A PowerPoint presentation detailing Tricordant's approach to Leadership Loading.

1. 07/04/2014 Leadership Loading 1
Leadership Loading

2. 07/04/2014 Leadership Loading
• The whole work leader has ‘Twelve tasks of whole leadership’ (see
‘Whole Work Leadership’ slides)
• We firstly adjust the emerging design of a whole work team for human
scale for its team members (see ‘Human Scale’ slides),
• We then need to check that the whole work leader’s role is also on a
human scale. We do this by checking the ‘Leadership Loading’.
2
Background to
Leadership Loading

3. 07/04/2014 Leadership Loading 3
The Leader
Is A Member
Of Two Teams & Mediates Between
Two Organisational Levels
Higher level
whole work
team.
Lower level
whole work
team.

4. 07/04/2014 Leadership Loading
Given proposed whole work structure
• The proposed design of the lower level whole work team (working
team level)
• The proposed design of the higher level whole work team
(management team level)
Given the inherent complexity
• Technical Complexity
• Social complexity
• Rate of Change
4
The Key Question
In these circumstances what size of whole
work team can the leader readily cope with?

5. 07/04/2014 Leadership Loading 5
Low Medium High
Score = 2 Score = 6 Score = 10
• Process complexity A whole work unit with a
simple, linear primary
process with one 'significant
event'
A whole work unit primary
process with one or two
significant events', a limited
number of channels and simple
feedback loops
A whole work unit with multiple
'significant events', an inter-
related, multi-channel primary
process with multiple feeedback
loops.
• Range of equipment used A small range of stable and
familiar equipment used
A range of moderately complex
equipment used in fairly
standard ways.
A wide variety of technically
complex equipment used in
different patterns
• Complexity of control
system
A simple paperwork or IT
system is used to control a
small variety of data
A paper work and/or tailored IT
system controls a set of local and
business level information flows.
A complex and specialist IT
system, supported by paperwork
systems, is used to control a wide
variety of inter-related local and
business level information flows.
• Regulatory complexity There is only a basic set of
legal regulatory
requirements.
There are standard external
regulatory and legal
requirements.
There are a complex set of external
regualtory and legal controls.
• Variety of job roles All team members have same
job role
Team has 2 or 3 different team
job roles
Team members have a wide
variety of different job role and
functions
• Geographical spread All work together in one
physical area
Spread over 2 or 3 areas or
locations
Spread over many areas and
locations or work as a virtual team
• Working hours alignment All work the same hours. The
leader attends occasional
planned business meetings
Some team members have
slightly different working hours.
The leader attends regular
planned business meetings.
The leader and the team members
work an variety of working hours
or shift arrangements. The leader
frequently attend irregular and
planned business metings.
• Stability of objectives and
plan
3 or less simple key
objectives set for up to a year
3 to 7 key objectves set that are
occasionally revised
A complex set of inter-related
objectives which frequently
change
• Stability of process and
structure
A stable primary process and
organisation structure
Moderate continuous
improvements to the primary
process and occasional step
changes to the process and
organisation structure
Frequent step changes to the
primary process and major
changes to the organisational
structure
• Stability of team membership Moderate to low labour
turnover within a year and
infrequent new team
members
Moderate labour turnover with
occasional leavers
Particularly high labour turnover
and frequent changes in team
membership
Totals /100 0 0
Leadership Loading Table
Higher Team
Leadership
Loading
Rate of Change
Social Complexity
Technical Complexity
Leadership Loading Table
Lower Team
Leadership
Loading

6. 07/04/2014 Leadership Loading 6
Lower Whole Work
Team Size +/- 20%
Lower Whole Work
Team Leadership
Loading
20 -39 40-59 60-79 80-100
20 -39 20 18 16 14
40-59 16 14 12 10
60 - 79 12 10 8 6
Higher Whole WorkTeam Leadership Loading
Team Size Capacity

7. 07/04/2014 Leadership Loading
2. Note the totals for each and
look up the ‘comfortable’ lower
whole work team size on the
‘Team Size Capacity’ table.
7
1. Fill in the leadership
loading table for both the
leader’s lower and higher
whole work teams.
Low Medium High
Score = 2 Score = 6 Score = 10
• Process complexity A whole work unit with a
simple, linear primary
process with one 'significant
event'
A whole work unit primary
process with one or two
significant events', a limited
number of channels and simple
feedback loops
A whole work unit with multiple
'significant events', an inter-
related, multi-channel primary
process with multiple feeedback
loops.
• Range of equipment used A small range of stable and
familiar equipment used
A range of moderately complex
equipment used in fairly
standard ways.
A wide variety of technically
complex equipment used in
different patterns
• Complexity of control
system
A simple paperwork or IT
system is used to control a
small variety of data
A paper work and/or tailored IT
system controls a set of local and
business level information flows.
A complex and specialist IT
system, supported by paperwork
systems, is used to control a wide
variety of inter-related local and
business level information flows.
• Regulatory complexity There is only a basic set of
legal regulatory
requirements.
There are standard external
regulatory and legal
requirements.
There are a complex set of external
regualtory and legal controls.
• Variety of job roles All team members have same
job role
Team has 2 or 3 different team
job roles
Team members have a wide
variety of different job role and
functions
• Geographical spread All work together in one
physical area
Spread over 2 or 3 areas or
locations
Spread over many areas and
locations or work as a virtual team
• Working hours alignment All work the same hours. The
leader attends occasional
planned business meetings
Some team members have
slightly different working hours.
The leader attends regular
planned business meetings.
The leader and the team members
work an variety of working hours
or shift arrangements. The leader
frequently attend irregular and
planned business metings.
• Stability of objectives and
plan
3 or less simple key
objectives set for up to a year
3 to 7 key objectves set that are
occasionally revised
A complex set of inter-related
objectives which frequently
change
• Stability of process and
structure
A stable primary process and
organisation structure
Moderate continuous
improvements to the primary
process and occasional step
changes to the process and
organisation structure
Frequent step changes to the
primary process and major
changes to the organisational
structure
• Stability of team membership Moderate to low labour
turnover within a year and
infrequent new team
members
Moderate labour turnover with
occasional leavers
Particularly high labour turnover
and frequent changes in team
membership
Totals /100 0 0
Leadership Loading Table
Higher Team
Leadership
Loading
Rate of Change
Social Complexity
Technical Complexity
Leadership Loading Table
Lower Team
Leadership
Loading
Lower Whole Work
Team Size +/- 20%
Lower Whole Work
Team Leadership
Loading
20 -39 40-59 60-79 80-100
20 -39 20 18 16 14
40-59 16 14 12 10
60 - 79 12 10 8 6
Higher Whole WorkTeam Leadership Loading
Team Size Capacity

8. 07/04/2014 Leadership Loading 8
Skill /
Will Adjustments
OK Team size + 20%
Team size – 20% OK
High will
Low will
Low skill High skill