sustainable servant leadership fons .../media/employers/documents...people versus to become more...

NEVER WAIST A CRISISSUSTAINABLE SERVANT LEADERSHIP

FONS TROMPENAARS

Birmingham5 November, 2009

Your clients and partners

Einstein: "You can't solve a problem with the same mindset that created it"!

Whilst all organizations share the same types of problems during these difficult times, their approach to them is usually culturally biased and often set in their past.

New innovative solutions are required that are grounded in sharp strategy, understand the organization's values, reconcile the competing demands of the perspectives of all stakeholders including shareholders, employees and customers, plus solid branding and impeccable design.

Innovation

Leadership

SustainabilityGlobalization

Doing More with Less: Main levers to pull

Approaching Dilemmas: Navigating Strategic Tensions

To Create Wealth is

to combine Values that are not easily joined…..

Therefore scarce...

Therefore profitable….

And that is what servant leaders do

Servant Leadership (Greenleaf)

“Servant Leadership is about enabling others to perform better”

Contributions to Health of Society

Hospital’s Effectiveness and Efficiency

Staff Development and Learning

Satisfaction of the

Patient

Government subsidies and other support

2

4

5

6

8

3

9

10

7

1

to develop our people versus to

become more cost conscious

Reward our doctors for their mastery versus

Reward government for their faith in us

Keep short-term cash flow versus Invest in

long-term sustainability

reputation in wider community versus serve our patients

wants

standardized products/services

versus particular needs of patients

Patient is always “right”versus preventive patient

care

equal opportunitiesversus positivediscrimination

Operational Agility versus strategic

clarity

Leverage intellectual capital versus

innovative projects

satisfy our patients at all costs versus

reducing 20 bn GBP in next 5 years

Creating the Servant Organization of the 21st Century

Servant Leaders

• Make standards out of exceptional service

• Discriminate positively through achievements

• Reduce Costs through Developing people

• Connect Inner with Outer Worlds

• Innovate through Discipline

• Give Strategic Clarity through Operational Agility

• Synchronize Sequences

• And Lead by Serving




Satisfaction of the

Patient


2

4

5

6

8

3

9

10

7

1

standardized products/services

versus particular needs of patients


01/ The Car Accident

What happens to your friend?

01/ What right does your friend have?

A. My friend has a definite right as a friend to expect me to testify to the lower figure.

B. He has some right as a friend to expect me to testify to the lower figure.

C. He has no right as a friend to expect me to testify to the lower figure.

01

02

03

04

05

06

07

Universalism versus Particularism

Individualism versus CommunitarianismIndividualism versus CommunitarianismIndividualism versus Communitarianism

Neutral versus Affective Neutral versus Affective Neutral versus Affective

Specific versus Diffuse Specific versus Diffuse Specific versus Diffuse

Achievement versus AscriptionAchievement versus AscriptionAchievement versus Ascription

Sequential versus SynchronicSequential versus SynchronicSequential versus Synchronic

Internal versus External ControlInternal versus External ControlInternal versus External Control

• Consistency• Systems, standards &

rules • Uniform procedures• Demanding of clarity• Letter of the law

• Flexibility• Pragmatic • Make exceptions• “It depends”• At ease with ambiguity• Spirit of the law

01/ Universalism vs Particularism

3237

4447

5464

6869

7383

87909191929393

97

0 20 40 60 80 100

VenezuelaKorea

RussiaChinaIndia

MexicoJapan

SingaporeFrance

Czech RepGermany

NetherlandsAustralia

United KingdomSweden

USACanada

Switzerland

Friend has no/some right and would not help

01/ Universalism

5260

6370

7375

78808182838384

888990

92

0 20 40 60 80 100

photographic

detergents

beverages

health

mining

aerospace

electronics

telecom

pharmaceuticals

DOCTORS

academic

computers

Hospitals

PARAMEDIC

bank

consulting

MANAGEMENT

Friend has no/some right and would not help

01/ Universalism

Overcentralisation. The SPIDER Rules

Cen

tral

isin

g in

form

atio

nin

tokn

owle

dge

Dilemma – Rule versus Exception

Degree of autonomous activity

Ever greater centralized knowledge of ever more decentralized activities

1/10

STARFISH: Adhocracy

10/1

Everlasting debates about

centralisation vs decentralisation




Satisfaction of the

Patient


2

4

5

6

8

3

9

10

7

1

equal opportunitiesversus positivediscrimination


Report ------ Rapport (Deborah Tannen)




Satisfaction of the

Patient


2

4

5

6

8

3

9

10

7

1

to develop our people versus to

become more cost conscious


01

02

03

04

05

06

07

Universalism versus Particularism Universalism versus Particularism Universalism versus Particularism

Individualism versus Communitarianism Individualism versus Communitarianism Individualism versus Communitarianism

Neutral versus AffectiveNeutral versus AffectiveNeutral versus Affective

Specific versus Diffuse

Achievement versus AscriptionAchievement versus AscriptionAchievement versus Ascription


Internal versus External ControlInternal versus External ControlInternal versus External Control

04/ Specific versus Diffuse

PUBLIC

PRIVATE



Specific Relationship

PUBLICPRIVATE


No Relationship


PRIVATEPRIVATE

PRIVATEPRIVATE

Diffuse Relationship



Danger Zone

PRIVATE

PUBLIC

The colleague argues:

You don’t have to paint the house if you don’t feel like it. He is your boss in the company. Outside the company, he has little authority

The subordinate argues:

Despite the fact that I don’t feel like it, I will paint the house anyway. He is my boss and you cannot ignore it outside your

work either.

