Awareness:Leading Practices in Leadership and Management

June 2016 Michael Netzley, Ph.D.

Today’s Agenda

§ What is the difference between leadership and management?

§ Refresher on management essentials: Agenda setting, network building, competing demands, etc

§ See these ideas in action via a short case and discussion

§ Visit leadership essentials: influence without authority and building a talent pipeline

§ Briefly introduce the simplest strategy framework you will ever use—and need to know.

What to expect between now and 17:00

Michael Netzley, Ph.D.

§ Principal and Founding Partner, Ntelligent Research & ConsultingAcademic Director, SMU Executive Development

§ In Asia and SMU faculty since 2002§ Daddy with 3 daughters & 1 son§ 2011 Champion’s Award, Innovative Course Design and Delivery

2015 Winner, Best Case Study, Entrepreneurship, EFMD Case Writing Competition

§ 2010 & 2011 Research Fellow, Society for New Communication Research

§ Visiting positions in Argentina, Berlin, Finland, Slovenia, and Japan§ Key clients include BNP Paribas, Credit Suisse, Singapore Airlines,

UOB, Schneider Electric, Infineon, SingHealth, Sembcorp, Unilever, IBM, IHG, TCS, 3M, Singapore’s MFA & MoE, Raffles Medical, Sumitomo Chemical.

§ Recent publications on China’s One Belt, One Road, ASEAN Leadership, and Open Innovation.

Leadership v. Management

Draw a T-Chart on a Clean Sheet of Paper

The room will be divided in half. Group 1 thinks of a good and poor manager they have known, while Group 2 focuses on a good and poor leader they have known. As a group, please list the behaviors and actions that you have observed. The end result will be a list of good and poor qualities of either a manager or of a leader.

Label one side “good example” and the other “poor example”

Good Example Poor Example

“ So, what is the difference between a manager and a leader?

Leadership vs Management #1Prof. John Kotter, Harvard Business School

Leadership vs Management #2Tom Flick, NFL Quarterback (retired) Washington Redskins

Let’s Spend a Moment on Management…

Why is Managing so Difficult?

Prof. Linda Hill (Harvard) spent over a year tracking 19 relatively new managers working in two different industries. She has identified classic high hurdles that we must clear in order to succeed in management.1. Agenda Setting: How do you effectively

set the agenda for your team in order to get work done through them?

2. Building a large enough network: Our reliance on connections and cooperation grows exponentially when we are promoted.

3. Reconciling competing expectations.

4. Developing the talent on our team.

Becoming an effective manager is a classic “high hurdle” in our career

Building Your Network

§How do managers use their network every day, and why?

Why is it so important to managing and get work done?

Managing in the MiddleIt’s a tough place to be, but we can still excel

• Senior Management: They expect you to represent the company’s interests, align with strategic priorities, and push the company’s agenda forward (at least within your sphere)

• Middle Management Peers: Want to cooperate and compete…at the same time. Cooperate because they too need to get work done through others, but compete because they too need to get work done through others, capture resources, etc

• Direct Reports: Want you to represent their interests, help them operationally, and both protect and promote them.

Let’s Explore the Ideas in Real Life

Your Discussion Questions§ Why has the Vice President failed to set

the agenda in this case (forcentralization)?

§ How did the Vice President use hisnetwork well, and how did he not use itwell? Be specific.

§ Now that the Vice President has failedonce, it is time to take a second bite atthe apple. How should he now go aboutimplementing the plan for centralization?

§ Please craft a brief message (bulletpoints are fine) of what the VicePresident should say to essentialstakeholders inside the company who hemust now win offer of he is to implementthe plan.

Read the Case and Let’s See How to Get Work Done Through People

Let’s Discuss Your Reactions

Application MomentWhat lesson will you take back to the office, and what steps will ensure that you act on your insight? Be Specific.

Communicating with Influence Rather Than AuthorityLet’s optimize the message you crafted in response to our case study.

Art and Science to PersuasionTwo different research traditions

Vs.

Art of Persuasion

CLASSICAL MODERN SOCIAL SCIENTIFIC

Aristotle and Cicero Conger Cialdini

Argument and debate

Adversarial system

Common ground

Likeness

Psychological principle

Mental “short cuts”

Lawyers and politicians

Relationship-based sales

Storytelling

Anyone rephrasing a request to increase likelihood of a “yes” response

PERSUASION: THREE SCHOOLS

Science of Persuasion

§ Prof. Cialdini gives us 6 heuristics

§ A heuristic is mental short cut, usually based upon our experience, that is good enough

§ Also referred to as biases§ For Cialdini, we can ethically tap

into these short cuts to more effectively earn a “yes” response

§ Other times, we can look at heuristics as biases that might harm our decision making

Mental Shortcuts We All UseExperience teaches us that these heuristics are good enough

