Download - Tipping-Point- Leadership and a Survival Guide for Leaders (Group # 09)

8/11/2019 Tipping-Point- Leadership and a Survival Guide for Leaders (Group # 09)

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heory of ipping points

In any organization, once the beliefs and

energies of a critical mass of people are

engaged, conversion to a new idea will

spread like an epidemic.


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Brattons way


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Break through the cognitive hurdle

Putting managers face to face in operational problems

Reality cannot be evaded

Poor performance can be seen but not only heard

Bratton changed policy in NYPD

Use of Subways for travelling

General Manager MBTA (Massachusetts Bay Transit Authority) - New cars

purchase


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Side Stepping The Resource Hurdle

Leaders like Bratton do not need extra resources to reach the

tipping point. They concentrate resources where the need

and the likely payoffs are greatest.

Efficient resource utilization

Using at right places

New York narcotics unit

Change in schedules (focus on weekends)

Major reallocation of staff & resources

Esserman & Bratton offered the obvious trade

New York Transit police

Monitored crime rates at all subways

Enhanced strengths at required few tolls

Employed out of uniform cops for monitoring

Bust buses to reduce arrest processing time


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Jump The Motivational Hurdle Internalizing need for change

Common practices- Reforming incentives throughout organizationo Time taking and Expensive

Brattons way of solving the motivational problem

o Brattons way of Signaling key influencers identifying the kingpins to

topple all

o Introduced semi-weekly strategy meetings Participants wereo commanders who control 200 to 400 officers

o Senior staff

o Three star chiefs

o Deputy commissioners

o Borough chiefs


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oGave birth to culture of performance

oAble to set attainable goals

oNYPD made the streets of New York safeblock by block, percinct by percinct and

borough by borough


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Political hurdle

A lesson Bratton Learned the hard way.

youth and skill will win out every time over age & Treachery

Importance of understanding the plotting and politics

involved in pushing through change Fight to protect their position

Need for a respected senior in the top team,

Miamis police commissioner John Timoney

Reporting system by Jack Maple

City court against the zero-tolerance policy

Brattons alliance with the Mayor Rudolph

Giuliani and New York Times


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Dark side of leadership

Technical Change

Adaptive Change

Survival guide Look out ward

Look inward


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Operate in and above the fray Maintaining reflection capacity in fog of war

Getting of the dance floor and going to the balcony

Leadership is an improvisational art

Be an observer and participant both.

Court the uncommitted Be close to your opponents

To defuse potential resistance

Practice what you preach (Gene Patterson, editor St. Petersburgtime)

Acknowledge your own responsibility (Leslie Warner, CEO of theLimited)


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Cook the conflict

Resistance to Change

Clashing view points

Manage and constructively use conflictsCreate a place to freely bubble up conflicts

Control the temperature (a productive range of distress)

Place the work where it belongs

Mobilize the work of others

Chicago Bulls (Jackson, the coach; Pippen, Kukoc,

Myers)


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Your seemingly indestructible self can self-destruct

Manage your hungers Desire for control

(you focus on maintaining order as an end in itself) Desire for importance

(A grandiose sense of self-importance often leads to self-deception)

Anchor yourself

Establish a safe harbor (reflect on the previous days journey) You need a confidant

Dont confuse confidants with allies

Your personal self is different from your professional role(The criticism is on issue not you)


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You can lead and stay alivenot just register a pulse,but really be alive

Cynicism, often dressed up as realism, underminescreativity and daring

Why Lead?

It is not possible to know the rewards and joys ofleadership with-out experiencing the pain as well. Butstaying in the game and bearing that pain is worth it.


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