Leadership Excellence:Inspiring Performance and Long-Term Success
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Leadership Can Be Found in Day-to-Day
Activities
Leadership Excellence has become a key differentiator regarding managing performance and sustaining success.
Leadership can be found in day-to-day activities, for example dancing. Here are some lessons on leadership excellence from the dance floor:
Know who you are: Dancing and leadership means being aware of your ownstyle, what you’re passionate about, and then expressing exactly that.
Emphasize self-leadership: The way your dance partner holds him-/herself will lead you to effortlessly do your part and follow him/her well.
Focus on implementation: Don’t be afraid of making mistakes, just start moving. Both dancing and doing business can only be learned by taking action.
It takes two to tango: It’s about working in partnership to create the best results. When we dance, there is consent, connectedness and a shared passion for ourgoals.
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ContentsLeadership Excellence:
Inspiring Performance and Long-Term Success
VUCA-World1
Leadership Challenges2
Leadership Excellence3
Authentic Identity4
Change Leadership5
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Severe Turbulence is the New Normal
V
U
C
A
Volatility
Uncertainty
Complexity
Ambiguity
Nature, speed, volume, magnitude, and dynamics of change
Lack of predictability of issuesand events
Confounding of issues, and the chaosthat surrounds any organization
Haziness of reality, and the mixedmeanings of conditions
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VUCA-World1
Leadership Challenges2
Leadership Excellence3
Authentic Identity4
Change Leadership5
ContentsLeadership Excellence:
Inspiring Performance and Long-Term Success
6
„We need leaders who can lead in any situation,with or without position authority, with or without formally allocateddecision rights, with or without designated followers, with or without an approved set oftraits and characteristics, and often in conditions in whichthere is no agreement as to what theright answer is.“
Granger (2009)
Current Leadership Vacuum
„The leadership crisiswe first identified in our 2005 reportcontinues.“Rosenthal, et al (2007, intro.) „A national study in confidence in Leadership“, The Center for Public Leadership, Harvard University
„Estimates of managerialincompetence range from30% to 75%. 65% to 75% oforganization membersreport that their immediate boss is the worst aspect oftheir current employment. The failure rate amongsenior executives is 50%.“Robert Hogan and Robert Kaiser, „What weknow about Leadership“ (2005)
„Yet despite the huge investmentthat companies have made in change management, moststudies still show a 60 – 70% failure rate for organizationalchange projects.“HBR.org
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Room for Improvement & the Power of
Basic Beliefs
Yesterday’s ‘command and control’ mentality is definitely out. There is not this one set of leadership skills that could make all the difference. Instead, they describe an idealized version of a leader who seems to have super-natural powers. Don’t we all love heroes? How real or realistic are they though?
There is a leadership vacuum that needs to be filled. Take up that space and lead. There is not just one way to exhibit leadership excellence. You need to find your own.
The biggest challenge is sitting between our two ears. Our mind is a powerful thing. The stories we tell ourselves and the things we believe about ourselvescan either prevent change from happening or allow new skills to blossom.
Prof. Carol Dweck, psychologist at Stanford University, studies human motivation. She tries to find out why people succeed and what’s within ourcontrol to foster success.
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Changing Your Mindset ...
Fixed Mindset – Intelligence is static.Belief that my intelligence, personality and character arecarved in stone; my potential is determined at birth.
Leads to a desire to look smart, and therefore a tendencyto
avoid challenges
give up easily
see effort as fruitless or worse
ignore useful negative feedback
feel threatened by the success of others.
As a result they may plateau early and achieve lessthan their full potential.
Fixed Mindset
Source: Dr. Carol Dweck, Stanford University
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... It‘s Up to You!
Growth Mindset – Intelligence can be developed.Belief that my intelligence, personality and character can bedeveloped. A person‘s true potential is unknown (andunknowable).
Leads to a desire to learn, and therefore a tendency to
embrace challenges
persist in the face of setbacks
see effort as a path to mastery
learn from criticism
find lessons and inspiration in the success of others.
As a result they reach ever higher levels ofachievement.
Growth Mindset
Source: Dr. Carol Dweck, Stanford University
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Managing and Leading for
Performance and Results
BeliefsValues, judgements, interpretations, assumptions, „attitude“
RelationshipsTrust, rapport, collaboration, sharing, „connection“
BehaviorStyle, openness, habits, skills, practices, „action“
ResultsOutcomes, impact, accountabilities, improvements, „performance“
... determine my ...
... which influence my ... ... which affect my ...
... which reinforce my ...
