3d - inspirational leadership - robina chatham

27
Making a Making a differen differen ce ce Inspirational Leadership

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Speaker at CFG's Annual Conference 2012

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Page 1: 3D - Inspirational Leadership - Robina Chatham

Making aMaking adifferencdifferenc

ee

InspirationalLeadership

Page 2: 3D - Inspirational Leadership - Robina Chatham

Making aMaking adifferencdifferenc

ee

Transforming business thinking

Contributeto business

thinking

Programme delivery

Service delivery

Competitiveadvantage

Business benefit

New needs

Day to day needs

Licence to decide

Licence to exist

ROLEROLERELATIONSHIPRELATIONSHIP

Transactional

Collaborative

Member ofinner sanctum

Licence to influence

Licence to thrive

Partnership

IT maslow

Page 3: 3D - Inspirational Leadership - Robina Chatham

Making aMaking adifferencdifferenc

ee

Transforming business thinking

Contributeto business

thinking

Programme delivery

Service delivery

Traditional management

Searching for the right answer

Focus on the present

Viewed as a cost centre

Traditional management

Searching for the right answer

Focus on the present

Viewed as a cost centre

Licence to decide

Licence to exist

Licence to influence

Licence to thrive

Two different sets of capability

Transformational leadership

Asking the right questions

Focus on the future

Viewed as an enabler

Transformational leadership

Asking the right questions

Focus on the future

Viewed as an enabler

Page 4: 3D - Inspirational Leadership - Robina Chatham

Making aMaking adifferencdifferenc

ee

Transforming business thinking

Contributeto business

thinking

Programme delivery

Service delivery

Licence to decide

Licence to exist

Licence to influence

Licence to thrive

Two different sets of capability

Avoiding damage to

your reputation

Avoiding damage to

your reputation

Building your

reputation

Building your

reputation

Page 5: 3D - Inspirational Leadership - Robina Chatham

Making aMaking adifferencdifferenc

eeWe are very good at the

bottom two

Devise and execute change initiatives to create tomorrow

Manage today’s on-going business operation

De

liv

era

ble

fo

cu

ss

ed

Va

lue

foc

us

se

d

Fo

rma

lly

pla

nn

ed

Oft

en

an

ad

ve

ntu

re

Lit

tle

co

ord

ina

tio

nH

igh

lyc

oo

rdin

ate

d

Po

orl

yre

so

urc

ed

Th

ou

gh

tfu

lly

res

ou

rce

d

Lit

tle

le

arn

ing

Fo

rma

lle

arn

ing

Page 6: 3D - Inspirational Leadership - Robina Chatham

Making aMaking adifferencdifferenc

ee

Tomorrow gives at the expense of…

…Managing today’s on-going business operation

We are very poor at thetop two

Page 7: 3D - Inspirational Leadership - Robina Chatham

Making aMaking adifferencdifferenc

eeIn search of a solution

CEO researchCEO researchThree key findingsThree key findings

Page 8: 3D - Inspirational Leadership - Robina Chatham

Making aMaking adifferencdifferenc

ee

Key finding number: 1

They wereThey werepolitically astutepolitically astute

Page 9: 3D - Inspirational Leadership - Robina Chatham

Making aMaking adifferencdifferenc

eeAt a meeting...

What percentageWhat percentageof the dialogue isof the dialogue is

objective?objective?

Page 10: 3D - Inspirational Leadership - Robina Chatham

Making aMaking adifferencdifferenc

eeHow decisions are made?

2 – 3%2 – 3%based on Facts!

97 – 98%97 – 98%

based on OpinionsPerceptionsInterpretations

BeliefsAspirations

Assumptions

Research into 10 major organizations including IBM

Page 11: 3D - Inspirational Leadership - Robina Chatham

Making aMaking adifferencdifferenc

eeCorporate politics

What do the words mean to you?What do the words mean to you?

Page 12: 3D - Inspirational Leadership - Robina Chatham

Making aMaking adifferencdifferenc

ee

Doing dealsDoing deals

Getting one overGetting one over

Scoring pointsScoring points

Secrecy and subterfugeSecrecy and subterfuge

Mafiosi tacticsMafiosi tactics

Win-loseWin-lose

Doing dealsDoing deals

Getting one overGetting one over

Scoring pointsScoring points

Secrecy and subterfugeSecrecy and subterfuge

Mafiosi tacticsMafiosi tactics

Win-loseWin-lose

What politics are often What politics are often construed as:construed as:

Page 13: 3D - Inspirational Leadership - Robina Chatham

Making aMaking adifferencdifferenc

ee

InfluenceInfluence

CollaborationCollaboration

Building relationshipsBuilding relationships

Openness and honestyOpenness and honesty

StreetwiseStreetwise

Win-winWin-win

InfluenceInfluence

CollaborationCollaboration

Building relationshipsBuilding relationships

Openness and honestyOpenness and honesty

StreetwiseStreetwise

Win-winWin-win

What politics are also about?What politics are also about?

