL

Attract Top TalentBe a passion multiplier . . .4

DAVID HORSAGER

Employee TrustPeople trust the clear. . . . 5

JIM BONEAU ANDGREGG THOMPSON

Leadership 4.0Get first to the future. . . .6

JOHN KOTTER

Change LeadershipAccelerate the results. . . .6

ACHIM NOWAK

Leadership PresenceHow can we get it?. . . . . .7

ADRIAN GOSTICKAND CHESTER ELTON

Orange RevolutionTransform your firm. . . . 8

CASSANDRA FRANGOS

Engage Your PeopleAchieve breakthroughs. . 9

EDWARD T. REILLY

Influential LeadersFollow five steps. . . . . . .10

STEVEN SNYDER

Leadership StruggleEngage in three practices. . 11

Leadership Sustainability

These two Alpha wolves survive by their wit and intelligence in a hostile natural environment, in a symbiotic social and hunting kinship with the

opportunistic raven. What will ensureyour survival and sustainability?

RECENTLY I WAS ASKED TOpreview and endorse a

book by Dave Ulrich andNorm Smallwood, Leadership Sustainability.It goes beyond Why leadership matters andWhat makes effective leadership to addressHow leaders can sustain desired changes.The authors propose seven disciplines tohelp leaders finish what they start anddeliver what they promise.

This invitation immediately invoked amemory. Some three years ago, I was seatedin a large conference room with at least1,000 other people, listening to Dave Ulrich.Suddenly he spotted me and asked,“Ken, what do you consider to be thesingle most important issue in leader-ship today?” My answer: leadershipsustainability.

Later, Dave and his partner NormSmallwood at the LD firm Results-Based Leadership not onlyaddressed this mega-issue butnailed it. Hence, my endorsement:“This is the definitive work on thematter and an instant classic in the field.”

Why do I consider leadership sustain-ability to be the single most important issue inleadership today? Because otherwise leader-ship becomes a short-term (one-term) show.Leaders (like President Obama) who win asecond term must use that time to provethemselves as leaders of sustainability. Thisrequires making tough decisions in a cul-ture of truth and transparency.

CCoommppaanniieess NNoott SSoo TTrraannssppaarreennttWhile organizations have become more

open about their HR practices, they tend toremain tight-lipped about the criteria forhigh-potential or leadership development(LD) programs, according to AMAEnterprise. “Companies are twice as openabout their business strategy or results of anemployee survey than they are about theirselective leadership programs—and thesecrecy is often counterproductive,” said SandiEdwards, SVP for AMA Enterprise. “Suchopportunities and criteria should be clear,well-defined, and communicated widelywith a shared sense of openness and fair-ness. Leaders should make a genuine effortto inform everyone about the program crite-ria and leave open the possibility that oth-

ers might be selected at a future date (this iskey to keeping top talent, since if they don’tmake the cut for a program, they knowthey’ll have another chance).”

Keeping selection criteria confidentialcan make the LD process seem unfair orpolitical. Companies that set the pace in LDare transparent, and make sure the processis fair. “There are periodic management tal-ent reviews, assessments and performancereviews, and problem-solving task forcesaligned with strategic initiatives in order togauge the high-potential leadershippipeline. Depending on future corporateneeds, the individuals selected should beprepared in a variety of ways to enhancethese skills and opportunities for progres-

sion within the company.”

SSeevveenn TTrreennddss IInnfflluueennccee LLDDAccording to Edwards, the LD

sector will be shaped by seventrends this year: 1) organizationswill become more transparent andopen about performance review cri-teria, changes in strategy, careeradvancement opportunities, highpotential program selection, and

management succession; 2) coaching willdraw greater scrutiny—there will be fewerblank checks as organizations expect to seeclear success criteria as part of any engage-ment to get real ROI in development; 3)demand for training in the basics will re-emerge—expect to see renewed demand tobuild communications skills, critical think-ing, collaboration and creativity to improveemployee productivity; 4) globalization willshape more LD programs—companies can’tafford to lose ground in an integrated andcompetitive global marketplace; 5) compa-nies will turn to training to build employeeloyalty—management will use develop-ment as a means to improve retention andengagement; 6) the process of selecting can-didates for high potential programs willbecome more open and ambitious individu-als will enthusiastically volunteer for anyLD offering; 7) learning will go mobile:Blended learning approaches will integratethe best of Web 2.0 learning programs andsocial media—accessible via both web andmobile devices—making LD opportunitieshighly flexible for the end user. Visitwww.amanet.org. LE

