An updated view on the 4E's Framework, Distributed Leadership, and how they are both fundamentally important to High Performance in today's connected world

1. distributed
leadership
&
high performance
mick yates
www.leader-values.com
visiting professor, University of Leeds
© mick yates 2012 page
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2. high performance organizations
• best in class results
• motivated people
• congruent values
• clear strategic choices … and goals
• decisions driven by real insight
• sustained, superior value to customers
• sustained, superior value to all stakeholders
• continuous innovation
• leadership bench strength
© mick yates 2012 page
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3. • best in class results
• motivated people
• congruent values
•
•
shared
clear strategic choices … and goals
decisions driven by real insight
•
•
values
sustained, superior value to customers
sustained, superior value to all stakeholders
• continuous innovation
• leadership bench strength
© mick yates 2012 page
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4. • best in class results
• motivated people
• congruent values
•
•
shared
clear strategic choices … and goals
decisions driven by real insight
•
•
vision
sustained, superior value to customers
sustained, superior value to all stakeholders
• continuous innovation
• leadership bench strength
© mick yates 2012 page
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5. “vision without execution
is hallucination”
Thomas A. Edison
© mick yates 2012 page
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6. • best in class results
• motivated people
• congruent values
•
•
distributed
clear strategic choices … and goals
decisions driven by real insight
•
•
leadership
sustained, superior value to customers
sustained, superior value to all stakeholders
• continuous innovation
• leadership bench strength
© mick yates 2012 page
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7. leadership
© mick yates 2012 page
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8. heroic leadership …
© mick yates 2012 page
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9. • 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 2012 page
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12. ENERGIZE
Individual
Success
Training EMPOWER
&
Rewards
Processes ENABLE
&
Structures
ENVISION
Values &
Culture
Commun-
Mission Strategies Tactics
Measures icate
& Goals & Changes & Tools
& Correct
© mick yates 2012 page
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13. team
trust
ENERGIZE
Individual
Success
Training EMPOWER
&
Rewards
Processes ENABLE
&
Structures
ENVISION
Values &
Culture
Commun-
personal
Mission Strategies Tactics
Measures icate
& Goals & Changes & Tools
& Correct
courage
© mick yates 2012 page
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15. Envision: create & communicate an
innovative & winning strategy
• the mission
• our strategic choices
• our numerical goals
• the time frame to achieve our goals
• our competitive advantages and competencies
• our challenges
• our next twelve months priorities
© mick yates 2012 page
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16. 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
© mick yates 2012 page
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17. Enable: identify & use appropriate
tools, processes, people &
• the right tools
structures
• 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
© mick yates 2012 page
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18. Energize: consistent personal
leadership
• I am open with both praise and constructive criticism
• I make decisions in a timely manner
• I thrive in uncertain circumstances
• I appreciate the value of diversity
• I feel optimistic about the future
• I provide clear and consistent communication at all levels
• I provide timely feedback on changes to the plan
• the team helps each other constructively deal with
difference
• everyone in the team supports the final decisions
© mick yates 2012 page
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19. ENVISION ENABLE EMPOWER
"THE COLLECTIVE "THE COLLECTIVE
WHAT" HOW"
ENERGIZE
"THE INDIVIDUAL
WHY"
© mick yates 2012 page
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20. 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 2012 page
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21. high performance
organizations
© mick yates 2012 page
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25. “all organizations are perfectly designed to get the results
they get”
BUSINESS BUSINESS
SITUATION RESULTS
BUSINESS CULTURE
STRATEGY
david p. hanna 1988
© mick yates 2012 page
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26. high performance organizations:
questions
• Situation: what business needs are satisfied?
• Results: are the business results satisfactory?
• Culture: which work behaviours critically impact results?
• Strategy: are the choices clear & the goals appropriate?
• Values: which values and assumptions are controlling?
© mick yates 2012 page
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27. “all organizations are perfectly designed to get the results
they get”
BUSINESS BUSINESS
SITUATION RESULTS
BUSINESS CULTURE
STRATEG
Y
david p. hanna 1988
© mick yates 2012 page
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28. high performance organizations:
questions
• Structure: encourages the right people to work on the
right tasks?
• Tasks: do they clearly lead to achieving the strategic
goals?
• People: does everyone have the appropriate skills?
• Information: is the right insight available?
• Decision Making: reflecting great insight and bias for
action?
• Rewards: desired behaviors rewarded – undesired
“punished”?
