leadership, change & strategy
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Leadership, Change & Strategy. George Levvy. In pairs. Thinking about leadership, strategy & change What’s front of mind from your work and/or the past 36 hours? What questions do you have? What do you want to get out of the next two days?. Aims. Insight into leadership - PowerPoint PPT PresentationTRANSCRIPT
Leadership, Change & Strategy
George Levvy
George Levvy
In pairs
Thinking about leadership, strategy & change
• What’s front of mind from your work and/or the past 36 hours?
• What questions do you have?• What do you want to get out of the next two
days?
George Levvy
Aims
• Insight into leadership
• Connect that to current context
• Prompt reflection about your work and yourself
• Enable actions based on learning from these two days
George Levvy
Manage your learning
• Ask• Challenge• Be aware of your needs –
pace, energy, space
Why me?
• 10 years chief executive of a national charity
• 8 years’ consulting, working with leaders & top teams on leadership and change
= practitioner perspective
George Levvy
George Levvy
Strategy
George Levvy
What is the purpose of Culture & Sport services? What are they there to achieve?
George Levvy
Groups of 3 or 4
• Is there a meaningful vision that guides those services? If so what is it?
• Are there fundamental values that guide the delivery of those services? If so, what are they?
George Levvy
Groups of 3 or 4
Thinking about culture & sport services in general
• Do a PEST & SWOT analysis
• Identify the three key issues in each category
George Levvy
Strategic issues
‘Fundamental policy questions or critical challenges affecting an organisation’s
[ability to achieve its aims]’John M Bryson 2004
George Levvy
In same groups
Given the purpose, vision and values agreed earlier and what you’ve identified in the PEST & SWOT analyses, what are the strategic issues for culture & sport services
George Levvy
George Levvy
• Who are the target customers of culture & sport services?
• What is the value proposition in relation to those customers?
George Levvy
• Given the strategic issues, customers and value proposition you have identified how would you sum up the challenge facing culture & sport services?
George Levvy
Strategy
• A diagnosis• A guiding policy / approach• A set of coherent actions
George Levvy
Change: making it happen
George Levvy
Groups of 3 or 4
You are the leader of the reorganisation of your service.
The criteria for the change are a 25% reduction in costs while serving as many people as now.
What are the three most important things you need to do in bringing about this change?
George Levvy
Establish a sense of urgency
Create a guiding coalition
Develop a vision and strategy
Communicate the change vision
Empower broad based action
Generate short term wins
Consolidate gains and produce more change
Anchor new approaches in the culture
Kotter 1996
Kotter’s 8 stage process
George Levvy
George Levvy
People and change
George Levvy
When you have been part of a change project (not as the management / leadership), • What was it like?• How did it make you feel?• What did you think of the management?
George Levvy
When you have led or managed a significant change• What was it like?• What did you think of how people responded?• How successful was it?
The transition process(adapted from William Bridges 2003)
present end
ending
beginning
The Change Curve
Time
MoralePerformance
shock
denial
frustration not fair, why me
letting go
testingstill in ‘old think’
searching for meaning - why was it needed? Where do I fit in?
Integration - results startto be seen, behaviours start to be the norm
George Levvy
Performance
Time
Current
state
Desired state
What actually happens in most cases
What stakeholders (mistakenly) expect
The J Curve
George Levvy
Chaos
Capability
Change initiative
NEW ORDER
REGRESSION
Rob Zuijderhoudt
George Levvy
In times of major change, what did you need to know?
What people need to know
Purpose………………WHY?
Picture……………..…WHAT?
Plan…………………....HOW?
Part to play………….HOW?
vision skills incentive
resource action plan change
X skills incentive resource action plan confusion
vision X incentive resource action plan anxiety
vision skills X resource action plan slow change
vision skills incentive X action plan frustration
vision skills incentive resource X false starts
To achieve change you need
Colin Livingstone,Steria Consulting
George Levvy
George Levvy
Think about the best organisation you’ve worked in and the worst. How did they differ?
What were the key differences between them?
George Levvy
The leader’s job
Creating the conditions for success
George Levvy
Ulrich, Zenger & Smallwood(Results-Based Leadership, 1999)
Engender organisational
capability
Mobilise individual
commitment
Demonstrate personal character
Set direction
George Levvy
Setting (providing?) direction
• Understand external events• Focus on the future• Turn vision into action
George Levvy
Mobilising individual commitment
• Build collaborative relationships• Share power and authority• Manage attention
George Levvy
Engendering capability
• Build organisational infrastructure• Leverage diversity• Deploy teams• Design human resource systems• Make change happen
George Levvy
Demonstrating personal character
• Live values by practising what is preached• Have and create a positive self-image• Possess cognitive ability and personal charm
George Levvy
In current circumstances and looking to the next few years, which of these are the most challenging?
George Levvy
What could stop you providing that kind of leadership to those you lead?
George Levvy
What do / will you need in order to provide that kind of leadership?
George Levvy
‘Homework’: on your own or in pairs
What is your purpose and what are your core values?
How do you pursue those in your work?
George Levvy
Kotter
Leadership• Setting direction
• Aligning people
• Motivating and inspiring
Management• Planning & budgeting
• Organising and staffing
• Controlling and problem solving
George Levvy
Leadership vs management
• What vs how
• Doing right thing vs doing things right
• Coping with change vs coping with complexity (Kotter)
• Etc, etc
George Levvy
Leadership is not about
• Budgeting• Operational planning• Strategic planning• Running projects• Functional tasks• Controlling• Being ‘productive’• DOING STUFF• Etc, etc
George Levvy
Friday
George Levvy
Effectiveness
George Levvy
• Who is the most effective executive / person you have ever known?
