Cpsp leadership analysis

25
Leadership Analysis Creating and Presenting Strategic Plans

Transcript of Cpsp leadership analysis

Leadership Analysis

Creating and Presenting Strategic Plans

Market Analysis

Leadership Analysis

Overall Culture & Leadership

Assessing Leadership

Group with enough power

Getting them to work together

•Invisible but real and vital

•Firm atmosphere: loyalty or sabotage

•United to disunited

•Visitors and customers

Atmosphere

Group with enough power

Getting them to work together

Confluence of:

•Leadership

•Culture

•Values

Atmosphere: the Behavioural Spring

•All firms a coalition of human beings

•They give their time and talent for rewards

•People are not machines and need to be committed

The Living Firm

•Common culture

Atmosphere and Culture

•Hierarchies

•Departments

Group with enough power

Getting them to work togetherWho are, or have been, the great leaders?

The Great Leaders

Typical Answers

Jack Welch

Hitler

Eisenhower

Steve Jobs

Martin Luther King

Kennedy

Stalin

Thatcher

All men

Group with enough power

Getting them to work together

The next board meeting was very, very jolly

Time to Enhance the Board

Group with enough power

Getting them to work together

The Strengthened Board

•Is there a distinction?

Leadership Versus Management

•Is is possible to be a great leader and a poor manager?

•Is it possible to be a great manager and a poor leader?

•Is it possible to be a great leader and a poor manager?

•Which is more important?

•Does it matter?

Group with enough power

Getting them to work together

Leaders Managers

Vision Planning

Strategy Budgeting

Inspiration Organizing

Motivation Staffing

Communication Controlling

Diagnosis Efficiency

Change Profitability

Distinction Between Leaders and Managers

Management

+

+0

++

++0

Lead

ers

hip

The Leadership/Management Matrix

0

++

0

+

Lead

ers

hi

p

Strong

Weak

Innovative and energetic but close to chaos

Meets today’s commitments to customers and

shareholders superbly while adapting to change to ensure future success

Soon to go out of business unless a

protected monopoly

Usually a solid money maker if it has high RMS

bureaucratic and controlling and unable to adapt well to

change

Management

+ ++WeakStron

g

Quadrant 4

Quadrant 3

Quadrant 2

Quadrant 1

The Leadership/Management Matrix

Management

Lead

ers

hip

+0 ++Weak Strong

Quadrant 2Quadrant 1

Quadrant 3 Quadrant 4X

XXX

XX

X

XX

XX X

T

(X = an individual)

We Need Leadership + Management

+

++

0

Weak

Strong

•Vision

•Obsession and energy

•Power

•Diagnostic skills

•Communication

•Inspiration

•Motivation

•Change implementation

•External benchmarking

•Self belief

Leaders: Characteristics and Tasks

Group with enough power

Getting them to work together

Collins, J., Level 5 Leadership: The Triumph of Humility and Fierce Resolve, Harvard Business Review, The High Performance Organization, July-August 2005

The research question‘Can a good company become great and if so

how does that happen?’

The measure

1. Cumulative stock returns at or below the general stock market for 15 years,

2. A transition point, (A new leader) then

3. Cumulative stock returns of at least three times the market for the next 15 years.

Leadership Research

Group with enough power

Getting them to work together

1,435 Fortune 500 companies from 1966 to 1995

•11 good to great examples were found. • 6.9 times the general stock market for 15 years after the transition.

Results

Group with enough power

Getting them to work together

The Company

The Company

0

Ave StockMkt Rets

3015Years

Transition Point

Humility + Will = Level 5 leadership

Findings

Level Characteristics

Level 5: ExecutiveBuilds enduring greatness through a paradoxical

combination of personal humility and professional will.

Level 4: Effective Leader

Catalyzes commitment to and vigorous pursuit of a clear and compelling vision and stimulates the

group to high performance levels

Level 3 Competent Manager

Organizes people and resources toward the effective and efficient pursuit of predetermined

objectives

Level 2: Contributing Team Members

Contributes to the achievement of group objectives; works effectively with others in a

group setting

Level 1: Highly Capable Individual

Makes productive contributions through talent, knowledge, skills and good work habits

The Window and the Mirror

Darwin E. Smith, 1971 CEO Kimberly-ClarkFrom paper mills to Kleenex, Huggies etc.

Cumulative stock returns of 4.1 times general stock market for 20 years

Group with enough power

Getting them to work together

The Change in Kimberly-Clark

Group with enough power

Getting them to work together

Duck, J., Lessons from my Three Decades with the Change Monster, Perspectives, The Boston Consulting Group, 2008.

•Be bold. •Be utterly obvious. •Be careful what you promise. •Make commitments stick. •Forget happy and create attitudes to winning.•Take culture seriously and work on it explicitly. •Be responsible and stay responsible - don’t delegate.•Stay connected - ambassadorial core.•Provide interpretation - prevent speculative vacuums. •Celebrate the accomplishments along the way.

Leading Strategic Change

Customer sales analysis and projections

Year 201X 201Y 201Z Strategy

Leadership skill

Training/Employee

Training/Sales

Labour turnover

Absenteeism

Strike days

Measuring Leadership

The End