dealing with chaos transformational leadership: leadership in the post-internet age stephen abram
TRANSCRIPT
Dealing with Chaos
Transformational Leadership: Leadership in the Post-Internet Age
Stephen Abram
A look at leaders & leadership Traits Managers vs. leaders
A look at geeks & geezers Ideas for developing leaders
Key leadership strategies for the Internet Age
Where do we see leadership?
Google Overture SIRSI Rooms PQNext Applied Semantics Factiva Historical Newspapers Antarcti.ca Inxight
HeritageQuest Swets Blackwell Links ex Libris SFX Webex & Centra Blackboard Newmindsets Trillian LSSI and more and on and on
and on
Leadership is.....Leadership is.....
CHANGE
What Kind of Change????
Untethered Access Wireless / WiFi Visual Interfaces Learning economics Federated Search CRM KM Nanotechnology
Digital Vaults e-Repositories Supply chain
integration Open Source Scholars’ Portals Genome Smart Dust
Major Leadership TheoriesMajor Leadership Theories
Traits Behaviours Situational Integrated
Leadership TraitsLeadership Traits
Drive Motivation Honesty Integrity Self Confidence Flexibility
Cognitive Ability Knowledge of Business Charisma Creativity Originality
Mintzberg’s Leadership RolesMintzberg’s Leadership Roles
Interpersonal Contact Figurehead Leader Liaison Information Processing Monitor Disseminator Spokesperson
Decision-making Entrepreneur Disturbance Handler Resource Allocator Negotiator
Additional Leadership RolesAdditional Leadership Roles
Sages Visionaries Magicians Globalists Mentors
Allies Sovereigns Guides Artisans
Douglas McGregor’s X & YDouglas McGregor’s X & Y
Theory X Manages assume
people are lazy, extrinsically motivated, incapable of self-discipline or self-control and ant security and no responsibility in their jobs.
Theory Y Managers assume
people do not inherently dislike work, are intrinsically motivated, exert self-control, and seek responsibility.
Fiedler’s LPC Contingency Theory
Task-oriented, or controlling, active, and structuring; or
Relations-oriented, or permissive, passive, and considerate.
Transactional Vs Transformational LeadersTransactional Vs Transformational Leaders
Good at his/her job Effects results Liked by followers Could be easily
forgotten Workers know what is
expected and do it
Of the highest calibre Effects strong positive
feelings culminating in results
Long remembered and influence lives on
Wins followers trust and confidence - inspires new greatness
Transactional Vs Transformational LeadersTransactional Vs Transformational Leaders
Provides Structure Very good at providing
directives Established as the
knowledge base for the group
Work focused and task-oriented
Provides motivation Good listener, open
minded Shares knowledge and
information willingly, eager to learn
Stimulates others intellectually, can excite and exhilarate
The Trouble with most organizations’ responses to turbulent times is that they tend to overmanage.....
..... and underlead
Leadership TruismsLeadership Truisms
Largely, Leaders have failed to instill a vision, meaning and trust in their followers. They have failed to empower them.
There is no lack of brilliant strategies or ideas in business. There is a lack of people who can lead organizations.
No brilliant strategy can succeed if you cannot implement it.
Leadership TruismsLeadership Truisms
Strategic thinking and cultures building work in tandem.
Actions based on strategic thinking must effectively satisfy customer need.
Actions based on implementation must fit the culture that values commitment to deliver superior performance.
New Leadership DefinitionNew Leadership Definition
Managers enact contractual exchanges
“You do this for this reward” Leaders generate a sense of meaning in
work that acts as the energy for superior performance
This is called “Transformational Leadership”
Easier to remember
Managers Nouns Information Knowledge Organization Rules Stability
Leaders Verbs Inform Know Organize Think and create Innovate and Change
Management Vs LeadershipManagement Vs Leadership
Activities of mastering daily routine efficiently
Concern with the nuts and bolts and how to’s
Makes decisions and solving daily problems
Talks about today
Activities of vision and culture shaping
Concern with the basic purposes and general direction
Articulates business philosophy
Talks about the future
Management Vs LeadershipManagement Vs Leadership
Focus on physical resources
Motivates by contractual exchanges
Results: Compliance or spiteful obedience
Focus on spiritual or emotional resources
Motivates by helping employees sense meaning in their work
Results: Creative problem finding and pride in superior performance
Leaders pay attention to..Leaders pay attention to..
