cultivate leadership model

CultivateTalent

© Cultivate Talent 201416 April, 20141

Cultivate Talent

Leadership Deck

Choosing to Lead

in the Age of Authenticity

CultivateTalent


CultivateTalent


Empowered employees have given rise to a new era . . .

Age of autocracy

Move from agrarian to industrial economy.

Leadership about positional power and authority

Age of democracy

Post-war globalisationand the birth of the multinational.

Leadership about traits and hierarchical control

Age of the superhero

Consumer choice and the rise of global branding.

Leadership about identity and charisma

Age of authenticity

The flat, lean consumer economy and a workforce with choice.

Leadership about inclusion, autonomy, and releasing potential

1900 201019901960

CultivateTalent


Leadership predicts culture, predicts results

Employees interact with each other – ‘nodes’

Your employees touch the customer

Your leadership interacts with employees

Information & feedback in & out

Emergent culture and behaviour = customer results

Positive & Negative orientation

Leadership: how behaviour gets driven

CultivateTalent


Systems of leadership need reinvention

Top down, authoritarian Systemic, autonomising

Employees• Policies drive activity

Employees• Purpose and meaning drives activity

Management• Fixed structures become rigid

Management• Balances change, innovation & resources

Processes• Highly designed, non-discretionary

Processes• Carry discretion and become adaptive

Leadership• Control delivers compliance

Leadership• Delivers ‘freedom in a framework’

HR• Measures what, not how

HR• Drives culture by measuring what and how

CultivateTalent


But we are aiming at a moving, static target

Personal Traits

& Charisma

Technical

Function

Appointed Authority

Values & Beliefs

Competence

Networks

Leadership needs have changed, but the characteristics of great leading have not.

Yet many CEOs still ask: ‘Where are all my leaders?’

It may come down to something simpler…

CultivateTalent


Leading in business today

What CEOs ask for:

Transformational Ability

• Leadership of business transformation and change

• Inspiration and motivation to achieve employee engagement

• Innovation and ideas generation

• Development of new leaders

Transactional Ability• Management of performance

• High technical competence

• Course correction & control

This is a performance development agenda requiring engagement

What CEOs get 19/20 times:

Transformational Result

• No time to deal with change or development of others – the ‘doing’ mentality

• Fear of standing out

• Inability to reconcile competing agendas or break silos

Transactional Result:• High technical competence

• Deeper complexity and process

• Driving stretch goals

• Compliance & control

This is a performance management agenda only requiring authority

CultivateTalent


1 in 20 individuals make the choice to lead

• Research shows leadership is a personal choice

• Occurs mostly in individuals (not just managers) who have thought deeply about their personal values and direction

• Is rarely rooted in technical competence

• Is rarely driven by desire for remuneration

1. The Choice to Lead

4. Lead Others

3. Leadership Skill

2. Lead Myself

CultivateTalent


Implications

• In your business’ system, it is likely that only 1:20 appointed managers have transformational leadership capability (some studies say 1:100)

– Change requires transformational leadership

– Sheep-dip leadership learning will only work on 1 in 20 individuals

• Development could be targeted at those with appetite for leading. This might include emergent and informal leaders as much as traditional layers of managers

• This ratio does not transform at Executive level. Incidence goes from 1:20 to 1:10. Therefore, on average, only 1 person on your Board will have transformational leadership capability

Do I want to lead?

CultivateTalent


Effective leadership now needs to be systemic and person-centred

4. Develop NetworksPeople do things with people, not structures or functions

3. Build TrustIndividuals & teams need inspirational, values driven, relational leadership

2. Give AutonomyYour workforce is socially

networked, informed, aspirational, and has choice

1. Lead PurposeChange is permanent;

meaning and engagement get results

Age of

Authenticity

CultivateTalent


…with ‘freedom in a framework’

CultivateTalent


Areas of work in leadership

1. Design of Learning

Frameworks

3. Bespoke Leadership

Development

2. Identification of Leadership

Talent

4. Executive Coaching &

Applied Learning

Apply learning theory & neuroscience to how your business actually works; design contextually driven learning architecture

Design ongoing interventions that measure impact in the business and effect of leadership change

Work with business need to identify critical talent and leadership readiness (including existing appointed leaders)

Tailor development need over time

to those selected

CultivateTalent


The leadership journey

• Leading is difficult. Am I ready to put my head above the parapet?

