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Leadership in the Disruption Era

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Applying best practice leadership principles, process, tools and techniques in the disruption era

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Leadership in the Disruption Era

  1. 1. LEADERSHIP IN THE DISRUPTION ERA CHARLES COTTER Ph.D candidate, MBA, B.A (Hons), B.A www.slideshare.net/CharlesCotter PROTEA FIRE AND ICE, MELROSE ARCH 14-15 AUGUST 2017
  2. 2. TRAINING PROGRAMME OVERVIEW – DAY 1  SESSION #1: Management Principles: Managing Yourself and Leading Others is Not Easy  SESSION #2: Rethinking Leadership for the Digital Revolution  SESSION #3: An Inspiring Leader, Smart Strategists and a Creative Thinker: Enhancing Personal and Organisational Creativity  SESSION #4: Effectively Mentoring, Developing and Improving the Performance and Satisfaction of your Employees
  3. 3. TRAINING PROGRAMME OVERVIEW – DAY 2  SESSION #5: Successfully Leading and Managing Change in your Teams  SESSION #6: Ethical Application of Influence and Persuasion  SESSION #7: Navigating the Stages of Team Development: Building More Effective Teams and Successful Team Dynamics  SESSION #8: Conflict Management: Promoting Cooperation Between Team Members
  4. 4. INTRODUCTORY LEARNING ACTIVITY  Complete the statement by inserting one (1) word. In order to effectively lead in a disruption era, I need to/to be …………………………………..  Now find other learners with the same word as you.  Jot these words down on the flip-chart.  Each learner will have the opportunity to elaborate on their chosen word.
  5. 5. SESSION 1
  6. 6. LEADERSHIP COMPONENTS
  7. 7. CONTEXT OF MANAGEMENT
  8. 8. THE NATURE OF THE BUSINESS ENVIRONMENT – V-U-C-A
  9. 9. LEADERSHIP DEVELOPMENT CONTINUUM
  10. 10. CHARACTERISTICS OF TRANSFORMATIONAL LEADERSHIP
  11. 11. LEARNING ACTIVITY 1  Discuss the merits of self- leadership as the “Genesis” of the leadership process/continuum.  Which leadership style yields the best results in your organization. Justify and substantiate your reasoning.  Provide feedback in the form of a summation of your group discussion
  12. 12. SESSION 2
  13. 13. LEADERSHIP DEVELOPMENT REALITIES AND TRENDS  The bottom line: Identify potential leaders and actively develop their skills  For today’s digital leaders, the most difficult question to answer is how to successfully identify and develop high-potential employees – the future leaders who are able to thrive in more demanding roles. Companies that successfully unlock this potential in its leaders gain a competitive edge that very few have.  Leadership and its most effective characteristics are changing. Today’s millennials place less value on visible (19%), well-networked (17%) and technically skilled (17%) leaders. Instead, they define true leaders as: strategic thinkers (39%), inspirational (37%), personable (34%) and visionary (31%). (Source: Deloitte, Millennial Survey)
  14. 14. LEADERSHIP DEVELOPMENT MATURITY MODEL (BERSIN)
  15. 15. LEVEL FIVE LEADERSHIP (COLLINS)
  16. 16. LEARNING ACTIVITY 2  Prepare a strategy to manage and develop the skills and talent your company needs in the digital reality:  Evaluate the current degree of leadership development maturity in your organization.  Given your organization’s business reality and needs, identify the profile of the required leader – style and type.  Identify viable strategies to enhance the leadership development model in your organization.  Indicate how your organization can invest in the global sourcing and development of leaders i.e. creating leadership pipeline. (if relevant)
  17. 17. SESSION 3: INNOVATION AND CREATIVITY
  18. 18. STIMULATING INNOVATION AND CREATIVITY  Defining innovation  The characteristics of an innovative working environment  Processes, actions and approaches to create innovation  Creativity/innovative techniques
  19. 19. COMPONENTS OF LEARNING, INNOVATION AND GROWTH
  20. 20. THE FEATURES AND CHARACTERISTICS OF KM  Forging linkages between its structured and unstructured information in a way to use it for a specific problem situation  Organizations need to understand who has knowledge and develop support systems for its creation and application.  Organizations need to create knowledge maps  Reflect on existing knowledge  This also makes it possible to identify the gaps in the existing knowledge, and to focus future knowledge-gathering efforts.  Build rewards for knowledge creators and brokers  Organizations need to harness knowledge to become innovative  Redistribute and share the knowledge  Apply the knowledge
  21. 21. THE ROLE OF THE MANAGER IN IMPLEMENTING KNOWLEDGE MANAGEMENT AND LEARNING  Creating a conducive working environment for knowledge management  Act as a role model and leading by example  Developing, implementing, communicating and revising plans for KM systems  Creating processes and structures for KM systems  Stimulating knowledge creation and transfer of learning  Rewarding and recognizing knowledge creation  Liaising with other important role players and stakeholders  Building a culture of learning and a learning organization
  22. 22. LEARNING ACTIVITY 3  By referring to the characteristics of an innovative working environment, evaluate the degree to which your organization is an innovative organization. Identify areas of improvement and recommend change strategies.  Also indicate which creativity/innovation techniques are most appropriate in your working environment.  By referring to the features and characteristics of a Knowledge Management working environment, evaluate the degree to which your organization is promoting KM and a learning organization. Identify areas of improvement and recommend change strategies.  Also indicate the role of the manager in stimulating and creating knowledge and learning in your working environment.
