Mike Carduswww.create-learning.com

www.create-learning.com - Michael Cardus

The Demystification of Leadership

Quick fixes to organizational problems:

•“New Age…the hierarchy will topple with this new e-generation”•Everyone acts “autonomously” doing what is right and everyone cooperates, without being clear of who is accountable or for what.•Matrix Based Organizations•The walk about and everything will work out•Be like the Japanese•Be excellent; go from good to great; all in under a minute; while looking for your cheese; on your iceberg.•“We need more leaders and less managers”

We can all agree that it is good to be innovative, creative, and successful. The question is how to create the conditions to make it possible to be so.

www.create-learning.com - Michael Cardus

The application of overly simplified solutions adds cost in 2 ways:

•First, it leads to continual reorganizations and changes. •Second, the repeated changes attack the morale of your people and increases their change resistance.

www.create-learning.com - Michael Cardus

www.create-learning.com - Michael Cardus

Manager: A person in a role in which he or she is held accountable not only for his/her personal effectiveness but also for the output of others; and is accountable for building and sustaining an effective team of subordinates capable of producing those outputs, and for exercising effective leadership. (Jaques 1998)

Leadership: That process in which one person sets the purpose or direction for one or more other persons, and gets them to move along together with him or her in that direction with competence and full commitment. (Jaques 1994)

Leadership is not a free-standing activity: it is one function, among many that occurs is some but not all roles.

www.create-learning.com - Michael Cardus

Managerial

Pastoral

Familiar LeadershipSports Team

Club

Volunteer

www.create-learning.com - Michael Cardus

www.create-learning.com - Michael Cardus

www.create-learning.com - Michael Cardus

 The importance of having a “Big Enough” Manager’

www.create-learning.com - Michael Cardus

www.create-learning.com - Michael Cardus

www.create-learning.com - Michael Cardus

www.create-learning.com - Michael Cardus

How big is your bucket (how complex is the role)?What is the time-span of the longest goal to be completed?Who is BEST to fill the bucket (who has the requisite CAC)?How do you know?

Success will only move as high as

the ability to handle complexity of the individual

managing the work / staff.

www.create-learning.com - Michael Cardus

www.create-learning.com - Michael Cardus

Complexity Based Upon Time-Span ManagementComplexity Based Upon Time-Span Management

1 day to 3 Months

3 Months to 1 Year

1 to 2 Years

2 to 5 Years

www.create-learning.com - Michael Cardus

www.create-learning.com - Michael Cardus

It is an almost universal disease of bureaucratic systems that have too many levels of organization. - Elliott Jaques

What is hell is a‘Deputy-Associate Vice President’?

www.create-learning.com - Michael Cardus

www.create-learning.com - Michael Cardus

Employees skipping the chain-of-command. By-passing their assigned direct manager because of excessively long lines of management.

Uncertainty as too where your manager actually sits on the org chart. Do you really report to your direct manager, or the one above them? Or even the one above them?

Managers uncertainty as too where their subordinates actually sit on the org chart? Are you accountable for the output of the staff directly below you, or the ones below them as well?

Excessive paper / email / voice mail passing up and down too many levels – red tape worms.

Tight Coupling of Manager to employee

Feeling that subordinates and management are too close in authority, accountability and work; as shown on the org chart.

Feeling of organizational clutter;

Managers “looking over the shoulders / breathing down the necks” of subordinates;

Too many levels involved in any problem and process;

Too much interference in just getting work done;

Not being allowed to do the work at handwww.create-learning.com - Michael Cardus

www.create-learning.com - Michael Cardus

When we have someone who is competent in their role and has the proper organizational system to allow them to work to their capacity and be supported in their work two things happen.

1.People are happy to follow along together2. From the feeling that they actually want to follow arises another feeling; that the person is endowed with certain great personal leadership qualities.

In other words…with the right organizational circumstances where a person who is competent in their role with leadership accountability, people progress together; the progression together touches the deep-seated value for social cohesion. We become suffused by warm feelings that we tend to associate, incorrectly, with behavioral traits in leaders rather than with effective competence.

www.create-learning.com - Michael Cardus

www.create-learning.com - Michael Cardus

Images in order of appearance:Elliot Jaques: Executive Leadershiphttp://www.flickr.com/photos/kwl/4743024076/ http://www.flickr.com/photos/home_of_chaos/4829767069/http://create-learning.com/blog/team-building/management-vs-leadership-like-two-unicorns-sexting http://create-learning.com/blog/team-building/competency-in-work-drives-observed-behaviors http://www.flickr.com/photos/davidw/2063575447/ http://create-learning.com/blog/manager-training/the-difference-is-the-point-of-interaction http://www.flickr.com/photos/deks/

www.create-learning.com - Michael Cardus