paths to leadership introduction

Download Paths to Leadership Introduction

Post on 03-Aug-2015

74 views

Category:

Documents

4 download

Embed Size (px)

TRANSCRIPT

1. An Introduction Leadership Matters What Really Makes You a Leader? Take the First Step: Learn to Lead Contact Us KeyConsultingGroupInc. 2. 2 | Key Consulting Group Inc. Yourorganizationneedsleaders. Greatmanagement, technical excellence,andbusiness acumen arealways necessary for success. But theyare notenough to sustain thatsuccess inachangingworld. Leaderspursueabetterfutureby workingwithandthroughother people. Leadershipisabouttwo things:resultsandrelationships. Leadershaveapassionforresults. Theyarepathfinders,seeinga problemoropportunity,knowingit mustbeactedon,thendoingwhat isneeded.Theirfocusmaybelarge, evenchangingtheworld. Butmorecommonlytheyseekto deliverresultswithinthereachof anyofus:enhancingateams performance,implementinganew idea,orachievingachallenging businesstarget. To your organization Leadership Matters People are the source of most valuableresultsgeneratedbyan organization. Thethingsofyour business(strategies,structure, systems,etc.)dontworkunless designedandimplementedwellby thepeopleinvolvedinthebusiness. Their collective capability, creativity andintelligence willultimately decidethefateoftheorganization. Private business, public service, or not for profit agency,peopledrive themall,asindividualsandteams. Leadershipisalsothenabout relationships. Leadersknowthey mustengageotherstoachievebig results.Theycantdowhatneeds doingalone,sotheyextendtheir owncapacitybybuildinginfluential relationships,thenconnecting otherswiththeworktobedone. Business Success Business Acumen Technical Excellence Leadership Management Leaders pursue better results by working with and through others Results Relationships + 3. 3 | Key Consulting Group Inc. Externally,thebusinessenvironment isdemandinganddynamic.Wavesof changearedrivenbyconsumers, communities,competitionand technology.Failuretoadaptina timelywaythreatensthefutureof everybusiness,eventhosethathave beenverysuccessfulinthepast. Internally,organizationsareinthe midstofaculturaltransformation. Traditionallyhierarchical,siloed and formal,withpowerexercisedfrom thetop,thechangingnatureofwork andworkersnowdemandsthat powershifttothefrontline. Thefactoryisdead,andwithitthe traditionalbosssubordinate relationship.Toomuchhappens,too fast,andintoomanyplaces.Noone individualorgroup,nomatterhow experiencedorskilled,canknow everything,doitall,orcontrol whatshappeningeverywhere. Now more than ever Leadership Matters Fromthis Tothis. Thelastthinganybusinessneeds rightnowispeopleonthejobwho simplyputtheirheadsdown,doas theyaretold,andkeeptheirideas tothemselves. Thosedoingtheworkmustmake choicesandtakeactionintheir work.Theyneedtostepup,doing whatsneededskillfully,responsibly, andoftenbeyondtheviewor capabilityofthoseincharge. A Changing Workplace Yesterday Today Tangible (hand work-visible) Routine (same every day) Simplified (assembly line) Generic Skills (all do same thing) Individual (work done alone) Intangible (head work-invisible) Dynamic (always changing) Complex (each job unique) Specialized (need unique skills) Connected (work done in teams) 4. 4 | Key Consulting Group Inc. People need leaders. Not always, but especially when things change. There are times in anyhuman enterprise when someone must lead,seeing what others cant, pointing the way, taking the first steps, showing others what needs to be doneandhowtodoit. Andthesearechangingtimes.Atall levelsinanorganization,people can,andshould,makeadifference. Anewteamofcapableperformers andgreatfollowersisneededto partnerwithleaderstobringthe piecesofacomplex,dynamic,fast paced, businesstogethertocreate resultsthatreallymatter. In a changing workplace Leadership Matters Traditionalsupervisionjustdoesnt cutitanymore. Greatleaderscreatetheconditions inwhichthisnewtypeofperformer willstepup.Theseleaders value capable individualcontributors, facilitateteameffort, andhelpthose whodotherealworkofthebusiness fulfilltheirownneedsastheyhelpthe businesssucceedinchallengingtimes. Theseleadersunderstandthatbeing thebossisnotenough.They knowtheauthorityofapositionis poorsubstituteforthepersonal power,theinfluence,thatcanbe earnedwithothersif theydeemyou worthyofbeingfollowed. The difficulty lies not so much in developing new ideas as in escaping from old ones. John Maynard Keynes A Culture Shift From the factory To the modern workplace This way! Which way? 5. 