Weitere ähnliche Inhalte Ähnlich wie Leadership Challenges Today (20) Kürzlich hochgeladen (20) Leadership Challenges Today5. © mick yates 2014 page 5
solo leaders pairs teams collaborative
6. © mick yates 2014 page 6
leadership is different to management
leaders always make changes
management is necessary but not
sufficient
managers institutionalize the “status quo”
7. © mick yates 2014 page 7
• leadership is more than management
• leaders have a rock-solid value system
which is congruent with their followers
• leaders are interdependent with followers
• leaders always accelerate change
• leaders make the complicated simple
• leaders are story tellers
• leadership is a process – not an event
© mick yates 2014 page
7
8. © mick yates 2014 page 8
implication one:
leadership combines strategy,
action, people skills and organization
it is not just about personal style
9. © mick yates 2014 page 9
implication two:
leadership is not just about
the person “at the top”
everyone has things to get done
and people to motivate
10. © mick yates 2014 page 10
implication three:
leadership as a process can be learnt
12. © mick yates 2014 page 12
Thomas A.
Edison
“vision without
execution
Is hallucination”
16. © mick yates 2014 page 16
Envision: create & communicate an
innovative & winning strategy
• the mission
• strategic choices
• numerical goals
• time frame to achieve our goals
• competitive advantages and competencies
• challenges
• next twelve months priorities
17. © mick yates 2014 page 17
Enable: identify & use appropriate
tools, processes, people &
structures• the right tools
• enough tools
• the right organization structure
• the right people for today and for the future
• the right training
• the right financial resources
• the right information systems
• everyone in the team can handle the complexity of the job
18. © mick yates 2014 page 18
Empower: develop & measure
interdependent & effective teams
• everyone in the organization has shared values
• the team is operating as an interdependent group
• clarified roles & responsibilities for everyone in the team
• we all have space to innovate
• we all have clear personal objectives
• all team members have agreed personal development plans
19. © mick yates 2014 page 19
Energize: consistent personal
leadership
• open with both praise and constructive criticism
• make decisions in a timely manner
• thrive in uncertain circumstances
• appreciate the value of diversity
• feel optimistic about the future
• provide clear and consistent communication at all levels
• provide timely feedback on changes to the plan
• the team helps each other constructively deal with
difference
• everyone in the team supports the final decision
21. © mick yates 2014 page 21
GENGHIS KHAN
ENVISION
To stop the Mongol tribes fighting, & to
preserve their nomadic lifestyle. To live off
the land. Realize their longstanding dream
of “conquering the World".
ENABLE
The compound bow & short stirrup. The
"Yasa" legal code. Merit based army units
of 10, 1000, 10000. Peacetime “Pony
express”.
EMPOWER
Genghis trusted Locals running conquered
cities. He promoted on merit. He was
generous, very loyal, & very frank.
ENERGIZE
He personified strong & clear Mongol
values. Genghis always led from the front.
He was charismatic. Either surrender &
maintain your way of life, or be
slaughtered….
22. © mick yates 2014 page 22
EGLANTYNE JEBB
ENVISION
Make a lasting change for all children, via
modern management, finance & “self help”.
The Rights of the Child. Global.
ENABLE
Modern management techniques. Clear
operational principles. Organization.
UK branch structure.
Permanent Save the Children Fund.
EMPOWER
Empowered children.
Empowered Save’s workers.
Empowered all religious groups.
Decentralized structure with common
values.
ENERGIZE
Charismatic. Universalist.
Dealt with issues. Hard working / practical.
Advocacy & selling.