Page 14: 3D - Inspirational Leadership - Robina Chatham

Making aMaking adifferencdifferenc

ee

Understanding the external world:Understanding the external world:

• Decision-making processes• Overt and covert agendas• Bases of power• Own locus of influence• Culture, style• ‘Politics’

Managing the external world:Managing the external world:

• Acting with integrity• Avoiding psychological game-playing• Accepting self and others for what they are• Win-win strategies for conflict management

From political unawareness toFrom political unawareness topolitical awarenesspolitical awareness

From psychological game-playing to acting with integrityFrom psychological game-playing to acting with integrity

Leaders who have attained long term success

Page 15: 3D - Inspirational Leadership - Robina Chatham

Making aMaking adifferencdifferenc

eeThe concept of ‘dolphinism’

Psychological game playingPsychological game playing Acting with integrityActing with integrity

Po

litic

ally

aw

are

Po

litic

ally

aw

are

Po

litic

ally

un

awar

eP

olit

ical

ly u

naw

are

Page 16: 3D - Inspirational Leadership - Robina Chatham

Making aMaking adifferencdifferenc

ee

Recognizes and exploits weaknesses inothersSelf-centred behaviourCharming veneerInsecure but well defendedLikes games involving winners and losersManipulative

Takes account of other people personallyExcellent listener and aware of others’ viewpointsNon-defensive: open and shares informationCreative and imaginativeLikes and engineers win-win situations Ethical

Not tuned into grapevine: blocked antennae Conspiring with the powerless Emotionally illiterate Sees things in black and white Not recognizing when fighting a losing battle Unprincipled

Wide eyed simplicityBelieves you are right if you are in authorityBelieves in sticking to the rules, “there is a right answer”Too busy to networkDoesn’t know how to build coalitions/alliancesPrincipled

CLEVERCLEVER

INEPTINEPT

WISEWISE

INNOCENTINNOCENT

The four behaviour sets

Page 17: 3D - Inspirational Leadership - Robina Chatham

Making aMaking adifferencdifferenc

ee

Page 18: 3D - Inspirational Leadership - Robina Chatham

Making aMaking adifferencdifferenc

ee

Key finding number: 2

They operatedThey operatedabove the wavy lineabove the wavy line

Page 19: 3D - Inspirational Leadership - Robina Chatham

Making aMaking adifferencdifferenc

ee

It is better to ask forforgiveness…

Areaof

discretion

• no rules• exposed• visible• vulnerable• value-based decisions

• safety

• rules - standards, procedures, controls

• right answers - based on:• experience• culture• strategy, tactics

Area of Area of prescriptionprescription

• ambiguity, uncertainty and complexity

• comfort zone

…than to seek permission

Page 20: 3D - Inspirational Leadership - Robina Chatham

Making aMaking adifferencdifferenc

eeIn essence…

Areaof

discretion

• Asking the right questions

Area of Area of prescriptionprescription

• Searching for the right answer

Page 21: 3D - Inspirational Leadership - Robina Chatham

Making aMaking adifferencdifferenc

ee

Key findingnumber: 3

They had high EQThey had high EQin support of high IQin support of high IQ

Page 22: 3D - Inspirational Leadership - Robina Chatham

Making aMaking adifferencdifferenc

eeThe concept of EQ

In 1995 Daniel goleman popularized the concept of Emotional Intelligence or EQ (Emotional Quotient) for short

It describes an ability to understand, connect with and motivate people

Goleman concluded that:• A high IQ will open doors to your chosen profession • However once you are in that profession, EQ emerges as a much stronger predictor

of who will be most successful

Because it is how we handle ourselves in our relationships that determines how well we do once we are in a given job

Page 23: 3D - Inspirational Leadership - Robina Chatham

Making aMaking adifferencdifferenc

eeThe five key dimensions of EQ

Motivating

selfSocial

skill

Empathy towards

others

Managing own

emotions

Understanding

self

Page 24: 3D - Inspirational Leadership - Robina Chatham

Making aMaking adifferencdifferenc

ee

IntegrityTo engender trust & loyalty

Courage To take risks & make bold decisions based

on “gut” instinct

Empathy To exercise consideration, sensitivity & compassion to

your dealings with others

Passion To inspire, motivate & influence others

Vision To envision the

future

In conclusion – 5 key attributes...

Page 25: 3D - Inspirational Leadership - Robina Chatham

Making aMaking adifferencdifferenc

ee

Communicate

Innovate

Network

Time to Direction

Buy-inBuy-in

Vision Vision

Bou

ndar

ysp

anni

ng

Bou

ndar

ysp

anni

ng

Commitment

Commitment

...and three killer capabilities

Urgency

Page 26: 3D - Inspirational Leadership - Robina Chatham

Making aMaking adifferencdifferenc

ee

Innovation thrives best across boundaries

Boundary spanning is a critical pre-requisite of organisational innovation

Innovation hotspots will atrophy without boundary spannersInnovation hotspots will atrophy without boundary spanners

Within the group Outside the group

Acquaintances

& associates

(weak ties)

Close friends &

solid relationships

(strong ties)

Extent of Boundary Spanning

Dep

th o

f R

elat

ion

ship

Hot Spots

Innovation through novel combinations

Innovation through novel combinations

Exploration through

synthesis

Exploration through

synthesisExploration

through shared expertise

Exploration through shared

expertise

Page 27: 3D - Inspirational Leadership - Robina Chatham

Making aMaking adifferencdifferenc

ee

Thank you and any questions?

Dr Robina [email protected]

01234 765103