1c leaders engage with external stakeholders

1c Leaders engage with external

http://www.flickr.com/photos/silkegb/3995479010/sizes/o/

stakeholders

What we have learnt.• Overview of the EFQM Model

to be applied for HR-• Criteria 1

• Tasks/Roles of LeadersDepartments

• Criteria 3• People Approaches

• Criteria 5

• Leaders drive the vision• Various Theories, Types, Traits

about Leadership• Process of coordinator, owner and

• Criteria 5• HR Process Management

• Criteria 4e• Learning Organization

manager• Regular BSC review• Assessor/ auditor

g g• People, Places and Objects

Approach• Intercultural Management by

LixiuLixiu• Criteria 7

• People’s Perception measures• People’s Performance Indicators

International Human Resources Management,Dr. Jörg Klukas

The EFQM excellence modelQ

Enablers Results

People

Leadership

People

Policy andStrategy Processes

People Results

CustomerResults

KeyPerformancep Strategy

Partnerships& Resources

Processes Results

SocietyResults

Results

Innovation and Learning

International Human Resources Management, Dr. Jörg Klukas 3

The EFQM excellence modelQ

Leadership

People

Strateg Processes

People Results

Customer Key Performance 1 L d hiLeadership Strategy

Partnership& Resources

Processes Results

Society Results

PerformanceResults 1. Leadership

a. Leaders develop the Mission, Vision, Values and ethics and act as role model

b. Leaders define, monitor, review and drive the improvement of the organization’s management system and performance

c. Leaders engage with external stakeholders

d Leaders reinforce a culture of excellence with the organization’s peopled. Leaders reinforce a culture of excellence with the organization s people

e. Leaders ensure that the organization is flexible, and managers change effectively


The EFQM excellence model – PeopleQ p

1 L d ith t l t k h ldIn practice, excellent organizations:• Know who their different external stakeholder groups are and

1c Leaders engage with external stakeholders.

APPROACHESg pdevelop approaches to understand, anticipate and respond to their different needs and expectations.

• Establish approaches to engage partners, customers and i t i i id d i i

Leaders manage external stakeholders

society in generating ideas and innovation.

• Use innovation to enhance their organization's reputation and image and attract new customers, partners and talent.

Corporate Social Responsibility

• Identify strategic and operational partnerships based on organizational and strategic needs, complementary strengths and capabilities

• Ensure transparency of reporting to key stakeholders

Direct Influence Methods

Leaders manage Shareholder • Ensure transparency of reporting to key stakeholders, including appropriate governance bodies, in line with their expectations.

gby Strategy (2)

Leaders manage Partners (4a)

1C LEADERS ENGAGE 1C LEADERS ENGAGE WITH EXTERNAL STAKEHOLDERSSTAKEHOLDERS


4 Tasks of Leaders4 types of actions are performed by leaders: Strategic leadership includes the alignment of the organization towards a long-term goal. Operational leadership means the day-to-day interaction with all stakeholders. Process leadership represents the responsibility for continuous improvements. Leadership of change realizes break-through improvements to redesign the organization.

OperationalLeadership 1c/d

Strategic Leadership 1a

people

ss

ship

• Process Coordinator, Process OwnerProcess Manager

p e • Member of Management Review

VisionaryVisionaryEnablerEnabler

Proc

esLe

ader

s1b

g• Leader of Improvement Team• Assessor / Auditor (EFQM, Bootstrap/SPICE)

Lead

ersh

iof

Cha

nge

1e

g• Responsible for Strategic Initiatives• Manger of Innovations; Member of Disruptive

Innovation Decision Teams; Leader/Member of Focus Innovations

experiences

Role ModelRole Model

• Leading employees• Account Manager• Partner Manager• Responsible for Cultural Activities,

Educational Institutions,Governmental Relationships

• Set challenging goals, create belief and commitment to these goals, involving people at all company levels, stick with the challenging goals, focus on it and execute

• by Offsites, Management Meetings,


BU/Account Reviews, Strategy Mapping, BSC

Changing world. New Requirements for Leaders to manage their Stakeholders.g

Industrial Age at the End:“Provider Power”,

t t f k t

Knowledge Age is coming:“Customer Power”,

t titi i di id li d d dstart of mass markets,Taylorism as superior working model

strong competition, individualized demand,decentralized and adoptable models establish

Features and leadership skills:

