strategic leadership and management
TRANSCRIPT
STRATEGIC MANAGEMENT AND LEADERSHIP – STYLES, PRINCIPLES
AND PROCESSCHARLES COTTER
DUBAI
31 AUGUST - 3 SEPTEMBER 2016
www.slideshare.net/CharlesCotter
TRAINING PROGRAMME OVERVIEW
• Strategic Management and Leadership – fundamental principles and process
• Leadership components and -process
• Leadership development continuum, model and -maturity
• Leadership styles
• Transformational and Situational Leadership – benefits and characteristics
• Leadership roles
• 5 Levels of Leadership (Collins)
• Leadership coaching – tools and process
INTRODUCTORY ACTIVITY
• Complete the statement by inserting one (1) word only. To be an effective strategic leader, I need to/to be…………………………………………….
• Now find other learners with the same word as you.
• Jot these words down on the flip-chart.
• Each learner will have the opportunity to elaborate on their chosen word.
STRATEGIC MANAGEMENT PROCESS
CONTEXT OF MANAGEMENT/LEADERSHIP
THE NATURE OF THE BUSINESS ENVIRONMENT – V-U-C-A
COMPONENTS OF A STRATEGIC PLAN
• Vision
• Mission Statement
• Objectives
• Goals
• Action Plan
• Values
BALANCED SCORECARD
LEADERSHIP COMPONENTS
LEADERSHIP PROCESS• Self Leadership
• Creating a Vision (Strategic mindset)
• Articulating that vision in a Compelling and Inspirational manner
• Guiding and Supporting followers in the pursuit of achievement of the vision
• Being a Driver and Agent of Change
• Nurturing, Developing and Empowering followers
• Serving as a Role Model
• Influencing followers positively
STRATEGIC LEADERSHIP INFLUENCE (ARISTOTLE’S RHETORICAL TRIANGLE)
SITUATIONAL LEADERSHIP
CHARACTERISTICS OF TRANSFORMATIONAL LEADERSHIP
BENEFITS OF TRANSFORMATIONAL LEADERSHIP
• Transformational leadership enhances the motivation, morale and performance of followers through a variety of mechanisms:
Connecting the follower's sense of identity and self to the project and
the collective identity of the organization
Being a role model for followers that inspires them and makes them interested
Challenging followers to take greater ownership for their work
Understanding the strengths and weaknesses of followers, so the leader can align followers with tasks that enhance their performance
SYNDICATE GROUP LEARNING ACTIVITY
• By referring to the generic leadership styles, identify the most appropriate and effective style, in your work environment. Justify your response.
• Discuss the merits of Situational Leadership as a viable leadership approach in your work environment.
• By referring to the characteristics of a Transformational Leader, describe how you’ll apply these to optimize performance from your followers.
LEVEL FIVE LEADERSHIP (COLLINS)
INDIVIDUAL LEARNING ACTIVITY • By referring to Collins’ Five Levels of Leadership, rate
yourself at the appropriate level. Describe how to make the step up to Level 5: Executive.
• By referring to the provided 12 leadership roles, critically evaluate and rate yourself (use a rating scale of 1-5) as a leader in demonstrating and fulfilling these roles.
• For each of these roles, identify personal leadership gaps and develop self-improvement strategies to enhance your leadership ability.
LEADERSHIP DEVELOPMENT CONTINUUM
• BUILD OR BUY?
• “Replacing people” is a dying practice. Developing leaders and grooming them for succession is what helps companies stay ahead of their competition.
• Success in this market requires brave leaders with the skills to build a performance-driven culture
• 86% of HR and global organizations cited leadership as a top issue. But only 6% of these organizations believe their leadership pipeline is “very ready”
• The data above proves that organizations around the world understand the value of longevity. Having high-quality leadership today is great, but being prepared for tomorrow is what successful businesses are made of.
LEADERSHIP DEVELOPMENT REALITIES AND TRENDS
• The bottom line: Identify potential leaders and actively develop their skills
• For today’s digital leaders, the most difficult question to answer is how to successfully identify and develop high-potential employees – the future leaders who are able to thrive in more demanding roles. Companies that successfully unlock this potential in its leaders gain a competitive edge that very few have.
• Leadership and its most effective characteristics are changing. Today’s millennials place less value on visible (19%), well-networked (17%) and technically skilled (17%) leaders. Instead, they define true leaders as: strategic thinkers (39%), inspirational (37%), personable (34%) and visionary (31%). (Source: Deloitte, Millennial Survey)
• To successfully lead in the new world of work, the Deloitte 2015 Global Human Capital Trends Report explains that “organisations must understand that leadership development is not a short-term problem and begin investing in programmes that not only provide online and classroom learning opportunities, but also build a leadership culture that inspires employees to become active contributors to the overall success of a company.”