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VUCA-World1
Leadership Challenges2
Leadership Excellence3
Authentic Identity4
Change Leadership5
ContentsLeadership Excellence:
Inspiring Performance and Long-Term Success
12
Leadership Defined
As we look ahead intothe next century, leaderswill be those whoempower others. Bill Gates
When the leadershipprocess in a group iseffective, three crucialoutcomes are produced: Direction Alignment Commitment
Center for Creative Leadership
The only definition ofa leader is someonewho has followers.
Peter Drucker
It is important that you get clearfor yourself that your only accessto impacting life is action. The world does not care what youintend, how committed you are, how you feel or what you think, and certainly it has no interest in what you want and don‘t want. Take a look at life as it is livedand see for yourself that theworld only moves when you act. Werner Erhard
Leadership involves establishing a clear vision sharing that vision with others providing the information, knowledge
and methods to realize that vision, and
coordinating and balancing theconflicting interests of all membersand stakeholders.
A leader steps up in times of crisis, and is able to think and actcreatively in difficult situations.
Businessdictionary.com
Leadership is the capacityto translate vision intoreality.
Warren Bennis
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Revisiting „In Search of Excellence“
The Eight Themes (Tom Peters, 1982)
1 A bias for action2 Close to the customer3 Autonomy and entrepreneurship4 Productivity through people5 Hands-on, value-driven6 Stick to the knitting7 Simple form, lean staff8 Simultaneous loose-tight properties
To be added (2016)
Capabilities concerning ideas, e.g. creativity, innovation
Liberation, disorganization Speed, agility
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Leadership Excellence Starts
With Leading Yourself
Obviously, the boss in this cartoon needs to adapt to the VUCA-world. VUCA requires sharing ourselves more freely.
On the dance floor, both, leader and follower have a shared responsibility. The same is true for organizations. In the dance world, we talk about floor craft, which equals excellence.
Be the best you can be, and dance like nobody’s watching. In competition ballroom dancing, judges wantto see full expression and commitment to the movement. No holding back.
Use the same procedure in business: Make the leap of faith, take the risk, and execute your decisionswhole-heartedly. Dance full out.
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Dance Full Out
„Personal mastery is the discipline of continuallyclarifying and deepening our personal vision, of
focusing our energies, of developing patience, andof seeing reality objectively. People with a high
level of personal mastery are able to consistentlyrealize the results that matter most deeply to
them.“Peter Senge, The Fifth Discipline Fieldbook
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There is a linkage between these rubber bands and personal mastery. The concept of Personal Masterycomprises a vision, creative tension, and commitment to truth.
Commitment to truth means being willing to challenge the way you perceive the world and others. Your vision is an image of the future that you desire. Attempting to make reality meet your vision produces creative tension.
The rubber band represents the tension between your personal vision and reality. The creation process needsboth – vision and truth – to be energized and move forward!
Leaders Consciously Choose
Their Attitude
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Leading From the Inside Out
Leaders with a sound level of Personal Mastery
are dedicated to creating and leading out of a personal vision. They can accurately assess the gap between current reality and their vision.
are mindful and present, and they practice regular self-reflection and self-monitoring.
accept only the best.
understand not only their own feelings, behaviors, and mindsets but are equally aware of
as to what drives their followers.
embrace self-management.
are clear on the end state they wish to achieve andrelentlessly drive towards it every day.
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Leadership Excellence in Action
Oprah Winfrey
„It doesn‘t matter who youare, where you come from. The ability to triumphbegins with you. Always.“
Muhammad Yunus
„Poor people are bonsaipeople, there is nothingwrong with their seed. Society never allowed themthe space to grow.“
Steve Jobs
„If you are working on something exciting that youreally care about, you don‘thave to be pushed. The vision pulls you.“
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VUCA-World1
Leadership Challenges2
Leadership Excellence3
Authentic Identity4
Change Leadership5
ContentsLeadership Excellence:
Inspiring Performance and Long-Term Success
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Why Should Anyone Be Led By You?
„Most people are other people. Theirthoughts are someone else‘s opinions, theirlives a mimicry, their passions a quotation.“
„It is not the perfect, but the imperfectwhich needs our love.“
„Be yourself. Everyone else is taken.“
Oscar Wilde
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Authentic Leaders Know Why They Want to
Lead
People are longing for trustworthy leaders. Authentic Leaders fill a void in an uncertain world.
Authentic Leaders lead from conviction; they are originals, not copies, and base their actions on their values. They
understand their purpose have strong values establish and maintain trusting relationships exhibit Self-discipline act from the heart (mission).
