We Share Ideas Chief Executive Boards International.
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Transcript of We Share Ideas Chief Executive Boards International.
We Share Ideas
I. Six Important Considerations Concerning Leadership
A. Leadership is about character
1. Most leaders who are derailed are derailed by lack of good judgment or poor
character and not by poor technical knowledge, poor people skills or poor track record
We Share Ideas
I. Six Important Considerations Concerning Leadership
B. Leaders must be instrumental in creating a social architecture capable of generating intellectual capital
1. Organizations, especially today, are about ideas, innovation, imagination, creativity — intellectual capital
2. Leaders need to create structure that releases brain power
We Share Ideas
I. Six Important Considerations Concerning Leadership
C. Leaders have a strong determination to achieve a goal or realize a vision
1. The purpose has to communicate meaning and relevance to the followers — or else it is meaningless
D. The capacity to generate and sustain trust is the central ingredient in leadership
1. Trust is hard to gain and easy to lose
We Share Ideas
I. Six Important Considerations Concerning Leadership
E. Leaders have an uncanny way of enrolling people in their vision through their optimism
1. They believe they can change the world
2. Leaders are “dealers in hope”: Confucius
We Share Ideas
I. Six Important Considerations Concerning Leadership
F. Leaders have a bias towards action that results in success
1. Leaders translate vision and purpose into reality
2. “You miss one hundred percent of the shots you don’t take.” Wayne Gretzky
We Share Ideas
II. The Context of Leadership Today
A. Commitment1. The challenge of commitment
a. Fewer than 1 out of every 4 job holders say they are working at full potential
b. One half say they do not put effort into their job over and above what is required to hold their job
c. 75 percent say they could be significantly more effective than they are
d. 6 out of 10 Americans say they do not work as hard as they used to
2. Leaders have failed to inspire workers through empowerment
We Share Ideas
II. The Context of Leadership Today
B. Complexity
1. The problems of organizations are increasingly
complex
C. Credibility
1. The credibility of leaders is being challenged
more and more
a. “Impeach someone” bumper sticker
b. “Don’t vote. It will only encourage them.”
We Share Ideas
III. New Paradigms Are ArisingA. 10 “mega trends” according to John Naisbitt
From To
Industrial society
We Share Ideas
III. New Paradigms Are ArisingA. 10 “mega trends” according to John Naisbitt
From To
Industrial society Information society
We Share Ideas
III. New Paradigms Are ArisingA. 10 “mega trends” according to John Naisbitt
From To
Industrial society Information society
Forced technology
We Share Ideas
III. New Paradigms Are ArisingA. 10 “mega trends” according to John Naisbitt
From To
Industrial society Information society
Forced technology High tech/High touch
We Share Ideas
III. New Paradigms Are ArisingA. 10 “mega trends” according to John Naisbitt
From To
Industrial society Information society
Forced technology High tech/High touch
National economy
We Share Ideas
III. New Paradigms Are ArisingA. 10 “mega trends” according to John Naisbitt
From To
Industrial society Information society
Forced technology High tech/High touch
National economy Global economy
We Share Ideas
III. New Paradigms Are ArisingA. 10 “mega trends” according to John Naisbitt
From To
Industrial society Information society
Forced technology High tech/High touch
National economy Global economy
Short term
We Share Ideas
III. New Paradigms Are ArisingA. 10 “mega trends” according to John Naisbitt
From To
Industrial society Information society
Forced technology High tech/High touch
National economy Global economy
Short term Long term
We Share Ideas
III. New Paradigms Are ArisingA. 10 “mega trends” according to John Naisbitt
From To
Industrial society Information society
Forced technology High tech/High touch
National economy Global economy
Short term Long term
Centralization
We Share Ideas
III. New Paradigms Are ArisingA. 10 “mega trends” according to John Naisbitt
From To
Industrial society Information society
Forced technology High tech/High touch
National economy Global economy
Short term Long term
Centralization Decentralization
We Share Ideas
III. New Paradigms Are ArisingA. 10 “mega trends” according to John Naisbitt
From To
Industrial society Information society
Forced technology High tech/High touch
National economy Global economy
Short term Long term
Centralization Decentralization
Institutional help
We Share Ideas
III. New Paradigms Are ArisingA. 10 “mega trends” according to John Naisbitt
From To
Industrial society Information society
Forced technology High tech/High touch
National economy Global economy
Short term Long term
Centralization Decentralization
Institutional help Self-help
We Share Ideas
III. New Paradigms Are ArisingA. 10 “mega trends” according to John Naisbitt
From To
Industrial society Information society
Forced technology High tech/High touch
National economy Global economy
Short term Long term
Centralization Decentralization
Institutional help Self-help
Representative democracy
We Share Ideas
III. New Paradigms Are ArisingA. 10 “mega trends” according to John Naisbitt
From To
Industrial society Information society
Forced technology High tech/High touch
National economy Global economy
Short term Long term
Centralization Decentralization
Institutional help Self-help
Representative democracy Participatory democracy
We Share Ideas
III. New Paradigms Are ArisingA. 10 “mega trends” according to John Naisbitt
From To
Industrial society Information society
Forced technology High tech/High touch
National economy Global economy
Short term Long term
Centralization Decentralization
Institutional help Self-help