© mick yates 2012 page
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29. distributed leadership
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31. leadership is an emergent property
of a network of interacting
individuals
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33. distributed leadership is built on common tasks and
shared values in a networked organization
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34. networks of trust
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37. six degrees of separation
…
… three degrees of
influence
© mick yates 2012 page
2010
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40. 1. Purpose
effective Networks have a clear
business / organizational
purpose which must be pre-
defined
outputs must be both useful and
measurable
© mick yates 2012 page
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41. 2. Member identity
skills, knowledge, motivations,
problems, geographic location, time
linkages, goals and beliefs
demands data based
understanding and
communication
© mick yates 2012 page
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42. 3. Actionability
something new and innovative
actually happens as a result of
the Network’s existence …
… a corollary is that links in the
Network must have practical
value in real interactions
© mick yates 2012 page
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44. 4. Searchability
to answer real world questions
Informational … best Thai restaurants?
Intellectual … learn from research?
Actionable … better sales results?
relational … team works better?
Judgmental … decide right actions?
contextual … balance risks?
© mick yates 2012 page
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45. 5. Network trustworthiness
depends on
- identity of individuals and their
authority
- the actionability of their links
© mick yates 2012 page
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46. loose-tight innovation
© mick yates 2012 page
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48. push
• resources = they sell a brand to you
• scale & efficiency = they choose
• optimization = they control
• media = they push to you
• work = they find you
© mick yates 2012 page
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50. pull
• resources = you access and attract
• scale & efficiency = you decide
• optimization = you define the
trajectory
• media = you choose
• work = you choose
© mick yates 2012 page
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51. personal & social
© mick yates 2012 page
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52. strategic choices
© mick yates 2012 page
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54. OBJECTIVES STRATEGIES MEASURES
(& tactics) (& owners)
WORDS CHOICE 1 - WORDS NUMBERS & DATES
GOALS CHOICE 2 – WORDS NUMBERS & DATES
NUMBERS CHOICE 3 - WORDS NUMBERS & DATES
© mick yates 2012 page
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56. leading a global
enterprise
© mick yates 2012 page
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57. distributed loose-tight
leadership innovation
networks strategic
of trust choices
© mick yates 2012 page
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58. distributed leadership
envision enable empower energize
common values roles & training & “action learning”
common purpose responsibilities development minimum layering
integrate paradoxes decision processes delegation of authority
knowledge sharing success models reward innovation encourage change
networks of innovation local innovation technology
collective purpose searchability communities of actionability
member identities excellence
global / local common systems integrated goal setting communication
knowledge common work- feedback systems facilitate
customer culture “walk the talk”
understanding
technology impact
© mick yates 2012 page
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59. loose-tight innovation
envision enable empower energize
common values roles & training & “action learning”
common purpose responsibilities development minimum layering
integrate paradoxes decision processes delegation of authority
knowledge sharing success models reward innovation encourage change
networks of innovation local innovation technology
collective purpose searchability communities of actionability
member identities excellence
global / local common systems integrated goal setting communication
knowledge common work- feedback systems facilitate
customer culture “walk the talk”
understanding
technology impact
© mick yates 2012 page
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60. networks of trust
envision enable empower energize
common values roles & training & “action learning”
common purpose responsibilities development minimum layering
integrate paradoxes decision processes delegation of authority
knowledge sharing success models reward innovation encourage change
networks of innovation local innovation technology
collective purpose searchability communities of actionability
member identities excellence
global / local common systems integrated goal setting communication
knowledge common work- feedback systems facilitate
customer culture “walk the talk”
understanding
technology impact
© mick yates 2012 page
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61. strategic choices
envision enable empower energize
common values roles & training & “action learning”
common purpose responsibilities development minimum layering
integrate paradoxes decision processes delegation of authority
knowledge sharing success models reward innovation encourage change
networks of innovation local innovation technology
collective purpose searchability communities of actionability
member identities excellence
global / local common systems integrated goal setting communication
knowledge common work- feedback systems facilitate
customer culture “walk the talk”
understanding OGSM
technology impact
© mick yates 2012 page
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62. leading a global enterprise
envision enable empower energize
common values roles & training & “action learning”
common purpose responsibilities development minimum layering
integrate paradoxes decision processes delegation of authority
knowledge sharing success models reward innovation encourage change
networks of innovation local innovation technology
collective purpose searchability communities of actionability
member identities excellence
global / local common systems integrated goal setting communication
knowledge common work- feedback systems facilitate
customer culture “walk the talk”
understanding OGSM
technology impact
© mick yates 2012 page
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63. www.leader-values.com
© mick yates 2012 page
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64. distributed
leadership
&
high performance
mick yates
www.leader-values.com
visiting professor, University of Leeds
© mick yates 2012 page
64