Central Versus Peripheral ProcessingGiving some context to our biases – we frown upon, but always use, shortcuts

1. Reciprocity – You, then me, then you, then me2. Liking – Making friends to influence people3. Social Proof – People Proof, People Power4. Commitment & Consistency – start small, build

public commitment, and voluntary choice5. Authority – Showing Knowing6. Scarcity – The rule of the rare

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Cialdini’s Persuasion Principles

§ Be the first to give to others—collect a credit§ Service§ Information§ Concessions (candy bar example)

§ Universal rule found in all cultures (in some form)

§ Ethiopian aid(example)

§ Christmas card exchange (example)

RECIPROCITY: FIRST YOU, THEN ME…

Illustration #1: Reciprocity

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§ Authority or expertise can be a powerful human motivator

§ Some of the most common triggers include:§ Titles (PhD, MD, etc)§ Clothes § Trappings

§ Defenses§ Is this authority truly an expert? (evidence)§ How truthful can we expect this expert to be? (bias)

§ Waiters’ tactics (example)

AUTHORITY: SHOWING KNOWING

§ People want what they cannot have.They assign a higher value to that which is scarce.

§ How can you ethically assign a limited quantity to your products or services?

§ Most powerful when§ Something is newly scarce§ When we must compete for what we desire

§ Australian beef orders (example)

SCARCITY: RULE OF THE RARE

Illustration #2: Loss and Scarcity

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§ In some cultures, people want to behave in a fashion that is consistent with their previous and public or written commitments

§ As a persuader, you want to secure commitments early§ Start small and build to larger commitments§ Make yourself aware of existing commitments

§ Commitments most powerful when§ Public, uncoerced, and effortful

§ Restaurant reservations (example)

COMMITMENT: THE STARTING POINT

§ In some cultures, we look outward for guidance or clues about how to behave or what choices to make

§ Conforming to the norms and expectations of the larger group

§ Most powerful when§ Your audience feels uncertain about what is correct§ Your audience is surrounded by people who are similar

§ Infomercial call to action (example)§ Jonestown (example)

CONSENSUS: PEOPLE PROOF & POWER

§ We allow ourselves to be persuaded by people we perceive to be similar to us

§ Your strategy is to emphasize your overall attractiveness and likeability§ Common ground§ Opportunities for genuine compliments§ Opportunities for cooperation§ Opportunities for favorable associations (David Beckham)

§ Home parties (Tupperware, Pampered Chef, etc)

LIKING: MAKING FRIENDS TO INFLUENCE

Illustration #3: Liking

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CROSS-CULTURAL APPLICATIONS

§ Individualistic Cultures (e.g., USA)

§ Collectivist Cultures (e.g., China)

§ Meanings can differ (e.g., differences of authority)

Developing Your Talent Pipeline

SuperbossesBecoming an exceptional developer of talent

Superbosses Playbook8 things that Superbosses do

Recruit for Intelligence,

Creativity and Adaptability

Select New Hires Because They “Get It” (they find the

unlikely winners)

Adapt the Role of the

Organization to Fit the Talent

Set High Expectations and Motivate Exceptional

People to Do the Impossible

Encourage Step-Change

Growth—Create a Steep

Learning Curve, Often

Customized

Be the Master—Offer

an Unusual Amount of Room to

Execute and Monitor Along

the Way

Accept Churn and Even

Encourage Protégé to Move On to

New Pastures

Stay Connected—

Building Relationships

That Are Vital to Personal and Organizational

Success

Everything is Driven by the Strategy

The Strategy Cascade

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Goals & Objectives

(Mission, Vision, Values) Where to Play

How to Win

Alignment of Resources & Capabilities Management

Systems & Metrics

Please complete a strategy cascade for your firm or business unit.

The Strategy ‘Cascade’

Goals & Objectives

(Mission, Vision, Values) Where to Play

• Industry Analysis• Customer

Segmentation• Portfolio Choices• External

Analyses• Trend &

Discontinuity

How to Win

• Value Proposition• Competitive

Advantages• Generic

Strategies• Competitive

Dynamics

Alignment of Resources & Capabilities

• Resources, Capabilities & Competencies

• Make/Buy• Partners &

Alliances• Assets

Management Systems &

Metrics

• Decision Making & Knowledge Processes

• Expected vs. Achieved Results

• Milestones• Doctrine

• Stakeholder• Purpose• Social• Environmental• Financial

“Strategy is an aligned set of choices, that are mutually reinforcing”

Integrating the Pieces

What Will You Do Differently Tomorrow?Action items, dates, and witnesses

ACTION ITEM

What do you want to do differently?

ACTION DATE

By when will you actually implement this action item ?

ACTION WITNESS

From whom have you secured an

agreement to follow-up with you and

check on your follow through?