  23. 23. SESSION 4: MENTORING
  24. 24. MENTORING REALITIES  71% of Fortune 500 companies offer mentoring programs to their employees  Mentorship is popular, and for good reason: there’s nothing like being able to turn to a top-level executive for guidance and support.  If you’re able to teach potential leaders those lessons successfully, you’ll be one step closer to developing your future leaders.
  25. 25. DEFINING MENTORING  Mentoring is a process for the informal transmission of knowledge, social capital and the psychosocial support perceived by the recipient as relevant to work, career, or professional development.  Mentoring entails informal communication, usually face-to-face and during a sustained period of time, between a person who is perceived to have greater relevant knowledge, wisdom or experience (the mentor) and a person who is perceived to have less (the protégé).
  26. 26. Mentors focus on the person, their career and support for individual growth and maturity the coach is job-oriented and performance oriented. Coaching and mentoring use the same skills and approach, but coaching is short term task-based mentoring is a longer term relationship.
  27. 27. THE BENEFITS OF MENTORING – INDIVIDUAL EMPLOYEE
  28. 28. THE BENEFITS OF MENTORING - ORGANIZATION
  29. 29. BEST PRACTICE MENTORING GUIDLEINES  The value of the mentor-mentee relationship  Responsible and committed mentee behaviour and actions  Constructive and nurturing mentor behaviour and actions  Mentors exhibiting and practicing the right characteristics
  30. 30. CHARACTERISTICS OF EFFECTIVE MENTORS  Integrity  Show genuine interest in their protégés as a person  Share their experiences and insights  Ask open questions to encourage reflection  Listen be an objective sounding board  Offer positive (constructive) feedback  Offer only solicited advice  Celebrate and acknowledge achievements
  31. 31. THE HARMONIOUS RELATIONSHIP TRIANGLE
  32. 32. “The best mentors strike a balance between providing Directive and Supportive mentee-directed behaviour and action. “ (Charles Cotter, 2014)
  33. 33. THE G-R-O-W MENTORING MODEL
  34. 34. MENTORING PROCESS
  35. 35. LEARNING ACTIVITY 4  Evaluate the current degree of effectiveness of your organization’s mentoring practices and process, as a leadership development tool.  Identify gaps and recommend improvement strategies  Present a summary of group discussion
  36. 36. SESSION 5: CHANGE MANAGEMENT
  37. 37. THE NEED FOR CHANGE
  38. 38. STRATEGIC CHANGE MANAGEMENT  Strategic change management is the process of managing change in a structured and thoughtful way in order to meet organizational goals, objectives and missions.  Therefore, change management and related processes present many managerial challenges and, consequently, requires a systematic, structured, purposeful and integrated approach.
  39. 39. FORCES OF CHANGE
  40. 40. CHANGE MANAGEMENT SUCCESS TRACK RECORD  The literature on “change management” is clear: over 70% of change initiatives fail.
