Presentation on theme: "Doug Williamson Chief Executive Officer"— Presentation transcript:
Doug Williamson Chief Executive Officer
Set the Scene
New Thinking Time
First – Terms of Leadership
Holding our Nose
Second – Terms of Followership
Today - Shift in Emphasis
What Attracts Followers ? Competence Capability Credibility
Credibility & Followership
The Leader(s) The Leader(s) TheFollower(s)TheFollower(s) Grant Legitimacy Provide Commitment Provide Clear Direction Demonstrate Sound Character
Credibility & Followership Make Decisions Drive Change Grant Legitimacy Provide Commitment The Leader(s) The Leader(s) TheFollower(s)TheFollower(s)
Message # 1
The Superhero is Dead
Networks & Relationships Matter
Message # 2
Middle Managers Matter
The “Core Group” Matters Most
Message # 3
Credibility Bank Matters
The Good News ?
Evolution in Thinking
From Workers as … Costs
To Workers as … Assets
To Workers as … Investors
Bad News ? Engaging the Generations Driving Change Custodian of the Culture Talent Management Building Leadership Performance Management Leveraging People Resource & Allocation
Performance Management Resource & Allocation Has HR Evolved ?
Talent Management Performance Management Leveraging People Investment Resource & Allocation Has HR Evolved ?
Optimizing Business Talent Management Building Leadership Performance Management Leveraging People Investment Resource & Allocation Has HR Evolved ?
Leading Transformation Optimizing Business Custodian of the Culture Talent Management Building Leadership Performance Management Leveraging People Investment Resource & Allocation Has HR Evolved ?
Have you Shifted ? Management of culture, transformation, the change process Management of the infrastructure Strategic / Future Focus Day to Day / Operational Focus People Process
From Here to Here ? Strategic Partner Change Agent Administrative Expert Employee Champion Strategic / Future Focus Day to Day / Operational Focus People Process
Time to Rethink !
Rethink # 1
Learn from Failure
Rethink # 2
Sense Making & Sense Shaping
Clarity of Intent
Understanding & Perspective
Rethink # 3
Shift in Mental Models
Exploit or Explore
Right is a Prison
Rethink # 4
Barbara Kellerman divides followers into five categories, based on their level of discretionary investment. Followership How Followers are Creating Change & Changing Leaders It is used here with her permission
Understanding Followership Level of Discretionary Investment Bias for Action Low High
Bad Followers Bias for Action Low High Isolates Participants Bystanders Level of Discretionary Investment
Good Followers Low High Diehards Isolates Activists Participants Bystanders Bias for Action Level of Discretionary Investment
Isolates are completely detached. They don't care about their leaders, or respond to them in any way. By default – by knowing nothing and doing nothing – the isolates strengthen those leaders who already have a strong following.
Bystanders observe - but do not participate. They make a deliberate decision to stand aside, disengaging from their leader and the group. This withdrawal is, in effect, a declaration of neutrality that amounts to tacit support for the status quo.
Participants are, in some minor way, engaged. They either favour or oppose their leader and the organizations of which they are a part. In either case, they care just enough to invest some of what they have (time, for example) to have an impact.
Activists feel strongly about their leaders, and they act accordingly. They are eager, energetic and engaged. Because they are heavily invested, they work hard on behalf of their leader.
Diehards are fully prepared to die for their cause, whether that is an individual, an idea or both. Diehards are deeply devoted to their leaders. Diehards are defined by their dedication. They are willing to risk life and limb.
The Key to Followership ? Learning Orientation Performance Alignment Psychological Alignment Embracing Innovation & Change External Customer Focus High Commitment High Performance High Capability High Commitment High Performance High Capability
The Key to Followership ? Learning / Teaching Orientation High Performance Psychological Alignment Embracing Innovation & Change External Focus High levels of discretionary investment
Overarching External Reality
Shift from … Geezers - Analog Linear approach Liked Maps Valued experience Conventional warfare Believed in specialists Geeks - Digital Nonlinear thinkers Comfort with compass Beginner’s mind Cyber-terrorist Deep generalists
Shift from … Geezers - Analog Linear approach Like detailed maps Value deep experience Prefer conventional warfare Believe in the tenured specialist Geeks - Digital Nonlinear thinkers Comfort with compass Beginner’s mind Cyber-terrorists Passionate generalists
Treat people as investors Create the “winning” conditions Get the best “ROP” (Return on Potential) Manage the talent “pipeline” – front to back Identify the right Attitudes, Values & Competencies Maximize the “metabolism” of the entire organization