The Leadership Challenge:

Managing the Knowledge Worker

Based on Based on Stephen Covey’s the 8th Habit, (www.the8thhabit.com)

Overview

• Context• Leadership and Organizations• Leadership and/or Management• Meeting the Leadership Challenge• Conclusion

The Winning Organization

Sustained Superior Performance

AchievingResults

Building Capacity

Execution ofKey Priorities

Leadership& ManagementDevelopment

Individual Effectiveness

Knowledge & Ignorance

Circle of

Knowledge

We believe that as knowledge expands, ignorance decreases

Knowledge & Ignorance

Circle of

Knowledge

In fact, as knowledge expands,Our ignorance also increases!

Whole Person Paradigm: Four domains

SPIRIT

MIND

BODYHEART

Four Needs of People

Meaning and contribution

To Leave A Legacy(SPIRIT)

Growth & Development

To Learn(MIND)

Survival

To Live(BODY)

Relationships

To Love(Heart)

Four Intelligences/Capacities

SQ

SPIRITUAL(Spirit)

IQ

Mental(MIND)

PQ

Physical(BODY)

EQ

Emotional(HEART)

Habit: the intersection of knowledge, attitudes and skills

Knowledge

AttitudeSkill

• In everyone’s life at some time,• our inner fire goes out.• It is then burst into flames by an

encounter with another human being.

• We should be thankful for those people who rekindle the inner spirit.

• These are LEADERS

Leadership Defined

• Communicating to people,• their worth and potential,• so clearly that,• they come to see it,• in themselves

Organizations

• Made up of individuals who have a relationship and a shared purpose

• The key to understanding organizational behaviour is not to study organizational behaviour per se, but to understand human nature

• Filled with problems• Most of the problems are the same

Chronic problems in organizations

Low Trust(SPIRIT)

Ambiguity,Hidden agendas,Political games,

ChaosNo Shared

Vision/Values(MIND)

Misalignment(BODY)

Rivalry,Co-dependency,

Backbiting,Infighting,No shared information

Disempowerment(HEART)

Apathy,Moonlighting,

Anger,Fear

The Industrial Age Response: Managing People as Things

BOSS

No need to see the future,

Just do what’s told and

follow the rulesRULES

EFFICIENCY

Systems designed for

efficiency

The manager knows best,

Makes all the important decisions

CONTROL

Workers cannot be trusted,

Use carrot & stick

Management and/or Leadership?

ControllingCreation of a common vision

BuildersArchitects

Concerned with how things get done

Concerned with what things mean to people

Maintaining order & organization A sense of movement

Coping with complexityCoping with change

Doing things rightDoing the right things

ManagementLeadership

Contrasts

MethodsPurposesPracticesPrinciplesClimbing the ladder fast“Is the ladder against the

right wall?”

SpeedDirectionTransactionTransformationExpenseInvestmentProgramProgrammerEfficiencyEffectivenessControlEmpowermentStructureSpontaneityThingsPeople

ManagementLeadership

• Both are vital – either one without the other is insufficient

• Tendency to overemphasized leadership and neglect the importance of management

• Why – Vastly overmanaged and Desperately underled

What Do Successful Leaders Do?

SET DIRECTION(vision, customers, future)

SET DIRECTION(vision, customers, future)

DEMONSTRATE PERSONAL CHARACTER

(habits, integrity, trust, analytical thinking)

DEMONSTRATE PERSONAL CHARACTER

(habits, integrity, trust, analytical thinking)

MOBILIZEINDIVIDUAL COMMITMENT

(engage others, share power)

MOBILIZEINDIVIDUAL COMMITMENT

(engage others, share power)

ENGENDERORGANIZATIONAL

CAPABILITY(build teams, manage change)

ENGENDERORGANIZATIONAL

CAPABILITY(build teams, manage change)

Four Roles of Leadership

Modeling(SPIRIT)

Pathfinding(MIND)

Alignment(BODY)

Empowering(HEART)

trust

trust trust

trust

Four Roles of Leadership

• Modeling (Conscience) – Set a good example

• Pathfinding (Vision) – Jointly determine course

• Aligning (Discipline) – Set up and manage systems to stay on course

• Empowering (Passion) – Focus talent on results not methods and then get out of people’s way and give help as requested

4 Roles of leadership

Unleashes human potential without externally motivating it(Cultural moral authority)

Empowering

Nourishes both vision and empowerment without proclaiming them(Institutional moral authority)

Aligning

Creates order without demanding it(Visionary moral authority)

Pathfinding

Inspires trust without expecting it(Personal moral authority)

Modeling

Four Qualities of Personal Leadership

Conscience(Modeling)

Vision(Pathfinding)

Discipline(Alignment)

Passion(Empowering)

Four Primary Management Practices

Culture(Modeling)

Strategy(Pathfinding)

Structure(Alignment)

Execution(Empowering)

Excel in four primary management practices

1. Strategy – Devise and maintain a clearly stated, focused strategy

2. Execution – Develop and maintain flawless operation execution

3. Culture – Develop and maintain a performance-oriented culture

4. Structure – Develop and maintain a fast, flexible, flat organization

FOCUS – Modeling and Pathfinding

1. The Voice of Influence – Being a model involves finding your own voice first and choosing the ATTITUDE of initiative

2. The Voice of Trustworthiness – You cannot have trust without trustworthiness; KNOWLEDGE of this principle is the doorway to influence

3. The Voice and Speed of Trust – Also involves developing strong relationship SKILLS that build trust

4. One Voice – Creating with others a common VISION about your highest priorities and values

EXECUTION – Aligning and Empowering

5. The Voice of Execution – Aligning goals and enabling systems for results

6. The Voice of Empowerment –Releasing passion and talent, clearing the way before them and getting out of the way; “Where the rubber meets the road”

Level 5 Leadership

ExecutiveBuilds enduring greatness through a paradoxical combination of

personal humility and professional will

Effective LeaderCatalyses commitment to vigorous pursuit of clear and compelling vision

Competent ManagerOrganizes people and resources

Highly Capable IndividualMakes productive contributions through talent, knowledge, skills and

good work habits

Contributing Team MemberContributes to the achievement of group objectives

LEVEL 1

LEVEL 2

LEVEL 3

LEVEL 4

LEVEL 5

Conclusion

• Leadership requires distinct behaviours and attitudes

• Before you become a leader, success is all about growing yourself

• When you become a leader, success is all about growing others

Paradoxes

• Leadership is full of them• Performing balancing acts every

day is leadership• The most important is managing

the short-long paradox –managing for short term results while keeping in mind long term goals

Are Leaders Born or Made?

• Both• Some characteristics like IQ and

energy are innate• Some like self-confidence, trying

something, getting it wrong and learning from it, or getting it right and gaining self-confidence to do it again, only better can be learned

Leaders

• Can only exist and accomplish extraordinary goals because of supportive followers!

• Both need each other to achieve the group’s vision and established mission

Leadership

• Can be best understood by turning the coin over and studying followership.

• Why do people follow leaders? If we can understand this, then we will be a long way down the road to creating those followers and hence becoming an effective leader.

• People don't just follow anyone• You can't just say 'follow me' and

expect people to follow out of the goodness of their hearts

• You have to give them good reason for them to follow

Bottom Line

• The best leaders know how to follow • We must all learn to follow before we

can lead

Review

• Context• Leadership and Organizations• Leadership and/or Management• Meeting the Leadership Challenge