People have the capacity to become authentic leaders. It is a lifelong learning process.
Leaders are shaped by critical life events that lead togrowth and greater authenticity.
Source: Bill George (2003, 2007)
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AuthenticLeader
Authentic Leadership Comes From
Who We Are
Purpose
Passion
Values
BehaviorHea
rt
Com
pass
ion
Source: Authentic Leadership: Rediscovering the secrets to lasting value
by Bill George
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VUCA-World1
Leadership Challenges2
Leadership Excellence3
Authentic Identity4
Change Leadership5
ContentsLeadership Excellence:
Inspiring Performance and Long-Term Success
25
Emotion is at the Heart of Change
BehaviorGoals Skills
StructuresGuidelines
Feelings
Roles
BeliefsValues
Opinions
Desires
Needs
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Resistanceis caused up to …
80 %
10 %
10 %
… by uncertainty and fear
… by disregarded self-interests
… by factual concerns adverse to the change
Emotions are Deeply Rooted in Resistant Behavior
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Change in Organizations Always Impacts
Motivation, Morale, and Productivity
RewardingCompletion(Satisfaction)
Actively managed changeleads to ... Higher speed of adoption
How quickly do employees beginto use the new process, system, tool or behavior the changeintroduces?
Better employee engagementHow many employees areengaged and practice the ‚newway of doing things‘?
Higher proficiencyHow effective are employeeswhen they implement change?
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2
3
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without change managementwith change management
Morale
Time
UninformedOptimism
(Hope)
InformedPessimism
(Doubt)
HopefulRealism(Hope)
InformedOptimism
(Confidence)
Source: Dr. Elisabeth Kuebler-Ross, Change Curve
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Nurture the Sense of Urgency
Generate creative tension:
D x V x S > RD = Dissatisfaction with current situation,
need for change
V = Vision: Outcome & values
S = Steps to success
R = Resistance
Each of the three factors in Gleicher’s change formula must be bigger than zero.
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Successful Change Processes
Shared Vision Has a clear vision been articulated and is the vision understood and shared by all stakeholders? Is the change process aligned to strategic and business objectives?
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Sense of Urgency Has a sense of urgency for the change been articulated? Do the benefits of change outweigh the benefits of the status quo?
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Leadership Accountability Do leaders at all levels understand their role in enabling change? Do leaders and HR have the resources and preparation to identify key employees to engage?
3
Stakeholder – Involvement Have strategies been developed to engage key employees? Do leaders understand how to help their employees to move to the next stage of change?
4
Communication Has a communication strategy and a feedback mechanism been established? Are key messages impacting individuals reinforced through one-on-one communication?
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Training Has a learning plan been developed to address desired competencies? Is leadership establishing clear priorities for training?
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Organizational Alignment Have the behaviors required for the future state been identified? Have incentive and reward systems been aligned to reward desired behaviors?
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Source: Corporate Leadership Council
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Leadership Strategies in a VUCA-World
Volatility
Uncertainty
Complexity
Ambiguity
Organizational agility, increase ofresources, clear communication, andintention
More flexibility, fresh perspectives
Influence and inspire across hierarchies, lead and follow, collaboration, focus
Experiment, identify new business rules
Challenge: Response:
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What Top-Notch Leaders Prioritize
Leadership Excellence starts with leading yourself – from the inside out. Leaders who embrace Leadership Excellence prioritize
AuthenticityTheir intentions, behavior and impact are in congruence.
A deep Sense of Purpose They are clear as to why the organization is in existence and what their contribution is.
A Source of Passion They do what they love, and love what they do.
Personal Mastery They have a positive outlook and consciously choose their attitude to get there.
Reality Checks They reflect, self-monitor, take in feedback and assess where the they are with regard to their or the organization’s vision.
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Be Passionately Curious, Present Now, and
Strive for Leadership Excellence – Always
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Image Sources & Photo Credits
Slide 3, 5, 11, 19, 23, 20, 33: Annette B. Czernik
Slide 8: hobbitfoot / fotolia
Slide 9: hobbitfoot / fotolia
Slide 10: ninefotopl / fotolia
Slide 13: turgaygundogdu / fotolia
Slide 16 and 17: illiano / fotolia
Slide 18: Image Muhammad Yunus: Flickr / User: Chatham House / CC Lizenz ; Image Oprah Winfrey: Flickr / User: Greg Hernandez / CC Lizenz ; Image Steve Jobs: Flickr / User: segagman / CC Lizenz
Slide 26 / 28: freshidea / fotolia
