07/04/2014 Leadership Loading 1

Leadership Loading

07/04/2014 Leadership Loading

• The whole work leader has ‘Twelve tasks of whole leadership’ (see ‘Whole Work Leadership’ slides)

• We firstly adjust the emerging design of a whole work team for human scale for its team members (see ‘Human Scale’ slides),

• We then need to check that the whole work leader’s role is also on a human scale. We do this by checking the ‘Leadership Loading’.

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Background to Leadership Loading

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The Leader Is A Member

Of Two Teams & Mediates Between Two Organisational Levels

Higher level whole work team.

Lower level whole work team.

07/04/2014 Leadership Loading

Given proposed whole work structure• The proposed design of the lower level whole work team (working

team level)• The proposed design of the higher level whole work team

(management team level)

Given the inherent complexity• Technical Complexity• Social complexity• Rate of Change

4

The Key Question

In these circumstances what size of whole work team can the leader readily cope with?

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Low Medium High

Score = 2 Score = 6 Score = 10

• Process complexity A whole work unit with a simple, linear primary process with one 'significant event'

A whole work unit primary process with one or two significant events', a limited number of channels and simple feedback loops

A whole work unit with multiple 'significant events', an inter-related, multi-channel primary process with multiple feeedback loops.

• Range of equipment used A small range of stable and familiar equipment used

A range of moderately complex equipment used in fairly standard ways.

A wide variety of technically complex equipment used in different patterns

• Complexity of control system

A simple paperwork or IT system is used to control a small variety of data

A paper work and/or tailored IT system controls a set of local and business level information flows.

A complex and specialist IT system, supported by paperwork systems, is used to control a wide variety of inter-related local and business level information flows.

• Regulatory complexity There is only a basic set of legal regulatory requirements.

There are standard external regulatory and legal requirements.

There are a complex set of external regualtory and legal controls.

• Variety of job roles All team members have same job role

Team has 2 or 3 different team job roles

Team members have a wide variety of different job role and functions

• Geographical spread All work together in one physical area

Spread over 2 or 3 areas or locations

Spread over many areas and locations or work as a virtual team

• Working hours alignment All work the same hours. The leader attends occasional planned business meetings

Some team members have slightly different working hours. The leader attends regular planned business meetings.

The leader and the team members work an variety of working hours or shift arrangements. The leader frequently attend irregular and planned business metings.

• Stability of objectives and plan

3 or less simple key objectives set for up to a year

3 to 7 key objectves set that are occasionally revised

A complex set of inter-related objectives which frequently change

• Stability of process and structure

A stable primary process and organisation structure

Moderate continuous improvements to the primary process and occasional step changes to the process and organisation structure

Frequent step changes to the primary process and major changes to the organisational structure

• Stability of team membership Moderate to low labour turnover within a year and infrequent new team members

Moderate labour turnover with occasional leavers

Particularly high labour turnover and frequent changes in team membership

Totals /100 0 0

Leadership Loading TableHigher Team Leadership

Loading

Rate of Change

Social Complexity

Technical Complexity

Leadership Loading Table

Lower Team Leadership

Loading

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Lower Whole Work Team Size +/- 20%

Lower Whole Work Team Leadership

Loading

20 -39 40-59 60-79 80-100

20 -39 20 18 16 14

40-59 16 14 12 10

60 - 79 12 10 8 6

Higher Whole WorkTeam Leadership Loading

Team Size Capacity

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2. Note the totals for each and look up the ‘comfortable’ lower whole work team size on the ‘Team Size Capacity’ table.

7

1. Fill in the leadership loading table for both the leader’s lower and higher whole work teams.

Low Medium High

Score = 2 Score = 6 Score = 10

• Process complexity A whole work unit with a simple, linear primary process with one 'significant event'

A whole work unit primary process with one or two significant events', a limited number of channels and simple feedback loops

A whole work unit with multiple 'significant events', an inter-related, multi-channel primary process with multiple feeedback loops.

• Range of equipment used A small range of stable and familiar equipment used

A range of moderately complex equipment used in fairly standard ways.

A wide variety of technically complex equipment used in different patterns

• Complexity of control system

A simple paperwork or IT system is used to control a small variety of data

A paper work and/or tailored IT system controls a set of local and business level information flows.

A complex and specialist IT system, supported by paperwork systems, is used to control a wide variety of inter-related local and business level information flows.

• Regulatory complexity There is only a basic set of legal regulatory requirements.

There are standard external regulatory and legal requirements.

There are a complex set of external regualtory and legal controls.

• Variety of job roles All team members have same job role

Team has 2 or 3 different team job roles

Team members have a wide variety of different job role and functions

• Geographical spread All work together in one physical area

Spread over 2 or 3 areas or locations

Spread over many areas and locations or work as a virtual team

• Working hours alignment All work the same hours. The leader attends occasional planned business meetings

Some team members have slightly different working hours. The leader attends regular planned business meetings.

The leader and the team members work an variety of working hours or shift arrangements. The leader frequently attend irregular and planned business metings.

• Stability of objectives and plan

3 or less simple key objectives set for up to a year

3 to 7 key objectves set that are occasionally revised

A complex set of inter-related objectives which frequently change

• Stability of process and structure

A stable primary process and organisation structure

Moderate continuous improvements to the primary process and occasional step changes to the process and organisation structure

Frequent step changes to the primary process and major changes to the organisational structure

• Stability of team membership Moderate to low labour turnover within a year and infrequent new team members

Moderate labour turnover with occasional leavers

Particularly high labour turnover and frequent changes in team membership

Totals /100 0 0

Leadership Loading TableHigher Team Leadership

Loading

Rate of Change

Social Complexity

Technical Complexity

Leadership Loading Table

Lower Team Leadership

Loading

Lower Whole Work Team Size +/- 20%

Lower Whole Work Team Leadership

Loading

20 -39 40-59 60-79 80-100

20 -39 20 18 16 14

40-59 16 14 12 10

60 - 79 12 10 8 6

Higher Whole WorkTeam Leadership Loading

Team Size Capacity

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Skill / Will Adjustments

OK Team size + 20%

Team size – 20% OK

High will

Low will

Low skill High skill