• Am I committed to leading? Do I believe in myself enough to sustain it?

• Do I have something I want to do that requires leadership? What is it I serve?

• Leading is difficult. Am I ready to put my head above the parapet?

• Am I committed to leading? Do I believe in myself enough to sustain it?

• Do I have something I want to do that requires leadership? What is it I serve?

1. The Choice to Lead = the decision to stand out

• Build my self awareness; my purpose, values, beliefs, what I stand for, and impact on others

• Take care of myself; my humility, integrity, health, mindfulness, and resilience

• Build my knowledge and experience: learn

• Build my self awareness; my purpose, values, beliefs, what I stand for, and impact on others

• Take care of myself; my humility, integrity, health, mindfulness, and resilience

• Build my knowledge and experience: learn

2. Lead Myself = act on what I know to be true

• Be conscious: adapt situationally and contextually

• Work to get facts: make decisions that build discretionary effort and appreciation of individual value

• Relate: use emotional intelligence, empathy, and compassion

• Be conscious: adapt situationally and contextually

• Work to get facts: make decisions that build discretionary effort and appreciation of individual value

• Relate: use emotional intelligence, empathy, and compassion

3. Leadership Skill = role model behaviour

• Appreciate diversity and inclusion; use the strengths and potential of others

• Be forward looking: generate and share ideas and aspirations

• Relentlessly, and optimistically, pursue reality

• Appreciate diversity and inclusion; use the strengths and potential of others

• Be forward looking: generate and share ideas and aspirations

• Relentlessly, and optimistically, pursue reality

4. Lead Others = transformational impact

CultivateTalent


Design Menu

Personal Purpose

Self Belief

Courage

1. The Choice to LeadThe decision to stand out

• Many leadership interventions are based around first developing self awareness

• This is to jump an important stage: are the employees you appoint willing to lead?

• Tools:

• Individual Assessment or Assessment Centres

• Full Range Leadership 360 (transformational leadership audit)

• Harthill Action Logics (leadership readiness audit)

• Interviewing and shadowing

• Purpose and courage toolset

CultivateTalent


Design Menu

Self Awareness

Values & Beliefs

Self Care

2. Lead MyselfAct on what I know to be true • In studies only 30-40% of

leadership programmeattendees have heard the term ‘self leadership’

• Introspection and feedback from others generally viewed with suspicion or fear

• Perception of irrelevancy of organsiational values vs. personal values

• Tools:

• Hogan Personality Inventory (values, shadow, & job fit)

• Strengths Deployment Inventory (Motivational Value System)

• Mindfulness & resilience practice

• Values discovery

CultivateTalent


Design Menu

Situational Leadership

Decision Making

Building Discretionary

Effort

3. Leadership SkillRole Model behaviour

• Focus on Transformational Leadership behaviours to foster employee engagement and discretionary effort

• Develop ability to adapt leadership style to context and/or person

• Develop decision making ability based on increase in knowledge

• Tools:

• AMP Method

• Situational Leadership Model

• Emotional Intelligence package

• Coaching package

• Decision making method

CultivateTalent


Design Menu

Diversity and

Inclusion

Influence and Impact

Ideas and Innovation

4. Lead OthersTransformational impact

• Encourage leadership activity, not more things to do

• Translation of theory into applied areas where results can be measured

• Based on empowerment techniques, not control

• Tools:

• D&I awareness & practice

• Influencing styles

• Creativity and innovation package

• Applied learning projects

cultivate leadership model

Leadership & Management

leadership aboutidentity

leadership aboutinclusion

leadership abouttraits

customeryour leadership

leadership changetailor

leadership skill4

identifycritical talent

personal choice