Representative democracy Participatory democracy
Hierarchies
We Share Ideas
III. New Paradigms Are ArisingA. 10 “mega trends” according to John Naisbitt
From To
Industrial society Information society
Forced technology High tech/High touch
National economy Global economy
Short term Long term
Centralization Decentralization
Institutional help Self-help
Representative democracy Participatory democracy
Hierarchies Networking
We Share Ideas
III. New Paradigms Are ArisingA. 10 “mega trends” according to John Naisbitt
From To
Industrial society Information society
Forced technology High tech/High touch
National economy Global economy
Short term Long term
Centralization Decentralization
Institutional help Self-help
Representative democracy Participatory democracy
Hierarchies Networking
North
We Share Ideas
III. New Paradigms Are ArisingA. 10 “mega trends” according to John Naisbitt
From To
Industrial society Information society
Forced technology High tech/High touch
National economy Global economy
Short term Long term
Centralization Decentralization
Institutional help Self-help
Representative democracy Participatory democracy
Hierarchies Networking
North South
We Share Ideas
III. New Paradigms Are ArisingA. 10 “mega trends” according to John Naisbitt
From To
Industrial society Information society
Forced technology High tech/High touch
National economy Global economy
Short term Long term
Centralization Decentralization
Institutional help Self-help
Representative democracy Participatory democracy
Hierarchies Networking
North South
Either/or
We Share Ideas
III. New Paradigms Are ArisingA. 10 “mega trends” according to John Naisbitt
From To
Industrial society Information society
Forced technology High tech/High touch
National economy Global economy
Short term Long term
Centralization Decentralization
Institutional help Self-help
Representative democracy Participatory democracy
Hierarchies Networking
North South
Either/or Multiple options
We Share Ideas
IV. Management vs. LeadershipA. Management
1. To bring about
2. To accomplish
3. To have charge of or responsibility for
4. To conduct
B. Leadership
1. Influencing
2. Guiding in direction, course, action, opinion
C. Managers are people who do things right -- Leaders are people who do the right thing
We Share Ideas
V. Wall Street Journal Ad by United Technologies Corporation
A. People don’t want to be managed,
they want to be led
B. Whoever heard of a world manager?
World leader, yes
C. If you want to manage someone, manage yourself
We Share Ideas
VI. Study of 90 Successful Leaders in Private and Government SectorsA. A wide variety of leaders
1. Some right-brained and some left brained
2. Some tall, some short
3. Some fat, some thin
4. Some articulate, some inarticulate
5. Some assertive, some retiring
6. Some dressed for success, some dressed for failure
7. Some participative, some autocratic
a. One said he believed in “participative fascism”
We Share Ideas
VII. Four Areas of Competency That All Those Leaders Who Were
Studied Exhibited
A. Strategy I: Attention through vision1. All 90 leaders who were interviewed had a
highly focused agenda a. They had a clear vision and were able to communicate that vision b. They could convince their followers that
the goal and vision were attainable2. Leadership is a transaction -- a transaction
between leaders and followers a. Neither could exist without the other
We Share Ideas
VII. Four Areas of Competency That All Those Leaders Who Were
Studied Exhibited
B. Strategy II: Meaning through communication1. The management of meaning, mastery of
communication, is inseparable from effective leadership
2. Leaders communicate “know why” rather than “know how”
C. Strategy III: Trust through positioning1. Trust implies accountability, predictability and
reliability2. Leaders are relentless in their quest of their vision
We Share Ideas
VII. Four Areas of Competency That All Those Leaders Who Were
Studied Exhibited
3. Leaders are persistent -- Calvin Coolidge said:• Nothing in the world can take the place of
persistence• Talent will not; nothing is more common than
unsuccessful men with great talent• Genius will not; unrewarded genius is almost
a proverb• Education will not; the world is full of
educated derelicts• Persistence, determination alone are
omnipotent
We Share Ideas
VII. Four Areas of Competency That All Those Leaders Who Were
Studied Exhibited
4. Positioning is the set of actions necessary to implement the vision of the leader
We Share Ideas
VII. Four Areas of Competency That All Those Leaders Who Were
Studied ExhibitedD. Strategy IV: The deployment of self
through positive self-regard1. Recognizing strengths and compensating for weaknesses is the first step in achieving
positive self-regard
a. Leaders usually know what they are good at from an early age
2. The second element in positive self-regard is the nurturing of skills with discipline
We Share Ideas
VII. Four Areas of Competency That All Those Leaders Who Were
Studied Exhibited
3. The third element in positive self-regard is the fit between personal strengths and
organizational requirements
a. Leaders know when there is no fit
We Share Ideas
VIII. Leaders Have Emotional Wisdom
1. The ability to accept people as they are, not as you would like them to be
2. The capacity to approach relationships and problems in terms of the present rather than the past
3. The ability to treat those who are close to you with the same courteous attention that you extend to strangers and casual acquaintances
We Share Ideas
VIII. Leaders Have Emotional Wisdom
4. The ability to trust others, even if the risk seems great
5. The ability to do without constant approval and recognition from others
We Share Ideas
IX. Leaders Don’t Fear Failure
A. They use synonyms such as mistake, glitch, false start, setback and error
1. Leaders welcome mistakes as learning opportunities
2. “Whenever I make a bum decision, I just go out and make another one.”
