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Learning Leaderships Lessons – For a future worth celebrating 10th Asia Pacific Special, Health & Law Librarians Conference Adelaide, August 2003 Dr Marianne.

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Presentation on theme: "Learning Leaderships Lessons – For a future worth celebrating 10th Asia Pacific Special, Health & Law Librarians Conference Adelaide, August 2003 Dr Marianne."— Presentation transcript:

1 Learning Leaderships Lessons – For a future worth celebrating 10th Asia Pacific Special, Health & Law Librarians Conference Adelaide, August 2003 Dr Marianne Broadbent Group Vice President and Gartner Fellow Global Head of Research Gartner Executive Programs

2 Entire contents © 2003 Gartner, Inc. All rights reserved. | Page 2 Learning Leaderships Lessons, M. Broadbent, Gartner EXP, August 2003 Leadership (and life) is about managing the trade-offs that matter Business and technology shifts have replaced the new economy with the now economy Making a difference = Managing 360 degrees... Upwards, downwards, inside out Leading and managing effectively is about knowing and managing yourself first Good enough is often OK...

3 Entire contents © 2003 Gartner, Inc. All rights reserved. | Page 3 Learning Leaderships Lessons, M. Broadbent, Gartner EXP, August 2003 Leadership (and life) is about managing the trade-offs that matter Business and technology shifts have replaced the new economy with the now economy Making a difference = Managing 360 degrees... Upwards, downwards, inside out Leading and managing effectively is about knowing and managing yourself first Good enough is often OK...

4 Entire contents © 2003 Gartner, Inc. All rights reserved. | Page 4 Learning Leaderships Lessons, M. Broadbent, Gartner EXP, August 2003 Business and technology shifts have replaced the new economy with the now economy More Demanding Financial Markets Gross margin growth Expense optimization Capital reduction Transparency Increasing Demands for Value Innovation Quality Reliability Price We want more for less! Cheaper Price Leadership Exploding Digital Capabilities Increased velocity of information Faster markets Blurring enterprise boundaries Hurry up! Faster Operational Efficiency How are you doing? Better Product Innovation, Customer Intimacy

5 Entire contents © 2003 Gartner, Inc. All rights reserved. | Page 5 Learning Leaderships Lessons, M. Broadbent, Gartner EXP, August 2003 Leadership (and life) is about managing the trade-offs that matter Business and technology shifts have replaced the new economy with the now economy Making a difference = Managing 360 degrees... Upwards, downwards, inside out Leading and managing effectively is about knowing and managing yourself first Good enough is often OK...

6 Entire contents © 2003 Gartner, Inc. All rights reserved. | Page 6 Learning Leaderships Lessons, M. Broadbent, Gartner EXP, August 2003 Making a difference = Managing 360 degrees... Upwards, downwards, inside-out Six imperatives drive the agendas of effective information and technology managers Leadership is pivotal, making trade-offs between demand and supply There is no substitute for really knowing the business and the decision makers Effective professionals manage their credibility cycle within and across their organization... And know their group and personal value proposition

7 Entire contents © 2003 Gartner, Inc. All rights reserved. | Page 7 Learning Leaderships Lessons, M. Broadbent, Gartner EXP, August 2003 Six imperatives drive the agendas of effective information and technology managers Supply-side Deliver cost effective services Demand-side Shape and manage informed expectations Business, Executive Your TeamCustomers Suppliers LEAD

8 Entire contents © 2003 Gartner, Inc. All rights reserved. | Page 8 Learning Leaderships Lessons, M. Broadbent, Gartner EXP, August 2003 LEAD: Bridge business, information services ANTICIPATE: Sense key trends STRATEGIZE: Shape demand and synchronize ORGANIZE: Sustain a high performing team DELIVER: Provide cost-effective, timely services (perceived as such) MEASURE: Know how you are going and why Leadership is pivotal, making trade-offs between supply and demand Supply SideDemand Side