Not efficiency but... Not inputs but... Not effort, but... Not control, but... Not competition, but...
Not the “Urgent”, but...
Effectiveness Outputs Results Programs Collaboration
The “Important”
Leaders emphasize...Leaders emphasize...
Making people want to do things
Getting the employee’s needs met
Making decision- makers
Listening & asking questions
Motivating
not making people do things
not getting the manager’s needs met
not just making decisions
not just talking and telling
not just training
Transformational Leadership is Bennis’...Transformational Leadership is Bennis’...
Focus through Vision Trust through
Positioning Communications of
Meaning Deployment of Self
Captures attention Important identity Widely shared
commitment and enthusiasm
Optimism about desired outcome
Duties constrain managers....Results liberate them!
Leading Vs. DirectingLeading Vs. Directing
Pulling Planning Organizing Leading Coordinating Guiding
Pushing Planning Organizing Directing Coordinating Controlling
Transformational Leadership is:Transformational Leadership is:
Focus through Vision An image of a desired future state that is
attainable, challenging and attractive.
Vision is:Vision is:
A target that beckons An image of a possible desired future state of
affairs A state that does not presently exist and
never existed before Realistic, credible and compelling As vague as a dream, or solid as a mission
Leadership and VisionLeadership and Vision
Visions require a metaphor or slogan
A clear mental picture of a desirable future gets your hands off the rear view mirror and on to the steering wheel. It puts you in touch with future possibilities, not just the past.
Leadership is values driven...Leadership is values driven...
Values are generalized beliefs, emotionally charged, highly change resistant, directors of behaviour
“A culture is a community of shared values”
A leader's values are...A leader's values are...
Clear Few in number Publicly declared And consistently applied in words and deeds
Transformational Leadership is...Transformational Leadership is...
Trust through positioning with a visible niche in the external environment
that satisfies all stakeholders. The organization’s vision and core values
must be meaningful at the emotional level. They have to tug at your employees’ heartstrings - make them want to belong
Transformational leaders are trusted because they are predictable, their positions are known, and they keep at it.
Transformational leadership is...Transformational leadership is...
Communication of Meaning with metaphor or values and unbridled clarity,
intensity, reliability, persistence, precision, and consistency.
If you do not provide service directly to the customer, you better service the Hell out of someone who does.
Transformational Leadership is...Transformational Leadership is...
Deployment of self with positive self regard and interpersonal
sensitivity to model the values
Deployment of SelfDeployment of Self
Select, develop and retain the right people Architects and developers of strong teams Treat all people with courteous attention Aware of your influence as a role model Take and encourage risks Perceive desired outcomes with optimism Seek/value personal learning opportunities
Transformational Leaders don’t use the word “failure” Transformational Leaders don’t use the word “failure”
“If I have an art form of leadership, it is to make as many mistakes as quickly as I can”
Whenever I make a bum decision, i just go out and make another one”
It’s like learning to ski. If you’re not falling down, you are not learning
If I haven’t ever made a mistake, i haven’t been trying hard enough”
“A mistake is another way of doing things”
Management by Walking AroundManagement by Walking Around
Communicating the vision Modeling the values Rewarding the behaviour that fits Disciplining behaviour that doesn’t fit Learning about people, opportunities, and
problems
Empowerment is:Empowerment is:
• Empowerment is the collective effect of transformational leadership.
Empowerment is the reciprocal of exercising power.
Transformational leaders empower others to translate their intention into reality and sustain it.
This IS Larry Prusak’s “Idea economy”
Effects of Transformational LeadershipEffects of Transformational Leadership
People feel significant Learning and competence matter People are part of a community Work is exciting
Just imagine for a moment what would happen if every employee understood where you wanted to go and was eagerly striving to make the impossible happen.