LEADERSHIP DEVELOPMENT REALITIES AND TRENDS
• Leadership Development goes far beyond management training.
• Modern Leadership Development is very highly blended
• Modern Leadership Development includes coaches, assessments, and a wide range of mentoring strategies.
• Modern Leadership Development represents an investment in the company's legacy.
• Modern Leadership Development must be globalized, and focus on collaboration and team leadership.
CHANGES IN LEADERSHIP DEVELOPMENT
• Building a global leadership pipeline requires a continuous focus on leadership at all levels. The leadership gap is wider than ever. In 2015, we must reinvest in the assessment and development of leaders to drive engagement, retention, and performance.
• Development of the global leadership pipeline remains one of the most important issues in business. Eighty-five percent of business and HR leaders rate this as an urgent or very important problem (the number one rated challenge in Deloitte’s 2014 Human Capital Trends research), and less than 15 percent of organizations believe that their leadership pipeline is “ready.”
• While many large organizations have leadership programs, our research shows tremendous gaps. At the top of the corporate pyramid, fewer than 50 percent of all CXOs feel that they are receiving any development to help them to move into top executive positions and, at the bottom of the pyramid, fewer than 10 percent of organizations have programs focused on developing Millennials to lead.
GLOBAL LEADERSHIP DEVELOPMENT
• Despite the talk about leadership as a CEO-level strategy, many companies are not investing enough in this area. Companies at Level 4 Maturity spend 50-75% more on leadership development than their peers, and they see three to four times higher levels of engagement and performance from such programs.
• Yet 50% of all organizations have little or no leadership development at all and 52% of those with programs rate them “weak.” The understanding and level of investment is inconsistent.
• Succession management as a discipline is weak. The latest High-Impact Succession Management research shows that only 32% of organizations have a “steady supply” of leaders at the top levels, and only 18% hold their leaders accountable to identify and develop successors on a regular basis.
• If companies want to build a leadership pipeline, executives should hold their teams accountable for regular and continuous focus on bringing new people along on the journey.
• Leadership solutions in the market remain fragmented, forcing companies to build their own custom solutions.
LEADERSHIP DEVELOPMENT REALITIES
• Focus on developing a simple leadership framework and rigorously assess leaders at all levels. Without a clear and consistent “model” for leadership, people are often promoted based on their technical skills—and that does not create a sustainable leadership and management culture.
• Hold leaders accountable for more than just performance—they are responsible for employee engagement, employee development, and developing their own successors.
• Make sure that the leadership development team is well-funded, operates globally, and is led by a senior HR professional. High-impact companies spend three to four times the amount on novices in this area. Development of a strategic program takes experience—these programs should include formal training, developmental assignments, special projects, assessments, and a never-ending investment by leaders themselves. Such programs demand senior-level support and senior leaders to administer.
• Bring disparate leadership programs together. – INTEGRATION.
• Look at new tools and programs for employee engagement, culture, and brand as part of the leadership program. – INNOVATION.
LEADERSHIP DEVELOPMENT STRATEGIES
• The emergence of online learning programs for leadership has not moved the market. This means not just offering online learning to young managers, but taking the time to bring them to classroom programs, hire experts, and custom-build programs at all levels.
• The High-Impact HR research shows that, when HR focuses on management and leadership, it drives almost five times the impact of a focus on HR operations and employee support alone. Remember that, every week, people are promoted from individual contributor to supervisor and leader, and then they are taking on an awesome and business-critical responsibility.
• Make management and leadership a core focus of your company’s strategy; over time, it will become an institutionalized strategy and set of values for all levels.
• HR leaders should reinvest in leadership and remind themselves that, without great leaders, possibly no company can succeed.
LEADERSHIP DEVELOPMENT STRATEGIES
LEADERSHIP DEVELOPMENT MATURITY MODEL (BERSIN)
LEADERSHIP COACHING PROCESS
• Evaluate the current degree of leadership development maturity in your organization.
• Given your organization’s business reality and needs, identify the profile of the required leader – style and type.
• Identify viable strategies to enhance the leadership development model in your organization.
• Indicate how your organization can invest in the global sourcing and development of leaders i.e. creating leadership pipeline. (if relevant)
• Evaluate the current degree of effectiveness of your organization’s coaching practices and process, as a leadership development tool.
SYNDICATE GROUP LEARNING ACTIVITY
CONCLUSION OF STRATEGIC MANAGEMENT AND LEADERSHIP
• Key points
• Summary
• Questions
CONTACT DETAILS
• Charles Cotter
• (+27) 84 562 9446
• Twitter: Charles_Cotter
• http://www.slideshare.net/CharlesCotter