5 | Key Consulting Group Inc. Thevalueoffrontlineleadersisoftenignored,largelyinthebeliefthat levelinthehierarchyiskeytoleadership,thatpositiondefineswholeads. Buteveryday,leadersonthefrontlinehaverealopportunitiestostepup, influenceothers,andmoveindividuals,teams,andorganizationsforward. Thesefrontlineleaderstypicallyoccupythreegroups FormalLeaders:Thejobdescriptionsofsupervisors,foremen,leadhands, etc.includeaccountabilityfortheperformanceofothers.Theirpositions grantthemauthoritytoassign,directandassesstheworkofindividual contributorsandsmallteams.Theyareexpectedtorepresenttheinterests andexpectationsofmoreseniorleadersastheworkisdone. HelpfulAdvisors: Thereisagrowingcadreofindividualcontributors expectedtoachievegoalsbeyondtheirowncapacity,buttodoitwithout theformalauthoritytorequireotherstohelpthem.Manyworkasadvisors insupportfunctionslikeHR,IT,orSafety.Theirinfluenceislargelyfounded inspecializedexpertise,complementedbyawillingnesstohelp. MaturePerformers: Whenlessexperiencedfrontlinepeopledontknow whattothinkordo,theylooktotheopinionsandactionsofmore seasonedperformerswhohavebeenthereanddonethat.Intentional ornot,theexamplesetbythesematureworkersisleadership,andit criticallyimpactsthedecisionsandactionsofotherfrontlinepeople, especiallywhenthingsneedtochange. This way! Front-Line Leader Types Formal Informal I can help! Helpful Advisors Seasoned Performers Especially at the front-lines Leadership Matters 6. 6 | Key Consulting Group Inc. Push To Results Managers What Really Makes You a Leader? Leaderandmanageraretermsoften usedinterchangeably.Managersand supervisorsareregularlyreferredto as,andassumedtobe,leaders. Butmanagementandleadershipare notthesame.Managersandleaders dodifferentthings,andimpacta businessindifferentways.These differencesarenottrivial.Neitheris better;bothareneededina successfulbusiness. Amanagerorsupervisormayalso bealeader,butthisisntnecessarily so.Becomingabetterleaderstarts byunderstandingthedifferences betweenthesetwokeyfunctions. Goodmanagerskeepabusiness runningsmoothly,headedsteadily towarditsgoals.Theireffortscreate order,stabilityandpredictabilityso plansareexecutedonschedule,to standard,andwithinbudget.They pushanorganizationforwardon thetrackitisalreadyon,planning, controlling,monitoringandreadyto improvehowthingsaredone. Managerssucceedintheirroleby controllingthethingsofan organization policies,processes, practices,tools,time,etc..Those thingsincludehumanresources. Peopleareassetstobedeployedin thebestinterestsofthebusiness. Two Important Functions Pull For Results Leaders Leaders are the architects. Managers are the builders. John Marriotti, Author It isnt being a manager 7. 7 | Key Consulting Group Inc. Manager Leader Reduce Risk Improve Plan Efficient (Do Things Right) Coordinate Communication Policy Control People Compliance Supervise Pursue Opportunity Transform Purpose Effective (Do Right Things) Inspire Conversation Values Engage People Commitment Coach 3 things distinguish leaders What Really Makes You a Leader? Managersandleadersdodifferentthings,andimpactabusinessin differentways.Theydifferinatleastthreekeyways Changevs.Continuity Wheremanagersseekstabilitynow,leaders lookdowntheroad,settingthemselvesand othersonapathtothefutureinspiteofthe ambiguityanduncertaintyofgoingforward. Peoplevs.Things Leadersrecognizetheircapacitytodeliver resultsisrootedinthecapacityofthose whochoosetofollowthem.Thesepeople haveneedsandintereststheyexpectto fulfillthroughtheirwork.Helpingthemget whattheywant,helpsthebusiness. Personvs.Position Managersgetthingsdoneusingthe legitimateauthorityofapositiongivento thembytheirorganization.Followers choosetheirleaders,openingthemselvesto theinfluenceofthosetheyrespect,trust, andbelievecandeliverabetterfuture. A leader takes people where they want to go. A great leader takes people where they dont necessarily want to go, but ought to be. Rossalynn Carter Leadership is the capacity and will to rally men and women to a common purpose and the character which inspires confidence. Bernard Montgomery 8. 8 | Key Consulting Group Inc. It isnt what you have What Really Makes You a Leader? Doesposition,aloftytitleandthe authoritythatgoeswithit,make youaleader. Inhierarchical organizations,mostdodefertothe boss,perhapsoutofhabitorfear. Butborrowingpowerfromtheir positionisacoerciveshortcutover usedbysomemanagerstoget thingsdone.And,itisntleadership. Areleadersbornormade? Itisan agesoldquestion.Nodoubtsome getaheadstartasleadersdueto naturaltraitsortalents.And,all leadersbenefitfromacquiringnew knowledgeorskills.Innateabilityor learnedcompetencewontmatter thoughiftheseadvantagesarenot actedon,ifyoudontusethem. Choose to Lead Anotherviewholdsthatgreat eventsorcrisismakeleaders.Inthis thesis,leadersaredefinedbyhaving theseopportunities,luckytobe wheretheyare,whentheyare.But watchpeopleincrisis.Youseesome stepup,whilemorestepback.Sois itthecrisisthatdefinesaleader,or isittheactionsofleadersincrisis? Leadersaredefinedbywhatthey do,notwhattheyhave.Every day,eachofusisconfrontedwith momentsoftruth,opportunities toleadbysteppingup,influencing others,andmovingourselves,our teams,orourorganizationsforward. Theleaderyouaredependsonthe choicesyoumakeinthesemoments. Choosetoactasleader,responsibly, capably,consistently,andotherswill makethechoicetofollowyourlead.1 2 4 3 Choose to Learn About Whats Happening Observe, inquire, and listen with an open mind. Choose to Control What Only You Can Especially your own thinking, emotion and behaviour. Choose to Influence Whoever Can Help You Allies, decision makers and key stakeholders. Choose to Let Go of What You Cant Change Dont waste you