9 Entire contents © 2003 Gartner, Inc. All rights reserved. | Page 9 Learning Leaderships Lessons, M. Broadbent, Gartner EXP, August 2003 LEAD: Bridge business, information services 1.Know and engage key decision makers as individuals and as colleagues 2.Guide other executives and managers about capabilities needed and available 3.Communicate a clear vision and agenda for information-enabling the business 4.Implement effective information governance 5.Communicate business imperatives to your team 6.Build and sustain personal and positional credibility LEAD

10 Entire contents © 2003 Gartner, Inc. All rights reserved. | Page 10 Learning Leaderships Lessons, M. Broadbent, Gartner EXP, August 2003 There is no substitute for really knowing the business, and the decision makers Understand business fundamentals Know the numbers. Nothing clever, just current revenue, EBIT, share price, market share, that kind of stuff. And how the numbers are trending and how they compare to your competitors Identify the key business cycles and investment climate Whats important today, whats important this quarter, whats important this year – time periods mean different things to different enterprises Get to know key people – personally Making the effort for face time makes all the difference. But help make them heroes at home too

11 Entire contents © 2003 Gartner, Inc. All rights reserved. | Page 11 Learning Leaderships Lessons, M. Broadbent, Gartner EXP, August 2003 Effective professionals mange a credibility cycle within and across their organization ResultsResources Outcomes Credibility Initial Trust Lost Credibility

12 Entire contents © 2003 Gartner, Inc. All rights reserved. | Page 12 Learning Leaderships Lessons, M. Broadbent, Gartner EXP, August 2003 Working the credibility cycle involves working the six imperatives Credibility Resources Results Initial Trust Outcomes Lost Credibility Lead Anticipate Strategize Organize Deliver Measure

13 Entire contents © 2003 Gartner, Inc. All rights reserved. | Page 13 Learning Leaderships Lessons, M. Broadbent, Gartner EXP, August 2003 Leadership (and life) is about managing the trade-offs that matter Business and technology shifts have replaced the new economy with the now economy Making a difference = Managing 360 degrees... Upwards, downwards, inside out Leading and managing effectively is about knowing and managing yourself first Good enough is often OK...

14 Entire contents © 2003 Gartner, Inc. All rights reserved. | Page 14 Learning Leaderships Lessons, M. Broadbent, Gartner EXP, August 2003 Leading and managing effectively is about knowing and managing yourself first Know the profile of aspirational positions A continuum of leadership styles impacts on team performance Different styles are needed at different times Come to grips with leaderships soft issues... How is your emotional intelligence ? Develop your capabilities to behave like a leader Learn to lead through influence

15 Entire contents © 2003 Gartner, Inc. All rights reserved. | Page 15 Learning Leaderships Lessons, M. Broadbent, Gartner EXP, August 2003 For example, effective CIOs need a combination of personal characteristics High self-esteem Thick skinned Personally resilient Decisive and calm Highly motivated High energy level Low need for affirmation... High self-esteem Thick skinned Personally resilient Decisive and calm Highly motivated High energy level Low need for affirmation... Does this sound like YOU?

16 Entire contents © 2003 Gartner, Inc. All rights reserved. | Page 16 Learning Leaderships Lessons, M. Broadbent, Gartner EXP, August 2003 A continuum of leadership styles impacts on team performance Source: Continuum adapted from Tannenbaum, R. and Schmidt W.H. How to choose a leadership patter, Harvard Business Review, 1958: and leadership styles adapted from Goleman D, Hay/McBer Continuum of Leadership Styles Degree of Involvement of Team Members Low High Democratic What do you think? Coaching Try this. Affiliative People come first. Visionary Come with me. Pacesetting Do as I do now. Commanding Do what I tell you