Transformational Leaders Transformational Leaders
concern themselves with the organization’s basic purposes, vision, and value system (culture), and general directions
They lead by:They lead by:
Pulling rather than pushing Using a carrot instead of a stick Creating achievable, challenging
expectations and rewarding progress toward goals rather than manipulation of power
Enabling people to use their own initiative and experiences rather than denying or constraining their experiences and actions
Paradigm ShiftsParadigm Shifts
Everything and everyone goes back to zero - Your past
success guarantees nothing
Paradigm Pioneers
In our samples I started out with, what were the qualities that
allowed them to see or create the future and embrace change?
The Paradigm Shift Question
The Paradigm Shift Question
What today is impossible to do in your business/industry, but if it
could be done would fundamentally change what you
do?
The $60 Million Dollar Question
The $60 Million Dollar Question
How do we more speedily process our organizations
through this cycle?
The Classic Corn ResearchThe Classic Corn Research
Innovators Early Adopters Early Majority Middle Majority Laggards Non-Adopters
2.5% 13 % 17 % 34 % 17.5% 16%
The Classic Corn ResearchThe Classic Corn Research
What Favours Rapid Adoption?What Favours Rapid Adoption?
Relative Advantage Compatibility Complexity Trialability Observability
The Market Adaptation SequenceThe Market Adaptation Sequence
Product Acceptance Motivation Confidence Level Education / Attitude Acceptance Criteria Selling Strategy
The Five Stages of Technology AdoptionThe Five Stages of Technology Adoption
Awareness Interest Evaluation Trial Adoption
Personal Skills for Leadership: Transferable to Our Work
Professional & ethical behavior Public speaking Working with teams Influencing – groups, policies Communicating Action orientation, initiative Planning & strategy creation Developing programs, services Big picture Process awareness Networking
Geeks & Geezers: How Era, Values & Defining Moments Shape Leaders by Warren Bennis & Robert Thomas
Era Defining moments; transformational
experiences; the crucible as a training ground for future leaders
Practicing while performing
The ability to learn is a defining characteristic of being human; the ability to continue learning is an essential skill of leadership
Learning to learn is key to becoming a leader
Leadership in this world of ever-accelerating change requires both the wisdom of our elders & the insights of younger people
Era-Based Differences Analog Digital Linear Maps Mechanics COP (Command, order,
predict) Experience Conventional warfare specialist
Nonlinear Compasses Living systems ACE (align, create,
empower) Beginner’s mind Terrorism & cyberwarfare Deep generalist
Crucibles & Defining Moments
It is a defining moment that unleashes abilities, forces crucial choices, & sharpens focus
Leaders
create meaning our of events & relationships have the ability to process new experiences,
to find their meaning & to integrate them into their own life – adaptive capacity
have courage, optimism, tenacity & self-confidence
are first class noticers – can recognize talent, identify opportunities, & avoid pitfalls
have neoteny – retain youthful qualities as adults (curiosity, playfulness, eagerness, fearlessness, warmth, energy)
Needs & Wants Geezers Geeks
Stability/security Control over my space
(mine not someone else’s)
Hard work will lead to just rewards
Identity Meaning/significance Developmental
experiences Building a resume Making a difference balance
Character Geezers Geeks
Making a living Command & control
leadership style Entrepreneurship as a
way to control one’s own space/destiny
Making history Participatory, engaging,
collaborative approach to leading
Entrepreneurship as a form of self-expression
Counter-organization man (i.e., why be loyal?)
Maturation Process Geezers Geeks
Learning to organize Regard for subordinates
(sometimes paternalistic) Patriotism, love of
country, defense of values
Experimenting more Exposure to a wider
variety of themes/ideas at an earlier age
Already expert at things their parents barely understand
Sophisticated tourists
Strategies for the Future
Focus on: Collaboration Culture Contentual AND
Contextual Leader as Catalyst
Lead, follow, or get out of the way.