B. The only time Karl Wallenda feared falling from the high wire, he fell to his death1. His goal that day was not to walk the wire, but rather to not fall
We Share Ideas
IX. Leaders Don’t Fear Failure
C. When Tom Watson, the founder of IBM, was asked if he was going to fire an executive who had just lost $10 million on a project, he said: “You can’t be serious. We’ve just spent $10 million educating him.”
We Share Ideas
X. Empowerment
A. Empowerment does not involve releasing power
B. Empowerment gives followers an opportunity to develop
C. Empowerment gives followers a sense of family and community
D. Empowerment creates a culture of fun
We Share Ideas
XI. Focusing Attention: Gaining Attention
A. Vision cannot be established in an organization by edict, or by the exercise of power or coercion
1. It is more an act of persuasion
B. Leaders often communicate vision by using metaphors
1. A chicken in every pot
2. Reach out and touch someone
We Share Ideas
XI. Focusing Attention: Gaining Attention
C. Leaders communicate their vision by consistently acting on it and personifying it
D. Followers must feel they see the vision
We Share Ideas
Question
How effectively and consistently is my organization aligned with my vision?
ORHow could I be more effective and
consistent at defining, articulating and communicating my vision to my
organization?
We Share Ideas
XII. Four Strategies Leaders Use to Position Their Organization
A. Reactive
1. Leaders wait for change and react — after the fact
B. Change the internal environment
1. Leaders develop effective forecasting procedures to anticipate change and
then “proact” rather than react
a. The toy industry uses orders received from January to March as forecasts of Christmas sales.
We Share Ideas
XII. Four Strategies Leaders Use to Position Their Organization
C. Change the external environment
1. Leaders anticipating change act upon the environment itself to make the change
congenial to their needs.
a. This can be done through advertising, publicity, lobbying efforts, etc.
We Share Ideas
XII. Four Strategies Leaders Use to Position Their Organization
D. Establish a new linkage between the external and internal environments
1. This can be done by establishing new linkages through vertical integration, mergers and acquisitions, or innovative systems
design
We Share Ideas
XIII. Personal Qualities Needed for Leaders
A. When the 90 leaders interviewed were asked what personal qualities were needed to be a leader they never mentioned charisma, dressing for success or time management. They mentioned :
1. persistence and self-knowledge
2. a willingness to take risks and accept losses
3. commitment, consistency, challenge
4. a desire to learn
We Share Ideas
XIV. Myths of Leadership
A. Leadership is a rare skill
1. Everyone has some leadership skills
B. Leaders are born, not made
1. Although it is not easy to learn to be a leader, the skills are learnable
C. Leaders are charismatic
1. Of the 90 leaders studied, few were charismatic
We Share Ideas
XIV. Myths of Leadership
D. Leadership exists only at the top of an organization
1. More and more large organizations are creating small, relatively autonomous units that require leaders
We Share Ideas
XIV. Myths of Leadership
E. The leader controls, directs, prods, manipulates
1. Leadership is not so much the exercise of power itself as the empowerment of others
2. Leaders teach followers how good they are
a. Pulling vs. Pushing
b. Inspiring vs. Ordering
c. Creating achievable, challenging & inspiring expectations
d. Rewarding progress
e. Enabling people to use their own initiative and experiences
We Share Ideas
Organizational Movement
Friction
Push
Friction
Increase “Pull” and reduce Friction by:Inspiring
Rewarding
Enabling
Pull OR
We Share Ideas
Organizational Movement
Friction
Push
Friction
Increase “Pull” and reduce Friction by:Inspiring
Rewarding
Enabling
Pull OR
Move in smaller pieces
We Share Ideas
XV. Likely Model of Twenty-First-Century Leadership
From
Few leaders, mainly at the top; many managers
We Share Ideas
XV. Likely Model of Twenty-First-Century Leadership
From To…
Few leaders, mainly at the top; many managers
Leaders at every level, fewer managers
We Share Ideas
XV. Likely Model of Twenty-First-Century Leadership
From To…
Few leaders, mainly at the top; many managers
Leaders at every level, fewer managers
