Post on 24-Feb-2016
description
Doug WilliamsonChief Executive Officer
doug@thebeacongroup.ca
www.thebeacongroup.ca www.dougwilliamson.ca
@bluntleader
Set the Scene
Shock Waves
Seismic Shifts
New Thinking Time
First – Terms of Leadership
Holding our Nose
Second – Terms of Followership
Forgotten Masses
Today - Shift in Emphasis
What Attracts Followers ?
Competence
CapabilityCredibility
Credibility & Followership
Credibility & Followership
The Leader(s)
TheFollower(s)
Grant Legitimacy
Provide Commitment
Provide Clear Direction
Demonstrate Sound Character
Credibility & Followership
Make Decisions
Drive Change
Grant Legitimacy
Provide Commitment
The Leader(s)
TheFollower(s)
Three Messages
Message # 1
The Superhero is Dead
Networks & Relationships Matter
Message # 2
Middle Managers Matter
The “Core Group” Matters Most
Message # 3
Followers Matter
Credibility Bank Matters
The Good News ?
Evolution in Thinking
Evolution in Thinking
1945 - 1975
1975 - 1990
1990 - Today
From Workers as … Costs
To Workers as … Assets
To Workers as … Investors
Bad News ?
Engaging the Generations
Driving Change
Custodian of the Culture
Talent Management
Building Leadership
Performance Management
Leveraging People
Resource & Allocation
Performance Management
Resource & Allocation
Has HR Evolved ?
Talent Management
Performance Management
Leveraging People Investment
Resource & Allocation
Has HR Evolved ?
Optimizing Business
Talent Management
Building Leadership
Performance Management
Leveraging People Investment
Resource & Allocation
Has HR Evolved ?
Leading Transformation
Optimizing Business
Custodian of the Culture
Talent Management
Building Leadership
Performance Management
Leveraging People Investment
Resource & Allocation
Has HR Evolved ?
Have you Shifted ?
Management of culture, transformation, the
change process
Management of the infrastructure
Strategic / Future Focus
Day to Day / Operational Focus
PeopleProcess
From Here to Here ?
Strategic Partner
Change Agent
Administrative Expert
Employee Champion
Strategic / Future Focus
Day to Day / Operational Focus
PeopleProcess
Time to Rethink !
Rethink # 1
Transformational Leadership
Creative Destruction
Learn from Failure
Rethink # 2
Sense Making & Sense Shaping
Clarity of Intent
Understanding & Perspective
Rethink # 3
Shift in Mental Models
Exploit or Explore
Right is a Prison
Rethink # 4
Understanding Followership
Understanding Followership
Barbara Kellerman divides followers into five categories, based on their level of
discretionary investment.
Followership How Followers are Creating Change & Changing Leaders
It is used here with her permission
Understanding Followership
Level of Discretionary Investment
Bias for
Action
Low High
High
Bad Followers
Bias for
Action
Low High
High
Isolates
Participants
Bystanders
Level of Discretionary Investment
Good Followers
Low High
High Diehards
Isolates
Activists
Participants
Bystanders
Bias for
Action
Level of Discretionary Investment
The Isolates
The Isolates
• Isolates are completely detached.
• They don't care about their leaders, or respond to them in any way.
• By default – by knowing nothing and doing nothing – the isolates strengthen those leaders who
already have a strong following.
The Bystanders
The Bystanders
• Bystanders observe - but do not participate.
• They make a deliberate decision to stand aside, disengaging from their leader and the group.
• This withdrawal is, in effect, a declaration of neutrality that amounts to tacit support
for the status quo.
The Participants
The Participants
• Participants are, in some minor way, engaged.
• They either favour or oppose their leader and the organizations of which they are a part.
• In either case, they care just enough to invest some of what they have (time, for example)
to have an impact.
The Activists
The Activists
• Activists feel strongly about their leaders, and they act accordingly.
• They are eager, energetic and engaged.
• Because they are heavily invested, they work hard on behalf of their leader.
The Diehards
The Diehards
• Diehards are fully prepared to die for their cause, whether that is an individual, an idea or both.
• Diehards are deeply devoted to their leaders.
• Diehards are defined by their dedication.
• They are willing to risk life and limb.
The Key to Followership ?
Learning Orientation
Performance AlignmentPsychological Alignment
Embracing Innovation & ChangeExternal Customer Focus
High Commitment
High Performance
High Capability
The Key to Followership ?
Learning / Teaching Orientation
High PerformancePsychological Alignment
Embracing Innovation & ChangeExternal Focus
High levels of discretionary investment
Overarching External Reality
Shift from …
Geezers - Analog
• Linear approach• Liked Maps
• Valued experience• Conventional warfare• Believed in specialists
Geeks - Digital
• Nonlinear thinkers• Comfort with compass• Beginner’s mind• Cyber-terrorist• Deep generalists
Shift from …
Geezers - Analog
• Linear approach• Like detailed maps
• Value deep experience• Prefer conventional warfare
• Believe in the tenured specialist
Geeks - Digital
• Nonlinear thinkers• Comfort with compass• Beginner’s mind• Cyber-terrorists
• Passionate generalists
Changing Realities Means …
Talent Shortage
Generational Change
Globalization
Governance Challenges
Organizational Structures
Employment “Experience”
Loyalty & Commitment
Free Agent Nation
Performance
Diversity
You are Managing
• Talent Shortage
• Generational Change
• Governance
• Organizational Structure
• Portfolio “Mix”
• Employment “Experience”
• Loyalty & Commitment
• Free Agent Pool
• Potential 70 - Performance 30
• Diversity
The Me Generation
Street Smart
Mature beyond years
Resilient
Fast learners
Practical
Enterprising
Manipulative
Lifestyle Centred
In search of meaningful experiences
Motivated by deeper things than just money
Willing to treat work as a means to an end
Materialistic
Success driven
Image conscious
Independently Dependent
Independent in thought
Confident enough to express themselves
Willing
Able
Informal
Disregard for tradition
Casual - Speech, Writing, Etiquette, Dress
Unwilling to follow rules for the sake of it
Tech Savvy
Early adopters
Fast learners
Resourceful
Stimulus Junkies
Get bored easily
Intense
Multi-takers
What Generation Y Wants
Job
Workplace
Boss
From a “Job” …
• Purpose & meaning
• Responsibility
• Opportunity to grow & fast track
• New challenges & experiences
• Increased employability
• Individuality & creativity
From a “Workplace” …
• Flexibility
• Fun
• To belong & be engaged
• Modern & edgy
• Passion & optimism
From a “Boss” …
• Empowerment
• Mentored - not directed
• Fairness
• Recognition
• Personal connection
• Involved & valued
Transformational Competencies
Leadership is Jazz
Managing the Shift
Managing the Shift
The Ending
The Transition
The New Beginning
Manage the Ending
Manage the Ending
Inadequately Emphasized
Overly Focused
Disenchantment
Disengagement
Disidentification
Disorientation
The Final Word !
The Final Word !
• Treat people as investors
• Create the “winning” conditions
• Get the best “ROP” (Return on Potential)
• Manage the talent “pipeline” – front to back
• Identify the right Attitudes, Values & Competencies
• Maximize the “metabolism” of the entire organization
Doug WilliamsonChief Executive Officer
doug@thebeacongroup.ca
www.thebeacongroup.ca www.dougwilliamson.ca
@bluntleader