How can leaders sustain their changes?

by Ken Shelton

Volume 30 Issue 1

Leadership Excellence (ISSN 8756-2308) is published monthly by Executive ExcellencePublishing, LLC (dba Leadership Excellence), 1806 North 1120 West, Provo, UT 84604.

Editorial Purpose:Our mission is to promote personal and organi-zational leadership based on constructive values,sound ethics, and timeless principles.

Basic Annual Rate:US $99 one year (12 issues))

Corporate Bulk Rates (to same address)Ask about logo and custom editions and foreign bulk rates.

Article Reprints:For reprints of 100 or more, please contact theeditorial department at 801-375-4060 or email [email protected]. Permission PDF US: $75.

Internet Address: www.LeaderExcel.com

Submissions & Correspondence:All correspondence, articles, letters, andrequests to reprint articles should be sent to:Editorial Department, Executive Excellence,1806 North 1120 West, Provo, Utah 84604;801-375-4060, or [email protected].

Customer Service/Circulation:For information on products and services call 1-877-250-1983 or email: [email protected].

Executive Excellence Publishing:Ken Shelton, CEO, Editor-in-ChiefSean Beck, Circulation Manager

Contributing Editors:Chip Bell, Warren Bennis, Dianna Booher, Kevin Cashman, Marshall Goldsmith, HowardGuttman, Jim Kouzes, Jim Loehr, Tom Peters,Norm Smallwood

The table of contents art is a detail from DDrruuiidd AAllpphhaass wwiitthh RRaavveenn (image cropped) ©Craig Kosak, and is courtesy of the artist andart print publisher Greenwich Workshop.

For additional information on artwork byCraig Kosak, please contact:Greenwich Workshop151 Main StreetSaymour, CT 064831-800-243-4246www.greenwichworkshop.com

Full view of table of contents art.

Copyright © 2013 Executive Excellence Publishing.No part of this publication may be reproduced ortransmitted without written permission from the

publisher. Quotations must be credited.

Leadership SustainabilityE . D . I . T . O . R ’ S N . O . T . E

2 J a n u a r y 2 0 1 3 w w w . L e a d e r E x c e l . c o m

Editor since 1984

Dave Ulrich

try to change them all at once. LSrequires finding simplicity in the faceof complexity and replacing conceptclutter with simple resolve. It entailsprioritizing the behaviors that mattermost, shifting from analytics with datato action with determination, framingcomplex phenomena into simple pat-terns, and sequencing change.• Time—passing the calendar test by

wisely allocating days, hours, moments.Most leaders can tell us their priorities,but when we ask them to review theircalendar for the last 30 to 90 days andshow us how much time they spent onthese priorities, we often see unnervinggaps between intention and reality.Effective leaders build their desiredbehaviors into their calendar. Peopleattend to what they see leaders do farmore than to what they hear them say.

LS shows up in who we spend timewith, what issues we spend time on,where we spend our time, and how wespend our time. When leaders investtheir time as carefully as their money,they’re likely to make change happen.• Accountability—accepting responsibil-

ity; holding yourself (and others) account-able for keeping promises. Cynicism occurswhen leaders announce wonderfulaspirations (vision, mission, and strate-gy statements), but fail to deliver. Overtime, this cynicism breaks down trustand erodes commitment. LS requiresleaders to take personal responsibilityfor doing what they say. Accountabilityincreases when leaders expect andaccept personal commitments from othersand follow up on them. Leadership issustainable when the leader’s agendabecomes the personal agenda of others.• Resources—specific intangible resources

that leaders enlist to support their desiredchanges and build an infrastructure of sus-tainability. Self-coaching, expert-coaching,peer-coaching, and boss-coaching can

Leadership Sustainability

MOST GOOD LEADERS TRY TO BECOMEbetter. Thousands of leaders:

attend leadership training; receive per-formance reviews; get individualdevelopment plans; receive coachingwith ideas on how to change theirbehavior and deliver better results;and complete a 360-degree feedbackprocess with data on how they areseen by others. At the end, most lead-ers resolve to use their new insightsand be more effective. Unfortunately,few implement these good intentions.