Dyn

amis

md

flexi

bilit

y

Features and leadership skills:• Discontinuous changes agile management• Short life-cycles drive disruptive innovation• Ongoing price reduction foster operational excellence• Customer as designer role model for customer service

D and

Features:• Incremental change• Long life-cycles• Stable prices

C i

• Picky Employees define great place to work• Transparency and society awareness social behavior,

sustainability

• Customers as receiver• Picky employers• “Managed” results


1890 1980 1990 2000 2010 2020 2030

Roles of Leaders in managing their stakeholders

T k

Values, expectations,Interests, needsShareholder

TaskProducts/Services

Processes

Values, expectations,Interests, needs

Employee Leader

Supplier/Partner CustomerEmployee Leader

Relation

PartnerValues, expectations,

Interests, needs


Organization

S i Values expectations


Society Values, expectations,Interests, needs

Leaders are strategic partners of their customersLeaders acquire new customers and manage existing customerscustomers

– Acquisition + Account-Manager (Key Account Manager)– Top Account Review

– Escalation, Customer-Feedback-Management– Customer Survey– Project Review

Build up knowledge about Customer needs and expectations

Focus on creating value for customer

Increase customer loyalty

Map customer structure to organizational structure


Map customer structure to organizational structure; example for Big Projects; p g j

General ManagerGeneral Manager

General ManagerGeneral Manager

Steering Board

Department Leader

Department Leader

Department Leader

Department Leader

Escalation Board

P j t Project LeaderProject Leader

Project LeaderProject Leader

Project Manager

Team

Internal

Project TeamProject Team Project TeamProject TeamInternal

and external Project Team


Customer Organization

Interaction Level with Customers

Th t i t b ildi d i t i i l t i / i l ti hiThe customer is a partner building and maintaining long-term, win/win relationships

The customer is a co-designer developing services together with the customer

The customer informs surveying the customer`s opinion

The customer is considered taking on the customer`s perspective

The customer is a receiver producing an selling products and services

Source: IAO Study, 2003

How does the company see the customer? What are the company`s tasks?

International Human Resources Management, Dr. Jörg Klukas

12


T k



Processes


Employee Leader


Relation


Interests, needs


Organization




Leaders manage their shareholders (2a-d)( )Leaders report to shareholder and manage their resultsresults

– Strategy and Planning– Medium-term planning, budget-planning and review

f – Balance Scorecard, Agreement of Corporate Targets (Management by Objectives)

– Business Unit Review– Management Review



T k



Processes


Employee Leader


Relation


Interests, needs


Organization




Leaders develop a network of win-win partnerships and suppliers (4a)p p pp ( )Make-or-Buy, Know-How, Learning, Bundeling-of-Competence are only some examples for strategicCompetence are only some examples for strategicpartnerships

– Manage strategic business partners (bundling productsf t )for same customers)

– Evaluate and provide feedback for classical suppliers– Network with educational partners (universities, schools)– Learn&Improve with quality partners (Benchlearning

circles, EFQM)



T k



Processes


Employee Leader


Relation


Interests, needs


Organization




Leaders represent Corporate Social Responsibility (CSR)p y ( )Leaders take social responsibility by

Using the results of their business to support the – Using the results of their business to support the development of the society

– Sponsoring of computers for educational institutions– Providing webpages for elderly people (barrier free internet)– Providing webpages for elderly people (barrier free internet)– Provide produced medicine for poor contries– …

Prevent society from any harm pollution etc generated – Prevent society from any harm, pollution, etc. generated by the business

– Environmental and sustainability aspectsGreen IT cool silicon etc– Green IT, cool silicon, etc.


Drivers for CSR


INFLUENCE MODEL OF INFLUENCE MODEL OF LEADERSHIP


Ways to influencey

Leader

Leading by structure and systems

Leading by vision, corporate values and HR

policy

Processes, Objectives and Rewards

Vision, corporate culture, shared values and norms

Go ernance b

Direct Influence

Follower, Peer, Partner, Superior…

Governance by objectives, rules and

rewardsGovernance by

sozialization

Self-Governance byExtra-organizational

socializations or teams


socializations or teams

Leaders Toolset of Direct Influence

Cause Criticism(Observable)

EmotionsEmotions(Unobservable)

ConflictValues, expectations,

Interests, needsValues, expectations,

Interests, needs

Conflict


Sender Receiver

Direct Influence – CriticismTalk about objectives, not about emotions.j ,

Cause Criticism(Observable)

• Sender and receiver exchange information on an objective level

Emotions

objective level. • In an ideal situation, the

emotional level is not a topic.

