tipping point leadership
TRANSCRIPT
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Who am I?
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Sanjay Saini
I am married and lives with two cute terrorists
Would like to fly a fighter plane, horses in my farm and dolphins in my pool
Agile learner, practitioner and mentor
Will be a co-learner along with you guys for the session
Email - [email protected]
Mobile - 9891001391
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References and acknowledgements
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Disclaimer - I don’t own any of the images been used in this slide deck, thanks to all the owners
Don’t compete with rivals, make them irrelevant
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Tipping Point LeadershipHarvard Business Review – April 2003
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Flashback to 1994
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New York City
1. Murders at all time high, armed robberies, gang wars
2. Press referred to the Big Apple as the Rotten Apple.
3. A front page headline in the New York Post had screamed – “Dave do something”
4. The best the police could do was react to crimes once they were committed
5. New Yorkers were under siege, city was veering towards anarchy
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Flashback to 1994
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William Bratton was appointed police commissioner of New York City
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Fast forward to 1996
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Bratton turned New York into the safest large city in the US
1. Felony crime fell 39%
2. Murders by 50%
3. Theft by 35%
4. Public confidence in NYPD jumped from 37% to 73%
5. Job satisfaction and motivation in the police department reached all time high
He featured on the cover of the Time magazine
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Theory of Tipping Point Leadership
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In an organization, once the beliefs and energies of a critical mass of people are engaged, conversion to a new idea will spread like an epidemic
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Conventional Wisdom vs Tipping Point Leadership
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The theory of organizational change rests on transforming the mass and these efforts require steep resources and long timeframes.
To achieve a strategic shift at low cost, focus on the extremes – the people, acts, and activities that exert a disproportionate influence on performance
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Organizational hurdles to strategy execution
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Cognitive HurdleAn organization
wedded to the status quo
Political HurdleOpposition from powerful vested
interests
Motivational HurdleUnmotivated staff
Resource HurdleLimited resources
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Cognitive Hurdle An organization wedded to status quo
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Business cases are prepared using numbers
The worst thing about Data is that it lacks emotions
Let people see and experience the realty
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Ride the ‘Electric Sewer’
Cognitive Hurdle An organization wedded to status quo
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Cognitive Hurdle An organization wedded to status quo
1. Do we make our case just with numbers?
2. Or do we get our supervisor and employees face-to-face with the operational problems?
3. Do we get them into the market and listen to customers?
4. Or do we outsource our eyes and send out market research questionnaires?
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There will never ever be unlimited amount of resources
Cold spot
Hot spot
Resource Hurdle Limited resources
Horse trading
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Resource Hurdle Limited resources
1. Where are our hot spots?
2. Where are our cold spots?
3. Do we have anything to trade?
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Zoom in on Kingpins
Motivational Hurdle Unmotivated staff
Place Kingpins in a Fishbowl
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Motivational Hurdle Unmotivated staff
1. Who are our Kingpins?
2. Do we put the spotlight on Kingpins using a fair process?
3. Or do we just demand high performance and cross our fingers until the next quarter numbers come out?
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Political Hurdle Opposition from powerful vested interests
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Secure a Consigliere on your top management team
Political Hurdle Opposition from powerful vested interests
Leverage your angels and silence your devils
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Political Hurdle Opposition from powerful vested interests
1. Do we have a consigliere – a highly respected insider – in our top management team?
2. Do we know who will fight with us – Devils?
3. Do we know who will align with the new strategy – Angels?
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Tipping Point Leadership
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To achieve a strategic shift at low cost, focus on the extremes – the people, acts, and activities that exert a disproportionate influence on performance
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Thanks and Good Luck