Leaders do not always finish whatthey start. At the end of every improve-ment effort, participants need the disci-pline to do what they desire and to turntheir aspirations into actions.

Our purpose is to help leaders sus-tain the changes that they know theyshould make—that is, to support lead-ership sustainability (LS). LS suggestsshaping a culture and all its actions toenhance its reputation as a responsiblemember of its community and wisecustodian of resources. LS has to showup in a leader’s intentions and observ-able behaviors (actions).

We still see a gap between what peopleknow they should do and what gets done.It’s easy to become confused aboutwhat really works, and this conceptclutter isn’t helpful to leaders seekingto improve. So, we try to synthesizeresearch from multiple fields into anintegrated set of disciplines that canmake the difference between goodintentions and effective action.

DDeevveelloopp SSeevveenn DDiisscciipplliinneessDeveloping leadership capability (the

capability to build future leaders) mat-ters even more than developing indi-vidual competence. We find that LSdepends on seven disciplines:•Simplicity—focusing on the key behav-

iors that will make the most difference onkey issues. Most leaders create to-dolists of things they should change—but they get overwhelmed when they

be woven together to create sustainedchange. Selection, promotion, career de-velopment, succession planning, per-formance review, and communicationpolicies can be aligned with organizationdesign to support leadership change.•Tracking—you get what you inspect,

not what you expect; you do what you arerewarded for (and so does everyone else);and you shouldn’t reward one thing whilehoping for something different. Leadersmust measure their behavior and resultsin specific ways. Unless desired leader-ship behaviors and changes are trans-lated into specific actions, quantified,and tracked, they’re not likely to getdone. Metrics for leadership behaviorneed to be transparent, easy to mea-sure, timely, and tied to consequences.LS can be woven into scorecards (andbecome its own scorecard) to ensurethat leaders monitor how they’re doing.• Melioration—a complex of actions and

attitudes designed to make things better.Leaders meliorate when they improveby learning from mistakes and failuresand demonstrate resilience. Progress isnot linear. We try, fail (or succeed), tryagain, fail again. When we learn fromeach attempt, the outcomes we intendwill eventually happen. LS requiresthat leaders master the principles oflearning: to experiment frequently, toreflect always, to become resilient, toface failure, to not be calloused to suc-cess, and to improvise continually.•Emotion—a personal passion for the

changes that need to be made. Sustainedchange is a matter of the heart as wellas the head; it needs a strong emotionalagenda and not simply an intellectualagenda, however logical and cogent itmay be. Action without passion willnot long endure, nor will passion with-out action. Leaders ensure emotion bydrawing on their deeper values andfinding meaning in the work they do.LS occurs when leaders not only knowbut feel what they should do to im-prove. This passion increases whenleaders see their desired changes aspart of their personal identity and pur-pose, when their changes will shapetheir relationships with others, andwhen their changes will shift the cul-ture of their work setting.

We introduce an application auditto apply to these disciplines to sustainyour progress. To make change yourbehavior or the behavior of others, usethis audit to ensure that desired changesare introduced—and then stick. LE

Dave Ulrich and Norm Smallwood are partners in RBLGroup and coauthors of Sustainability Leadership. Visit www.RBLGroup.com.

ACTION: Develop these seven disciplines.

L e a d e r s h i p E x c e l l e n c e J a n u a r y 2 0 1 3 3

LEADERSHIP SUSTAINABILITY

D e v e l o p s e v e n i n t e g r a t e d d i s c i p l i n e s .

by Dave Ulrich and Norm Smallwood