Leading in Multiple Paradigms - Tan Suee Chieh · 2020-05-20 · Brand Alive! Service Alive!...
Transcript of Leading in Multiple Paradigms - Tan Suee Chieh · 2020-05-20 · Brand Alive! Service Alive!...
NTUC EnterpriseNTUC Enterprise
Leading in Multiple Paradigms
19 September 2016
Your Leadership Challenges
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Management and Leadership
Intermediating Paradigms
Developing Leadership and Managerial Effectiveness
Inspiring a Shared Vision
Developing Employees
Leading Teams
Guiding and Managing Change
Managing Stakeholders and Politics
Operating Context
What is Leadership about?
3
What to Do
Mobilizing People Doing It
What is Leadership about?
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Developing the VisionStrategy
Sharing the Goals
Communication
Gaining Support
People
Delivering Success
Operational
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Transformational & Transactional Competencies – The ‘Great 8’
LeadershipFunction
TransactionalManagement Focus
TransformationalLeadership Focus
Developing the VisionStrategy
Analysing & Interpreting
Creating & Conceptualising
Sharing the GoalsCommunication
Adapting & Coping Interacting & Presenting
Gaining SupportPeople
Supporting & Co-operating
Leading & Deciding
Delivering SuccessOperational
Organising & Executing
Enterprising & Performing
Knowledge, Skills and Wisdom
Episteme Techme(Tacit)
------------Phronesis
MetisSunesis
MOVE TO NTUC INCOME2017-2013
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2007 Income’s Cultural Revolution
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What we wereNot Good at
Teamwork
Trust
Execution
Independence of Thought
Ownership
Achievement-Orientated
What we wereGood at
Culture (Hofstede’s Framework)
Femininity
Power Distance
Uncertainty Avoidance
Individualism vs Collectivism
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Top down Approach; Seniority; Rank;
Formality
Expects clear procedures; Conflict avoidance; Preserve
Status Quo; Safe
Nurturance; Work to Live; Work-life balance; Collaboration instead of
competitiveness
Conformity to group norms;
consensus
Our Branding
Smart & ProfessionalColorful & ContemporaryActive & Energetic
Simple andUnprofessionalDated and BoringInactive andLow in Energy
Stable & SecureHonest & TrustedCaring & Passion for people
Risky and InsecureDishonest and Not TrustedNot Caring and Insensitive
Where is Income now?
Where does Income want to be?
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The Next S-Curve 2011- 2013
2007 2011 2015
Declaration Cultural Revolution Our Vision & Mission Charter Principles Brand Alive! Service Alive! Commercial & Market Share Success The House
The House Advocacy Claims Philosophy Plain English Contracts Fair Dealing Branding Project Orange Online/Mobile Strategy Customer - One View
Excellence
Extraordinary
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NTUC Income’s Orange Revolution
Industry NTUC Income
Highly Incentivized & Aggressive Distributors
Orange Revolution
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Organisational• Next cycle of change • Thriving & flourishing social enterprise
People• Fully Engaged Employees • Sense of direction & purpose
Customers• WOW experience • Strategic & local level• Our DNA but also a smart thing to do
Strategic• Change the rules of the game• Compete differently• Next S curve
MOVE TO NTUC ENTERPRISE
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Singapore Labour Foundation (SLF)
National Trade Union Congress (NTUC) 62 Unions
Shareholders
Holding Company
Social Enterprises
MINISTRY OF HEALTH
Statutory Boards (Role: Health Promotion, DrugRegulation, Scientific Services)
Health Promotion Board
Health SciencesAuthority
Professional Boards(Role: Professional Regulation)
Singapore Medical Council
Singapore NursingBoard
Singapore PharmacyBoard
Singapore Dental Council
Traditional ChineseMedicine
Practitioners Board
Allied Health Professions Council
Optometrists and Opticians Board
MOH Holdings
Agencies(Role: Shared Services)
Agency for IntegratedCare
Integrated Health Information Systems
Singapore Clinical Research Institute
Health and MedicalPractice Insurance
Public Healthcare Clusters
(Role: Healthcare serviceprovider)
Alexandra HealthSystem
Eastern Health Alliance
Jurong Health Services
National Healthcare Group
National UniversityHealth System
Singapore Health Services
MOH & the Public Health Family
Includescorporatisedhospitals,polyclinics,specialty centres
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MOH’S Vision, Mission & Goals
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MOH’s Mission:• To Promote Good Health and