  41. 41. CHARACTERISTICS OF CHANGE- CAPABLE/FRIENDLY ORGANIZATIONS  #1: Linking the present and the future  #2: Make learning a way of life (learning organization)  #3: Actively supporting and encouraging day-to-day improvements and changes (continuous improvement processes)  #4: Ensuring diverse teams  #5: Encourage out-of-the-box thinking (innovation)
  42. 42. CHARACTERISTICS OF CHANGE- CAPABLE/FRIENDLY ORGANIZATIONS  #6: Protect and shelter breakthrough ideas (intellectual property)  #7: Integrate technology to implement changes  #8: Build and deepen trust (creating an organizational culture of management credibility and integrity)  #9: Streamline and align processes, systems and structures  #10: Leadership have the will and conviction to change
  43. 43. LEARNING ACTIVITY 5  Diagnosis: By referring to each of the characteristics of change capable/friendly organizations, measure the degree of your organization’s readiness to change.  Analysis: Identify those areas which need to be improved and recommend strategies to close these gaps.  Present a summary of group discussion
  44. 44. CHANGE TRANSITION CURVE
  45. 45. THE ROLE OF LEADERSHIP IN CHANGE MANAGEMENT  “Leaders should not only administer and manage change, but pioneer, pilot and drive change towards barrier-busting heights of performance improvement.” (Cotter, 2005)  Managerial Roles and Actions  Change Agents (internal and external)  Building resilience and change-hardiness  Transformational Leadership  Develop Employee engagement strategies  Scaling the Hierarchy of Commitment
  46. 46. CHANGE LEADERSHIP ROLES AND ACTIONS  Provide a future vision for change  Leaders should possess diagnostic ability to read, scan and respond to the changing environment in the perpetual quest for business growth and expansion opportunities  Be a catalytic driver of change  Guide, support and lead people through the change transition cycle  Be a change agent  Lead by example during change i.e. be a role model/ambassador and advocate for change  Be a transformational leader  Break down resistance to change  To build resilience and change hardiness amongst the workforce
  47. 47. BUILDING RESILIENCE AND CHANGE HARDINESS  The five attributes of resilience include:  Positive (they see life as complex but filled with opportunity)  Focused (they have a clear vision of what they want to achieve)  Flexible (they demonstrate pliability when responding to uncertainty)  Organized (they develop structured approaches to managing ambiguity)  Proactive (they engage with change rather than defending against it)
  48. 48. WHY PEOPLE RESIST CHANGE?  Uncertainty (i.e. fear of the unknown)  People’s self-interest is threatened  A lack of trust and misunderstanding  Belief that change is incompatible with the goals and the interest of the organization  A low tolerance for change is also a barrier to organizational change  Other general reasons (e.g. include inertia where people do not want to change the status quo, poor timing, and unexpected, extreme or sudden change and peer pressure)
  49. 49. MANAGERIAL TECHNIQUES TO REDUCE RESISTANCE TO CHANGE
  50. 50. A-D-K-A-R
  51. 51. PROSCI’S CHANGE MANAGEMENT METHODOLOGY
  52. 52. LEARNING ACTIVITY 6  As a manager, describe how you can accelerate and guide employees through the change transition cycle to the most sophisticated/mature stage, i.e. commitment.  Apply the leadership roles in effectively managing change.  In your work environment, identify the five (5) foremost reasons why employees resist change. For each of these 5 reasons, describe the ways and means that you as a leader can use to break down these “walls of resistance”.  By referring to each of the 6 techniques to manage employee resistance to change, describe how you as a leader can apply these techniques in your working environment. Also indicate at which stage of the change process, each of these techniques is most appropriate.  Evaluate the merits and application and utility value of Prosci’s Change Management methodology to your organization. Is there a viable, feasible and sustainable business case for it’s implementation value at your organization. Justify your response.
  53. 53. SESSION 6: INFLUENCE AND CREDIBILITY
  54. 54. ARISTOTLE’S RHETORICAL TRIANGLE
  55. 55. BUILDING CREDIBILITY  The Credibility Formula as: Credibility = Integrity + Expertise.  Achieving a distinguishable level of follower faith and loyalty is certainly not an overnight occurrence and can be achieved only through openness; committed people investment and a proven scorecard of leadership and performance excellence.  Leader behaviour, actions and decisions congruent with reliability, fairness, consistency and transparency are instrumental values which can enhance follower perception of the leader’s reputation, standing and eventually, their willingness to follow and support that leader.
  56. 56. LEARNING ACTIVITY 7  Develop strategies for how you can expand your leadership influence in your organization.  Develop strategies for how you can increase your leadership credibility in your organization.