24. © mick yates 2014 page 24
"THE COLLECTIVE
HOW"
"THE COLLECTIVE
WHAT"
ENVISION ENABLE EMPOWER
ENERGIZE
"THE INDIVIDUAL
WHY"
25. © mick yates 2014 page 25
Leadership is the energetic process of
getting people fully and willingly
committed to a new and sustainable
course of action, to meet commonly
agreed objectives whilst having
commonly held values
© mick yates 2014 page 25
26. © mick yates 2014 page 26
leadership challenges
1. high performance systems
2. democratization
3. innovation networks
4. global-local paradox
5. employee engagement
6. data revolution
27. © mick yates 2014 page 27
leadership challenges
1. high performance systems
2. democratization
3. innovation networks
4. global-local paradox
5. employee engagement
6. data revolution
28. © mick yates 2014 page 28
• best in class results
• motivated people
• sustained, superior value to customers
• sustained, superior value to all stakeholders
• continuous innovation
1. high performance systems
30. © mick yates 2014 page 30
“all organizations are perfectly designed
to get the results they get”
david p. hanna 1988
BUSINESS
SITUATION
BUSINESS
STRATEGY
CULTURE
BUSINESS
RESULTS
© mick yates 2012 page
30
31. © mick yates 2014 page 31© mick yates 2012 page
31
“all organizations are perfectly designed
to get the results they get”
david p. hanna 1988
33. © mick yates 2014 page 33
leadership challenges
1. high performance systems
2. democratization
3. innovation networks
4. global-local paradox
5. employee engagement
6. data revolution
37. © mick yates 2014 page 37
distributed leadership is built on
common tasks and shared values in a
networked organization
© mick yates 2014 page 37
39. © mick yates 2014 page 39
leadership challenges
1. high performance systems
2. democratization
3. innovation networks
4. global-local paradox
5. employee engagement
6. data revolution
40. © mick yates 2014 page 40
• work – daily exchange
• social – “check in,” inside
and outside the office
• innovation – collaboration
• expert advice – problem
solving
• career guidance – advice
• learning – self development
Karen Stephenson
networks we belong to
42. © mick yates 2014 page 42
six degrees of separation
…
… three degrees of
influence
© mick yates 2014 page 42
45. © mick yates 2014 page 45
leadership challenges
1. high performance systems
2. democratization
3. innovation networks
4. global-local paradox
5. employee engagement
6. data revolution
49. © mick yates 2014 page 49
leadership challenges
1. high performance systems
2. democratization
3. innovation networks
4. global-local paradox
5. employee engagement
6. data revolution
51. © mick yates 2014 page 51
HEAD: How people think about their
business, their world
HEART: The feelings and emotions people
experience when confronted with the change
HANDS: The changes in skill and
competence required to function
successfully in the new state
wessel pretorious
52. © mick yates 2014 page 52
leadership challenges
1. high performance systems
2. democratization
3. innovation networks
4. global-local paradox
5. employee engagement
6. data revolution
57. © mick yates 2014 page 57
=
tiny data + unstructured data = big data
67. © mick yates 2014 page 67
envision strategy
enable change
empower people
energize success
68. © mick yates 2014 page 68
envision a customer centric enterprise
• clear strategic choices
• create a case for change
that inspires people
• define an alternative and
viable future state
70. © mick yates 2014 page 70
enable Big Data operations
• create the right organization shape
• use the right tools & technology
• put change agents in place
• create a transition program
72. © mick yates 2014 page 72
empower everyone to act on Big Data
• personalise the execution
• hire, train, engage
the right employees
• execute a symbolic end
to the status quo
• build options to deal with resistance
74. © mick yates 2014 page 74
energize as a Big Data leader
• constantly advocate the change
– and use the data
• create a locally owned rewards plan
• walk the talk …
75. © mick yates 2014 page 75
Deloitte “Analytics Advantage” 2013
76. © mick yates 2014 page 76
leadership challenges
1. high performance systems
2. democratization
3. innovation networks
4. global-local paradox
5. employee engagement
6. data revolution
77. © mick yates 2014 page 77
mickyates
www.mickyates.com
www.leader-values.com
leadership challenges
today
Hinweis der Redaktion Volume: 90% of all data created past two yearsVariety: 90% of all data is unstructuredVelocity: 200 million emails a minuteVeracity: 1 in 3 leaders don’t trust the dataVariability: meaning changes with the contextVisualization: is essentialValue: data is worthless unless there is action CEO of a global retailer uses advanced analytics reports to get an sku by sku understanding of what is going onhe runs a report just before visiting a countryhe knows more about local specifics than the local management doeveryone gets the point …!