reduce illness
• Ensure that Singaporeans have access to good andaffordable healthcare that is appropriate to needs; and
• Pursue Medical Excellence
To Live Long, Live Well and
with Peace of Mind
Better Health
Better Value
Better Care
MOH’s Organisation StructurePolitical Leadership Minister Gan Kim Yong
SMS Amy KhorMOS Lam Pin Min
Parl Sec Muhd Faishal Ibrahim
Senior Management PS Tan Ching Yee 2PSNg Chee Khern DMSBenjamin Ong
DSes Teoh Zsin Woon and Lai Wei Lin
Professional GroupPolicy and Corporate GroupAged Planning Office Healthcare Financing Manpower Planning & Strategy Operations Group• Emergency Planning & Response• Resource MgmtPlanning Group• Systems Gov & Planning• Health Information• Policy Research & Econs• Infra Planning and PolicySector Devt & Commissioning Corporate Functions• Corporate HR &Services, Infocomm• Corporate Comms• Legal Office, InternalAudit, etc
Public Health Group• Epidemiology & Disease
Control• Communicable DiseaseHealth Services Group• Primary & Continuing Care• Hospital ServicesHealthcare Performance Group• Agency for Care Effectiveness• Clinical Quality, Performance &
TechnologyNational Medical Research Council
Health Regulation Group• Regulatory Compliance &
Enforcement• Regulatory Policy &
Legislation
Manpower Standards &Development
DMS’s Office• CNO’s Office• CDO’s Office• CP’s Office
Stephen Bungay – The Public Sector in an Age of Convergence
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P Type AOrganisation
Type B Organisation
Purpose Create Stability Create Change
Principle Subsume reality into itself Adapt itself to reality
Goal Extend its power through growth and continuity (internally directed)
Fulfill its mission by achieving tasks benefitting stakeholders (externally directed)
Organisationrationale
End in itself (seeks perpetuation) Means to an end (can abolish itself)
Managing Principles Avoid corruptionProcesses dominate individuals, inputs dominate outputsFollow proceduresTreat everyone the samePersonnel are servants of the organisation Rewards compliance
Create accountabilityIndividuals dominate processes, outputs dominate inputs Show initiativeTreat everyone appropriately Personnel are free agents within boundaries
Reward achievement
Consequence The general dominates the specific The specific dominates the general
Definition of failure Departing from process (how) Failing to achieve goals (what)
Examples ChurchesState Bureaucracies
BusinessesArmies
Three Changes
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1. Increasing Complexity – Technology and otherwise
2. Societal Complexity, Third World to First
3. Political Leadership
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A New Organisation with a New Mindset
1. Vision• Formation of NE• Strategic Intent
2. Leadership and Talent• Acquiring Talent at Centre• Developing Group Talent Management Framework
3. Shared Context, Values and Purpose4. Communication and Enrolment5. Incentives and Recognition
Vision, Leadership and Culture
Board Governance and Management Framework
7 WORKSTREAMS TO CREATING A NEW ORGANISATION
6. Boards and Directors• Nomination Process• Engagement of Directors
7. Management Structure and Processes
Four-Quadrant Engagement Model
Strategicpriorities, KPIs& Targets
GuidingPrinciples ofEngagement
Shareholder-Approval
Items
BudgetPlanning andBusinessReview
• To enhance and achieve effective andcollaborativeworkingrelationships
• For better alignmentof strategic intent; financial controlsand riskmanagement
• To illustrate typical annual schedule
• To outline roles andresponsibilities inthe variousprocesses
• To define priorities, roles& responsibilities forsetting them
Thinking through Complexity, Managing for Uncertainty
Prof Lam Chuan Leong, 2010
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1. Innovation, New Ideas 2. Delphi’s “Know Thyself”
‒ Make sense of the environment ‒ Inherent uncertainty and
complexity ‒ Emotions and bias, systems of
thinking
What Do I Do?
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1. Making Things Happen
2. Building Shared Contexts
3. Joining the Dots – Sunesis
4. Seeing the Unforeseeable – Greenleaf and Machiavelli
5. Paying Attention , Sense of Timing - PACT
6. The Tripod
7. Self Reflection; Meditation; Change
Knowledge, Skills and Wisdom
Episteme Techme(Tacit)
------------Phronesis
MetisSunesis
Knowledge, Skills and Wisdom
• Episteme – Knowledge and Understanding• Techne(Tacit) – Making/Doing • Phronesis – Practical Wisdom • Metis – Cunning intelligence, Adaptability• Sunesis – Knowing before it is known; Joining the Dots
What Do I Do?