• The foundation is an agreed Emotions

(Unobservable)standard that is assessed by both parties.

• In this situation the cause is only described, not evaluated

Values, expectations,interests, needs


evaluated.


Sender Receiver

Basics of CriticismDo it objectively, positively and encouraging.j y, p y g g

• If there is not a reasonable deviation of an agreed objective or standard criticism must be agreed objective or standard, criticism must be replaced by a personal feedback

• Phases of a criticism• Invitation• Introduction• Describing the factsDescribing the facts• Listen to follower; reflecting the facts• Agreement on objective/standard

A i ti• Apreciation


Direct Influence – FeedbackTalk about emotions of only the sender.y

Cause

• There is no need for an agreed objective or standard

• The sender describes the (Observable) cause and his/her interests,

expectations, values and/or needs

• The sender is using “I”-messages

Emotions

messages

Emotions(Unobservable)




Sender Receiver

Rules of FeedbackFeedback Sender has the responsibility for the feedbackFeedback Sender has the responsibility for the feedback

Feedback Sender1 Describe perception

Feedback Receiver1 Signal Thank you“ for1. Describe perception

2. Evaluate subjectively(interests, values,

1. Signal „Thank you forsharing personal view

2. Compare self-( , ,needs, expectations)

3. Ask for change

pperception with theperception of the other

3 Ad t ith t lf3. Adopt without self-abandonment (Selbst-Aufgabe)


Direct Influence – ConflictExchange opinions on an emotional level.g p

Cause • Sender and receiver are (Observable) situated at an emotional level

• Different values, expectations, interests and/or needs are confronted within such a talk

Emotions

such a talk• If no one of the parties is

willing to move on an objective and cause level, the conflict cant be solved

Emotions(Unobservable)

ConflictValues, expectations,

interests, needsValues, expectations,

interests, needs

Conflict


Sender Receiver

Conflict is a problem when it:p

Hampers productivity.

Lowers moraleLowers morale.

Causes inappropriate b h i

Causes more and continued

behaviors.

conflicts.

International Human Resources Management, Dr. Jörg Klukas

Conflict styles

Competing Collaborating

y

ASSERTIVENESSF d

• Zero-sum orientation• Win/lose power struggle

•Leader directs to win

Collaborating• Expand range of possible options

• Achieve win/win outcomes•Leader cooperates to find win/win

solution

CompromisingFocus on my needs,desired outcomes

and agenda

Avoiding Accommodating

p g• Minimally acceptable to all • Relationships undamaged

•Leader finds middle ground

Avoiding• Withdraw from the situation

• Maintain neutrality•Leader delays decision making

Accommodating• Accede to the other party

• Maintain harmony•Leader yields

COOPERATIVENESSFocus on others’ needs and mutual relationships

Source: www.kilmann.com/conflict.html (Bonnie Burrell, 2001)

Types of managerial actions that cause conflicts


Direct Influence – ConvinceSender explains benefits for the receiver.p

Cause(Observable)

Emotions • Nobody is easily changing Emotions(Unobservable)

his/her opinion, by hearing a senders arguments

• In order to convince, it is necessary to address the values expectations



values, expectations, interests and needs of the receiver in order to express the benefits on an emotional level


Sender Receiver

Negotiation based on interestsg

1. Argue on the cause level (separate man and problem)

2. Balance Interests (Why questions show different interests)

3. Present proof of concept(show objective criteria)

5 Principles Harvard-Concept (show objective criteria)

4. Find options(collect possible solutions)

(Win-Win Approach)

5. Alternative(the best alternative does not represent a pro nor a contra to the negotiation partner)


p )

Process of negotiationg

• Identify interests, expectations, d d l f h hneeds and values of the other

• Set up your options and your Best-Alternative to Non-Agreement (BATNA)(BATNA)

• Present facts at the cause level supporting your options

• Bargain by asking details, addressing the emotional level of the other and providing concessions,

l i i thi t namely giving up something to achieve something else

• Achieve agreement


Contact me!Dr. Jörg Klukas• XING: https://www xing com/profile/Joerg KlukasXING: https://www.xing.com/profile/Joerg_Klukas• Facebook: http://www.facebook.com/home.php?#!/joerg.klukas• Slideshare: http://www.slideshare.net/pludoni• Twitter: http://twitter com/pludoniTwitter: http://twitter.com/pludoni• Email: [email protected]