• What did they do that made them effective?
George Levvy
Drucker on effectiveness
Effective executives
• Ask ‘What needs to be done?’ and ‘What is right for the enterprise?’
• Undertake no more than two top priority tasks
• Delegate any other high priority tasks
George Levvy
In pairs
In your work, what’s the one most important thing for you right now?
George Levvy
StrategyPhase 2
George Levvy
Strategy
• A diagnosis• A guiding policy / approach• A set of coherent actions
George Levvy
Developing an approach
Think about the diagnosis (the challenge) we reached yesterday regarding Culture & Sport serviceORThe strategic challenge facing your service
How might you tackle it (one or more specific approaches)?
George Levvy
Approaches
• A role (task/purpose/aim)
• A destination(A ‘proximate objective’ – Rumelt)
George Levvy
Critical success factors (CSFs)
‘….the essential areas of activity that must be performed well if you are to achieve the mission, objectives or goals for your business or project.’
www.mindtools.com
George Levvy
CSFs (2)
• Qualitative
• ‘areas of activity that should receive constant and careful attention from management.’
• ‘…help everyone in the team to know exactly what's most important ‘John F Rockart
• 3-5
George Levvy
CSF CSF CSF CSF CSF
OUTCOME
George Levvy
Managing implementation:Balanced Scorecard (Kaplan & Norton)
• Linking strategy to actions• Monitoring progress• Starts from CSFs• Four perspectives
– Financial– Customer– Internal business process– Innovation & learning
George Levvy
Managing implementation (2)
Plan Implement
Review
George Levvy
Managing implementation (3)
Outcome focus
eg Turning the Curvehttp
://www.sunderlandchildrenstrust.org.uk/content/sunderland-turning-the-curve-v1.1.pdf
George Levvy
Plans are nothing; planning is everything
Dwight D Eisenhower
George Levvy
George Levvy
Teams / collaboration
George Levvy
Groups of 3 or 4
Think of the best & worst teams you have been part of
• What were the three key things that made the good team so good?
• What were the three key things that made the bad team so bad?
George Levvy
• Team members openly admit weaknesses & mistakes
• The most important - & difficult – issues are put on the table to be resolved during team meetings
• Team members leave meetings confident that their peers are completely committed to the decisions that were made, even if there was initial disagreement
• Team members challenge one another about their plans & approaches and about their actions & behaviours
• Team members willingly make sacrifices in their departments or areas of expertise for the good of the team / organisation
Absence ofACCOUNTABILITY
Absence of TRUST
Avoidance ofCONFLICT
Lack ofCOMMITMENT
Inattention toRESULTS• The Five Dysfunctions of a
Team • Patrick Lencioni 2002
George Levvy
Trust
• Confidence that other team members’ intentions are good
• Hence no reason to be self-protective, so able to be vulnerable with one another – won’t be used against them
• Hence able to focus completely on job in hand
George Levvy
Building Trust
• Allow & invest time
• Techniques• Personal & professional histories• Team effectiveness exercises • Personality profiling, eg MBTI -> understanding &
empathy
• Manage emotions
• Take the first risk
George Levvy
Results
Team members committed to collective aims & objectives of the team before their individual and functional ones
George Levvy
George Levvy
In groups of 3 or 4
You are a leader of a new collaboration involving other parts of your local authority and also other organisations
What are the major challenges of leading a collaboration of this sort?
George Levvy
How will you carry out your job as leader of the collaboration? What will you concentrate on?
George Levvy
Collaborative leadership(Arnoud de Meyer)
• Collaboration: ‘co-act[ing] with others in order to succeed in implementing change’
• Listening– Weak signals– Internal & external
• Influencing• Adapting
George Levvy
Collaborative leadership: ‘insights’
• Mindset• Reducing transaction costs – trust & informal
relationships• Seeing beyond borders of the organisation• Building consensus – ensure and exploit
diversity• Networking – weak ties• Managing dualities
George Levvy
George Levvy
Reviewing and planning
George Levvy
In pairs
What have been the most important things you have learned or concluded over the past 3½ days?
What actions are you going to take as a consequence?
How will you ensure you actually do them?
George Levvy
George Levvy
Effective partnerships(Learning Skills & Improvement Service)
• involve agencies working together for mutual benefit• have an aim that is agreed and understood by all the partners• put the learner at the centre of partnership working• focus on a high-quality learning experience leading to sustainable progression• have clear, effective leadership • identify the role of each partner, which is understood by others in the
partnership• share ownership of the partnership and partners feel they benefit from the
collaboration• have dedicated time and resources for administration and operation• recognise different organisational cultures within the partnership• have a supportive atmosphere, where suggestions, ideas and tensions are
addressed.
George Levvy
Situation analysis - some key tools
• Stakeholder analysis (NB input into outcomes)• PEST(LIED)• SWOT• Force field analysis• Risk analysis• Scenario analysis• Cost benefit analysis
www.mindtools.com
George Levvy
PESTLIED analysis
• Political• Economic• Social• Technological• Legal• International• Environmental• Demographic
George Levvy
SWOT analysis
• Strengths• Weaknesses• Opportunities• Threats
George Levvy
Risk analysis
• Likelihood (H/M/L)
• Impact (H/M/L)
• Management
George Levvy
Risk analysis (2)
• Human • Operational • Reputational • Procedural • Project
• Financial • Technical • Natural • Political• Other
Keep informedMonitor
Encourage and influenceKeep satisfied
Interest
Power
Low
High
Context: Stakeholder Analysis
High