17 Entire contents © 2003 Gartner, Inc. All rights reserved. | Page 17 Learning Leaderships Lessons, M. Broadbent, Gartner EXP, August 2003 Styles affect team performance differently... Use what is needed at the time Source: Adapted from Daniel Goleman, Hey / McBer The leaders modus operandi When the style works best Impact on team climate Cautions Commanding Demands immediate compliance In a crisis, to kick start a problem Negative Least effective in most situations: use only rarely Pacesetting Sets high standards To get quick results Negative Destroys morale over time Visionary Mobilizes towards a vision When changes require a new vision Most strongly positive Avoid using when working with experts Affiliative Creates harmony To heal rifts in a team Positive Avoid using alone Coaching Develops people for the future To help an employee improve performance Positive Unsuitable when team is reluctant to change/ learn Democratic Forges consensus To build buy-in or consensus Positive Avoid when team is immature or in crisis

18 Entire contents © 2003 Gartner, Inc. All rights reserved. | Page 18 Learning Leaderships Lessons, M. Broadbent, Gartner EXP, August 2003 Come to grips with the soft issues... How is your Emotional Intelligence ? 1.Emotional self- awareness 2.Accurate self- assessment 3.Self confidence A. Self awareness 1. Self control 2. Trustworthiness 3. Conscientiousness 4. Adaptability 5. Achievement orientation 6. Initiative B. Self management 1. Empathy 2. Organizational awareness 3. Service orientation C. Social awareness 1. Visionary leadership 2. Influence 3. Developing others 4. Communication 5. Change catalyst 6. Conflict management 7. Building bonds 8. Teamwork and collaboration D. Social skill Source: Daniel Goleman

19 Entire contents © 2003 Gartner, Inc. All rights reserved. | Page 19 Learning Leaderships Lessons, M. Broadbent, Gartner EXP, August 2003 Develop your capabilities to behave like a leader Deliver your vision with drive using clear consistent communication Good leadership is the art of getting people to do things they dont really want to do faster than they would normally want to do them Build your personal resilience You need to be collegial rather than friendly, respected rather than liked … Doreen Wright, CIO, Campbell Soup

20 Entire contents © 2003 Gartner, Inc. All rights reserved. | Page 20 Learning Leaderships Lessons, M. Broadbent, Gartner EXP, August 2003 Lead through Influence - Lead From the Back Lead by influence using your bank of trust and empathy Burying your head in the newspaper when you come home at night doesnt make for a lasting relationship with your spouse. Its the same in any area. You have to spend time talking and sustaining relationships Deal with difficult people – dont avoid them How do you deal with difficult people? You lead from even further back

21 Entire contents © 2003 Gartner, Inc. All rights reserved. | Page 21 Learning Leaderships Lessons, M. Broadbent, Gartner EXP, August 2003 Leadership (and life) is about managing the trade-offs that matter Business and technology shifts have replaced the new economy with the now economy Making a difference = Managing 360 degrees... Upwards, downwards, inside out Leading and managing effectively is about knowing and managing yourself first Good enough is often OK...

22 Entire contents © 2003 Gartner, Inc. All rights reserved. | Page 22 Learning Leaderships Lessons, M. Broadbent, Gartner EXP, August 2003 Good enough is often OK As long as you... Communicate your groups true value proposition to the enterprise Know your personal value proposition... To your peers... To your team... To significant others Actively manage the trade-offs and conflicts Understand the behavior you model is more critical than the behavior you talk about

23 Entire contents © 2003 Gartner, Inc. All rights reserved. | Page 23 Learning Leaderships Lessons, M. Broadbent, Gartner EXP, August 2003 Ten Tips for a future worth celebrating... Carefully manage upwards and sideways Influence the influencers – know what colleagues/executives read and watch Seek out those they talk to Keep your message simple. Ask How can I help this executive be successful? Always start with, Heres where we were, heres where we are now … Provide case studies and examples. Paint pictures Take every opportunity for soak time with your business colleagues Make it really easy to use your services Help your business colleagues to be heroes at home Have a business colleague as one of your mentors Brand everything you do – Perception is everything !

24 Learning Leaderships Lessons – For a future worth celebrating 10th Asia Pacific Special, Health & Law Librarians Conference Adelaide, August 2003 Dr Marianne Broadbent Group Vice President and Gartner Fellow Global Head of Research Gartner Executive Programs


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