Leading by Goal-setting; e.g., near-term profits, ROI
We Share Ideas
XV. Likely Model of Twenty-First-Century Leadership
From To…
Few leaders, mainly at the top; many managers
Leaders at every level, fewer managers
Leading by Goal-setting; e.g., near-term profits, ROI
Leading by vision—creating new directions for long-term business growth
We Share Ideas
XV. Likely Model of Twenty-First-Century Leadership
From To…
Few leaders, mainly at the top; many managers
Leaders at every level, fewer managers
Leading by Goal-setting; e.g., near-term profits, ROI
Leading by vision—creating new directions for long-term business growth
Downsizing, benchmarking for low cost, high quality
We Share Ideas
XV. Likely Model of Twenty-First-Century Leadership
From To…
Few leaders, mainly at the top; many managers
Leaders at every level, fewer managers
Leading by Goal-setting; e.g., near-term profits, ROI
Leading by vision—creating new directions for long-term business growth
Downsizing, benchmarking for low cost, high quality
Also creating domains of uniqueness, distinctive competencies
We Share Ideas
XV. Likely Model of Twenty-First-Century Leadership
From To…
Reactive/adaptive to change
Anticipative/futures-creative
We Share Ideas
XV. Likely Model of Twenty-First-Century Leadership
From To…
Reactive/adaptive to change
Anticipative/futures-creative
Designer of hierarchical organizations
We Share Ideas
XV. Likely Model of Twenty-First-Century Leadership
From To…
Reactive/adaptive to change
Anticipative/futures-creative
Designer of hierarchical organizations
Designer of flatter, distributed, more collegial organizations; leader as social architect
We Share Ideas
XV. Likely Model of Twenty-First-Century Leadership
From To…
Reactive/adaptive to change
Anticipative/futures-creative
Designer of hierarchical organizations
Designer of flatter, distributed, more collegial organizations; leader as social architect
Directing and supervising individuals
We Share Ideas
XV. Likely Model of Twenty-First-Century Leadership
From To…
Reactive/adaptive to change
Anticipative/futures-creative
Designer of hierarchical organizations
Designer of flatter, distributed, more collegial organizations; leader as social architect
Directing and supervising individuals
Empowering and inspiring individuals, but also facilitating teamwork
We Share Ideas
XV. Likely Model of Twenty-First-Century Leadership
From
Information held by few decision makers
We Share Ideas
XV. Likely Model of Twenty-First-Century Leadership
From To…
Information held by few decision makers
Information shared with many, both internally and with outside partners
We Share Ideas
XV. Likely Model of Twenty-First-Century Leadership
From To…
Information held by few decision makers
Information shared with many, both internally and with outside partners
Leader as boss, controlling processes and behaviors
We Share Ideas
XV. Likely Model of Twenty-First-Century Leadership
From To…
Information held by few decision makers
Information shared with many, both internally and with outside partners
Leader as boss, controlling processes and behaviors
Leader as coach, creating learning organizations
We Share Ideas
XV. Likely Model of Twenty-First-Century Leadership
From
Leader as stabilizer, balancing conflicting demands and maintaining the culture
We Share Ideas
XV. Likely Model of Twenty-First-Century Leadership
From To…
Leader as stabilizer, balancing conflicting demands and maintaining the culture
Leader as change agent, creating agenda for change, balancing risks and evolving the culture and the technology base
We Share Ideas
XV. Likely Model of Twenty-First-Century Leadership
From To…
Leader as stabilizer, balancing conflicting demands and maintaining the culture
Leader as change agent, creating agenda for change, balancing risks and evolving the culture and the technology base
Leader responsible for developing good managers
We Share Ideas
XV. Likely Model of Twenty-First-Century Leadership
From To…
Leader as stabilizer, balancing conflicting demands and maintaining the culture
Leader as change agent, creating agenda for change, balancing risks and evolving the culture and the technology base
Leader responsible for developing good managers
Leader also responsible for developing future leaders, serving as leader of leaders
We Share Ideas
Question
How effectively (and how quickly) are we moving toward a 21st-Century
model of leadership?