  57. 57. SESSION 7: TEAM LEADERSHIP
  58. 58. STAGES OF TEAM DEVELOPMENT
  59. 59. PERFORMANCE EQUATION
  60. 60. BENEFITS OF A MOTIVATED WORKFORCE  Quality performance  High levels of productivity (“a team member is a productive team member”)  High levels of commitment (to both the team and organization)  High levels of team cohesion
  61. 61. PERCEPTUAL GAP
  62. 62. TEAM LEADER MOTIVATION ACTIONS  Set specific goals for employees  Goals should be realistic and attainable  Job must suit the employee’s personality  Provide immediate feedback to employees on their performance  Rewards should be individualistic  Link rewards to performance  Honour the principle of internal equity (i.e. fairness for all employees)  Motivational theories should be regarded as cultural bound  Respect and recognise individual differences
  63. 63. RECOGNITION  40% of employees who do not meaningfully feel recognized will not go above and beyond their formal work responsibilities to get the job done. 86% of those who feel recognized will.  83% of employees cited recognition for contributions is more fulfilling than rewards and gifts.  Type of recognition matters – 68% favoured individual above team-based recognition; 88% found recognition from their managers as very/extremely motivating and 76% found praise from peers as very/extremely motivating.  Recognition strategies
  64. 64. PERFORMANCE MATRIX
  65. 65. LEARNING ACTIVITY 8  Identify your team’s stage of maturity. Describe the leadership strategies to graduate/sustain level 4: Performing.  Identify the motivators in your work team. Describe the leadership strategies to unlock optimal levels of motivation.  By referring to the Performance Matrix, describe the leadership strategies to optimize performance in your team.
  66. 66. SESSION 8: CONFLICT MANAGEMENT
  67. 67. FUNCTIONAL AND DYSFUNCTIONAL CONFLICT  Functional conflict leads to open discussion, a better understanding of differences, innovative solutions and greater commitment.  Functional conflict contributes to the achievement of organizational goals and enhances relationship-building.  Dysfunctional conflict tends be more focused on emotions than on the goal/task at hand known as affect conflict/interpersonal conflict, it is destructive when a solution is not reached, energy is diverted away from the core problem and morale is negatively affected.  Dysfunctional conflict is detrimental to relationships within the team and team performance.
  68. 68. OPTIMAL LEVELS OF CONFLICT
  69. 69. ADVANTAGES OF OPTIMAL LEVELS OF CONFLICT  Co-operation from team members  Improved performance and productivity  Reduced stress and preserved integrity  Solve problems as quickly as possible  Improved relationships and teamwork  Enhanced creativity  Increased staff morale
  70. 70. THE 4-STEP CONFLICT RESOLUTION PROCESS – THERAPEUTIC MODEL  Step 1: Identify sources of potential and actual conflict (DIAGNOSIS)  Step 2: Develop conflict resolution strategies/techniques (EXAMINATION)  Step 3: Apply conflict resolution strategies/techniques (REMEDY)  Step 4: Control and review the effectiveness of the conflict resolution strategy/technique (FOLLOW-UP)
  71. 71. STEP 1: DIAGNOSIS  Identify the sources/causes of conflict: Intra-personal Interpersonal Intra-group or Inter-group  The best approach to manage conflict effectively is to be proactive.
  72. 72. STEP 2: EXAMINATION  Develop conflict resolution strategies/techniques:  Shark (Competing)  Turtle (Avoiding)  Fox (Compromising)  Teddy-bear (Accommodating)  Owl (Collaborating)  There is no one best way to deal with conflict. It is dependent on the current situation as well as the team members involved in the conflict.  The golden rule is that managers should take prompt action in resolving conflict.  By failing to act, it may result in the conflict escalating beyond control and “spreading like a cancer” negatively affecting team performance and relationships.
  73. 73. CONFLICT RESOLUTION STYLES
  74. 74. STEP 3: REMEDY  Apply conflict resolution strategies/techniques  The key is to match strategies to situations  Influential considerations:  Time pressure  Issue importance  Relationship importance  Relative power
  75. 75. STEP 4: FOLLOW-UP  Managers will need to confirm whether this technique has adequately resolved the conflict.  In the event that this dysfunctional conflict persists, managers may have to resort to alternative (third party) strategies:  Mediation  Counseling  Organizational development (OD) interventions
  76. 76. CONFLICT MANAGEMENT GUIDING PRINCIPLES – TIPS AND TECHNIQUES
  77. 77. LEARNING ACTIVITY 9  Identify a current conflict situation in your work team. Apply the 4-step conflict resolution process, to find a solution for this conflict.  Develop a set of 10 best practice leadership guidelines for effectively managing conflict in your organization.  Present a summary of group discussion
  78. 78. CONCLUSION Key points Summary Questions
  79. 79. CONTACT DETAILS Charles Cotter  (+27) 84 562 9446  charlescot@polka.co.za  LinkedIn  Twitter: @Charles_Cotter  http://www.slideshare.net/CharlesCotter

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