Staying in the Helicopter for Effective Leadership

!© 2014 Roger Harrop Associates www.rogerharrop.com
Staying in the Helicopter®
-for effective leadership today

!© 2014 Roger Harrop Associates
enablers
connections
step change
nuts & bolts
purpose
strategy
tactics
detail
action
change
re-action
adapt detail
adapt tactics
confirm/adapt
strategy
The Pyramid of
Leadership

a Manager
carries out orders from above
whilst
a Leader
creates by his or her strategies
Manager vs Leader

Howard Gardner
“Leaders are persons who, by word
and/or personal example, markedly
influence the behaviours, thoughts,
and/or feelings of a significant number
of their fellow human beings”

What do we want from our leader?

direction
&
purpose
Best Business
Leaders
learning
mindset
vitality
&
energy
source: sean delaney

direction
&
purpose
learning
mindset
vitality
&
energy
Best Business
Leaders

!
- Ken Aikawa
Chairman, Mitsubishi Heavy Industries
“We don’t give a hoot about
things like return on equity”

US Retail price/gallon
Source: Cockeyed.com
Coke
Gasoline
Milk
Evian Water
Budweiser

Source:Treacey & Wiersma
Operational
Excellence
Product
Leadership
Customer
Intimacy

Operational
Excellence
๏ the essence:
be the lowest cost
provider in the market

๏ optimised supply chain processes
!
๏ customer receives reliable high speed
transactions
!
๏ “lean and mean” culture where
operational efficiency is highly rewarded
operational
excellence

Product
Leadership
๏ the essence: push the boundaries of
the market with innovative products
or processes

๏ focus on invention, product development
and market exploitation
!
๏ products and services generate
anticipation and excitement among
customers
!
๏ rewards for new product successes and
toleration of failures
product
leadership

Customer
Intimacy
๏ the essence: develop the
relationship with your chosen
customers that they most value

๏ focus on identifying customer problems
and developing and implementing solutions
!
๏ empowered customer-facing employees
!
๏ carefully selected and nurtured clients
customer
intimacy

Market
Leader
Fast
Follower
Industry
Average
Below Industry
average
A B C
A
BCB
AC
Customer
Intimacy
Product or
Process
Innovation
Operational
Excellence

Market
Leader
Fast
Follower
Industry
Average
Below Industry
Average
Customer
Intimacy
Product or
Process
Innovation
Operational
Excellence
Now

Market
Leader
Fast
Follower
Industry
Average
Below Industry
Average
Customer
Intimacy
Product or
Process
Innovation
Operational
Excellence
Target

๏ What does the heartbeat of the business say
about where the focus and energy is?
๏ Have you made a clear choice?
๏ Are you targeting customer groups who value this?
๏ Is the organisation aligned with the strategy?
๏ Are you always looking to move the benchmarks
upwards?

business leader types
Source: Development Dimensions International
Democrats
!
Autocrats
!
Meritocrats

top driver: “freedom to make
decisions without conferring”
66%
46%
39%

happy to have your
decisions challenged?
96%
29%

your major concern:“making tough
decisions that affect people’s future”
50%
28%
20%

positional
vs
personal
Authority

Downwards
Outwards Outwards
Upwards
3 D
leadership

ignore
pretend
selective
attentive
empathic
Levels of Listening
Looking
elsewhere
Waiting
to speak

What do we want from our leader?
What does the leader want from
their team?

direction
&
purpose
learning
mindset
vitality
&
energy
best business
leaders

Source: DBERR
Why do you follow someone?
“A feeling of fun,
energy and
excitement”
93%

!
Team
Performance
people
leadershiprelationships
culture/
atmosphere
skills
profiles
direction
structure
organisation
motivation
mutual trust
respect
support

ritual & cliche
gossip & fact
ideas & judgements
feelings &
emotions
peak
levels of
communication

!© Roger Harrop Associates 2012
belbin team roles
© Belbin Associates
team
worker
complete
r
resource
investigator
specialist
co-
ordinator plant
implementer
monitor
evaluator
explores
opportunities,
develops
contacts
single minded
self starting
dedicated
clarifies goals
promotes
decisions
delegates
painstaking
conscientious
polishes &
perfects
creative
unorthodox
solves
difficult
problems
perceptive
diplomatic co-
opererative
shaper
practical
reliable
turns ideas
into actions
focussed on the
objective!
challenging!
dynamic
Action
People
Cerebral
sees all
options
logical
analytical

shaper
co-ordinator
plant
resource
investigator
team
worker
implementer
monitor
evaluator
completer
finisher
specialist

Shaper
Co-ord
Plant
Resource
Investigator
Team
Worker
Implementer
Evaluator
Completer
Finisher
Monitor
preferred team
roles
Action
People
Cerebral
LESLEY
ADAM
ADAM
JIM
DEREK
JIM
ANDREW
ANDREW
IAN
IAN
TOM
HARRY
TOM
HARRY

Shaper
Co-ord
Plant
Resource
Investigator
Team
Worker
Implementer
Evaluator
Completer
Finisher
Monitor
preferred team
roles
Action
People
Cerebral
ARSAD
PHILIP
KEVIN
KEVIN
ANDREW
ARSAD
ANDREW
PHILIP
GRAEME
LIK SAN
LIK SAN

case study

TASK
task achievement

Leader
Grip self
๏steady
๏stand back
๏consider best approach to team & task
Grip team
๏collect, clarify, challenge, confirm information
๏question & listen
๏establish objective & strategy
๏plan, organise, delegate
Grip task through team
๏keep overview
๏support, control, monitor and review
Keep things Simple

shock 
denial
awareness
acceptance
experimentation
search
integration
SELF-ESTEEM/ 
CONFIDENCE/
PERFORMANCE
CHANGE OCCURS 
(the world isn’t quite how it used to be)
TIME
change
transition curve

attitudes to change
missionaries believers members of the hiders & members of honest
lip service refugees the opponents
resistance
Source: Krebsbach-Gnath

50%
transformational
followers
cultural architects 20%
against 30%
50%
transformational
followers

!© 2014 Roger Harrop AssociatesSource: Dilts & Dilts
Values
Beliefs
Capabilities
Behaviour
Capabilities
Behaviour
Environment
Environment
Identity
effort to change
& &effort to change

organisation
al
transformatio
n
sense of
urgency
guiding
coalition
create a
vision
communicate
vision
empowerwins
consolidate
+
change
institutionalise

sense of
urgency
guiding
coalition
create a
vision
communicate
vision
empower
wins
consolidate
+
change
institutionalise
Source:Harvard Business Review
organisation
al
transformatio
n

!© 2014 Roger Harrop AssociatesSource: The Logic of Failure : Dietrich Dorner
no clarity of
purpose
no systematic
thinking
law of unintened
consequences
no visulalising
over time
bias towards the
present
loss of focus
emotional
commitment to
the past
why things
go wrong

why things
go wrong
Source: The Logic of Failure : Dietrich Dorner
no clarity of
purpose
no systematic
thinking
law of unintened
consequences
no visulalising
over time
bias towards the
present
loss of focus
emotional
commitment to
the past

belief
passion
courage

Staying in the Helicopter for Effective Leadership

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