A boss asking to paint his house

04/ Specificity

5867

6868

71717171

737575

787979

8693

95

50 70 90

FINANCIERS

beverages

government

mining

clothing

academic

consult

telecom

bank

pharma

computer/IT

MANAGEMENT

aerospace

HOSPITAL

DOCTORS

PARAMEDIC

motor

Would not paint the house

04/ Specificity

From the Balanced to the Integrated Score Card

Specific Financial Performance

Diffuse Development of

People


Specific financial performanceIntegrated

growth:

Train for Cost

Cutting

Cost cutting yourself

Interests in future innovating and learning

Subsidised seminar





Satisfaction of the

Patient


2

4

5

6

8

3

9

10

7

1 satisfy our patients at all costs versus

reducing 20 bn GBP in next 5 years


Balanced Score Card Dilemma…


Inner Directed Improvements

in Business Processes

Outer directed increase in patient satisfaction


Inne

r dire

cted

impr

ovem

ents Integrated growth:

Co-Created Experiences

Outer directed increase in patient satisfaction

Lean but mean

Patient’s captive




Satisfaction of the

Patient


2

4

5

6

8

3

9

10

7

1

Leverage intellectual capital versus

innovative projects


The Particular Idea versus the Universal Evaluation

The Plant The Evaluator

01/ Belbin team role dilemma

Uni

ver s

al C

ri ti c

al A

ppr a

isal

Particular Creative Ideas

Blue Sky

Strangled at birth…

Realize ideas through critical

oxygen

Belbin Team roles




Satisfaction of the

Patient


2

4

5

6

8

3

9

10

7

1

Operational Agility versus strategic

clarity


Strategic Clarity

Operational Agility

Wait and React

Strategic Clarity versus Operational Agility (CK Prahalad)




Satisfaction of the

Patient


2

4

5

6

8

3

9

10

7

1

People orientation

versus Process orientation


The Managerial Grid

Concern with people

Sweat Shop

Con

cern

with

Pro

cess

Country Club

Concern with productive

people




Satisfaction of the

Patient


2

4

5

6

8

3

9

10

7

1

Patient is always “right”versus preventive patient

care





Satisfaction of the

Patient


2

4

5

6

8

3

9

10

7

1

reputation in wider community versus serve our patients

wants





Satisfaction of the

Patient


2

4

5

6

8

3

9

10

7

1


Short Term Cash flow versus We need to serve long-term sustainability

“Servant leaders have the propensity and competence to help organizations and its teams reconcile dilemmas for better performance”

Core Proposition

01

02

03

04

05

06

07

Rules versus Exceptions Rules versus Exceptions Rules versus Exceptions

Individual versus Team Individual versus Team Individual versus Team

Control versus PassionControl versus PassionControl versus Passion

Specific versus DiffuseSpecific versus DiffuseSpecific versus Diffuse

Lord versus Servant


Inner versus Outer OrientationInner versus Outer OrientationInner versus Outer Orientation

05/ Lord versus Servant

STATUS ?

What You Do Who You Are

‘The most important thing in life is to act as really suits you, even if you don’t get

things done’


24252525

303232333435353637

4244

5864

7580

0 20 40 60 80

beverages

furniture

photographic

detergents

petroleum refining

bank

food

telecom

aerospace

consulting

PARAMEDIC

academic

pharmaceuticals

HOSPITAL

clothing

DOCTORS

MANAGEMENT

motor vehicles

aerospace


Percentage not agreeing with acting as really suits you

05/ Achievement versus Ascription

Attributed status by seniority or role

Perf

orm

ance

Sta

tus

(1,10)Lost democratic leadership



Perf

orm

ance

Sta

tus

Follow the Leader(10,1)



Perf

orm

ance

Sta

tus The Servant

Leader(10,10)

Servant or Leader ?

• Make Better Standards out of Exceptional Service

• Discriminate Positively through Achievements




• Concern with Productive People

• Back in Control by Letting Go

• Enhance Reputation by Serving Customer’s Wants


Servant Leaders

However…the starting point might be different in different cultures so:

• Look for the exception that proves the

rule

• Achieve by discriminating Positively

• Develop People in Reducing Costs

• Connect Outer with Inner Worlds

• Have a Discipline in Creating

• Produce by Relating to people• Serve Patient’s wants by Enhancing

Reputation

• And Serve by Leading

Servant Leaders…

• Make Better Standards out of Exceptions• Discriminate Positively through

Achievements




• Concern with Productive People

• Back in Control by Letting Go• Enhance Reputation by Serving

Patient’s Wants


An organization’s sustainability is how its leadershipchooses and deals with the dilemmas originating between the stakeholdersand create culture as a context.

QUESTIONS?

THANK YOU!TO DOWNLOAD THIS PRESENTATIONPLEASE GO TO www.thtconsulting.comPASSWORD NHS2009

FONS TROMPENAARS

sustainable servant leadership fons .../media/employers/documents...people versus to become more...

Documents