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1. Making Things Happen
2. Building Shared Contexts
3. Joining the Dots – Sunesis
4. Seeing the Unforeseeable – Greenleaf and Machiavelli
5. Paying Attention , Sense of Timing - PACT
6. The Tripod
7. Self Reflection; Meditation; Change
P.A.C.T.
People
Attention
Context
Timing
Tao Te Ching
A leader is best when people barely know he exists, when his work is done, his aim fulfilled, they will say: we did it ourselves.
Treatise on Efficacy – Francois Julien
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1. Fixing One’s Eyes on a Model
2. Relying on the Propensity of Things
3. Goal or Consequence
4. Action or Transformation
5. The Structure of Opportunity
6. Do Nothing (with Nothing Left Undone)
7. Allow Effects to Come About
8. From Efficacy to Efficiency
9. The Logic of Manipulation
10.Manipulation vs. Persuasion
11.Water Images
12.In Praise of Facility
Machiavelli
Thus it happens in matter of states; for knowing afar off (which it is only given a prudent man to do) the evils that are brewing, they are easily cured. But when, for want of such knowledge, they are allowed to grow so that everyone can recognise them there is no longer any remedy to be found.
Robert Greenleaf
Once in the position of leadership, the leader has the opportunity to use the superior information resources that his position gives him in order to maintain his lead. Once he lose this lead and events start to force his hand, he is leader in name only.
Robert Greenleaf
Three intellectual abilities, not acquired academically
• Sense of the unknowable • Prepare for the unexpected• Foresee the unforeseeable
The leader knows some things and foresees some things which others do not – this gives him the lead
Recommended Readings
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A Treatise on Efficacy -Francois Julien
Seeing like a State-James C. Scott
Post-Capitalist Society- Peter Drucker
On Becoming a Servant Leader- Robert Greenleaf
Fushan Yuan
There are three essentials to leadership : humanity, clarity and courage.
Humanity without clarity is like having a field without ploughing it.
Clarity without courage is like having sprouts without weeding.
Courage without humanity is like knowing how to reap but not how to sow.
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NTUC Enterprise
END
SNG 150129 - CEO Athena GCEO Openingv738
BACKUP
SNG 150129 - CEO Athena GCEO Openingv739
Elliot Jacque / Gillian StampLevels of Work
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Time Horizon Objective
1 Quality 3 months Do something concrete
2 Service 1 year Demonstrate purpose, organisation
3 Practice 2 years Maintain various purposes are held together
4 Development 5 years Manage relationships between strategic intent and means
5 Strategic Intent 10 years Ensure external and internal well being of organisation
6 Corporate Citizenship 15 – 20 years Read political, economic, social, technological, religious context
7 Corporate Prescience > 20 years Sustain viability for future generations
What is Leadership about?
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Conceptual Competency
People Competency
Operational Competency
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Managers vs Leaders A Manager A Leader
Administers Innovates
Maintains Develops
Focuses on systems and structure
Focuses on people and emotions
Controls systems and people Inspires people
Accepts the way things are Challenges the way things are
Has a short-range view Has a long-range perspective
Manages tasks Leads people
Does things right Does the right thing
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Transactional vs Transformational LeadersTransactional Transformational
Leadership is responsive and its basic orientation is dealing with present issues
Leadership is proactive and forms new expectations in followers
Leaders rely on standard forms of inducement, reward, punishment and sanction to control followers
Leaders are distinguished by their capacity to inspire and provide individualized consideration, intellectual stimulation and idealized influence to their followers
Leaders motivate followers by setting goals and promising rewards for desired performance
Leaders create learning opportunities for their followers and stimulate followers to solve problems
Leadership depends on the leader’s power to reinforce subordinates for their successful completion of the bargain
Leaders possess good visioning, rhetorical and management skills, to develop strong emotional bonds with followers
The world really is moving faster, with technology as a major contributing factor
Leadership Journeys
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1. Elaine Lim, CEO of NLB (penguin book incident)
2. Desmond Kwek, CEO of SMRT (mrt breakdowns)
3. Gerard Ee, Former CEO of NKF (NKF fallout)
4. Richard Lim, Former Chief of Navy (building up NAVY)