venture asia leadership dynamics mick yates singapore, january 1999 mick yates singapore, january...
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Venture AsiaLeadership Dynamics
Venture AsiaLeadership Dynamics
Mick YatesSingapore, January 1999
Mick YatesSingapore, January 1999
page 2© mick yates January 1999
According to the Wall Street Journal on January 18
almost all HR professionals focus on downsizing & cost cutting
….. what is left to lead?
According to the Wall Street Journal on January 18
almost all HR professionals focus on downsizing & cost cutting
….. what is left to lead?
page 3© mick yates January 1999
According to the Wall Street Journal on January 18
Genghis “lived to humiliate his enemies”
….. how should we lead?
According to the Wall Street Journal on January 18
Genghis “lived to humiliate his enemies”
….. how should we lead?
page 4© mick yates January 1999
According to Inc. Magazine this month
The average office workerfiles 80% of the data they receive without using it!
….. how can we lead the “knowledge”?
According to Inc. Magazine this month
The average office workerfiles 80% of the data they receive without using it!
….. how can we lead the “knowledge”?
page 5© mick yates January 1999
“All human unhappiness comes from not squarely facing reality, exactly as it is right now”
“All human unhappiness comes from not squarely facing reality, exactly as it is right now”
page 6© mick yates January 1999
• Liquidity crunch
• Forward planning
• Institutional crisis
• Leadership crisis
• Liquidity crunch
• Forward planning
• Institutional crisis
• Leadership crisis
Vision
Innovation & speed
Connectivity & knowledge
Interdependence
Vision
Innovation & speed
Connectivity & knowledge
Interdependence
Lessons of the Asian Crisis ...Lessons of the Asian Crisis ...
page 7© mick yates January 1999
• Leaders - are interdependent with followers
• Leaders - always accelerate change
• Leaders - have a rock-solid value system which is congruent with their followers’
• Leaders - are interdependent with followers
• Leaders - always accelerate change
• Leaders - have a rock-solid value system which is congruent with their followers’
Eternal Leadership truths
Eternal Leadership truths
page 8© mick yates January 1999
• task orientation• individual efforts• shareholder value• work the deal before the
relationships• “confrontation”• ability before character• single discipline training• verbal focus
• task orientation• individual efforts• shareholder value• work the deal before the
relationships• “confrontation”• ability before character• single discipline training• verbal focus
• process orientation• group efforts• market share• work the relationship
before the deal• “wa” = harmony• character first• multi-discipline training• high non-verbal context
• process orientation• group efforts• market share• work the relationship
before the deal• “wa” = harmony• character first• multi-discipline training• high non-verbal context
Western AsianWestern Asianbe both!
Leadership stylesLeadership styles
page 9© mick yates January 1999
ENERGIZEENERGIZE
ENVISIONENVISION
ENABLEENABLE
EMPOWEREMPOWER
Institutional InterdependenceInstitutional Interdependence Facilitating
& TeachingFacilitating & Teaching
Strategic InnovationStrategic Innovation
4E’s process4E’s process
page 10© mick yates January 1999
Mohandas GandhiMohandas Gandhi
page 11© mick yates January 1999
ENVISION The political independence of India, based onspiritual renewal of her people, and on theequality of Hindu, Muslim. Abolish castes.
ENABLE Organization skills - e.g. ambulance corpsThe "Constructive Program". The Ashrams.Congress charter. "Swadeshi".
EMPOWER Discipline & freedom, for self and followers."Satyagraha" and "Swaraj". Love. Respect.
ENERGIZE Walked the talk - he was the programThe "Salt March". Fasting. Charisma.Disregard for self - no fear - prison. Words.
Mohandas GandhiMohandas Gandhi
page 12© mick yates January 1999
Genghis KhanGenghis Khan
© National Geographic© National Geographic
page 13© mick yates January 1999
ENVISION Preserve nomadic lifestyle & live off theland. Realize the longstanding Mongoldream of "conquering the World".
ENABLE Compound bow, short stirrup. "Yasa" code.Merit based units of 10, 1000, 10000.Pony express communications.
EMPOWER Trusted Locals running conquered cities.Promotion on merit. Generous. Loyal. Frank.
ENERGIZE Very strong & clear Mongol values.Always led from the front. Charismatic.Either surrender or be slaughtered!
Genghis KhanGenghis Khan
page 14© mick yates January 1999
Envision the change
Envision the change
If you can’t innovate fast …..
….. you can’t Lead!
If you can’t innovate fast …..
….. you can’t Lead!
page 15© mick yates January 1999
• 1940’s & 50’s
– Local businesses
– Traditional values
– Geography
– Worker as asset
• 1940’s & 50’s
– Local businesses
– Traditional values
– Geography
– Worker as asset
1970’s & 80’s
Multinationals
“Cherry picking”
Nations
Teamwork
1970’s & 80’s
Multinationals
“Cherry picking”
Nations
Teamwork
1990’s & 2000
Global economy
Global media
Interest groups
Individual skills
1990’s & 2000
Global economy
Global media
Interest groups
Individual skills
Global & Local at same time?
Global & Local at same time?
page 16© mick yates January 1999
page 17© mick yates January 1999
Wife Career person Leader (+ spiritual)
Change - the (Asian) Woman as
Leader?
Change - the (Asian) Woman as
Leader?
– 1970/80’s
– Female jobs only– Family oriented– Traditional values
– 1970/80’s
– Female jobs only– Family oriented– Traditional values
1980/90’s
Similar jobs to menAware of own
needsWealth & success
1980/90’s
Similar jobs to menAware of own
needsWealth & success
“ASEAN woman” - Ammirati Puris Lintas, Summer 1998“ASEAN woman” - Ammirati Puris Lintas, Summer 1998
2000’s
Feminine skills OKAware of capabilitiesMore value focused
2000’s
Feminine skills OKAware of capabilitiesMore value focused
page 18© mick yates January 1999
page 19© mick yates January 1999
• Back Street Boys are “Global” favorites in 6 out of 12 Asia Pacific Countries
• …although Beethoven is tops in China!
• Back Street Boys are “Global” favorites in 6 out of 12 Asia Pacific Countries
• …although Beethoven is tops in China!
“New Generasians” - Cartoon Network & A.C.Nielsen, kids 7-18, March/April 1998“New Generasians” - Cartoon Network & A.C.Nielsen, kids 7-18, March/April 1998
• No consistency in local music favorites
• The kids seem to like and know everything!
• No consistency in local music favorites
• The kids seem to like and know everything!
Asian kids or Global kids?
Asian kids or Global kids?
page 20© mick yates January 1999
page 21© mick yates January 1999
• Supplier
• Brand
• Technology
• Science
• Business life
• Country
• Intellectual Q
• Supplier
• Brand
• Technology
• Science
• Business life
• Country
• Intellectual Q
• Buyer
• Service
• Idea
• Art & design
• Private life
• Interest group
• Emotional Q
• Buyer
• Service
• Idea
• Art & design
• Private life
• Interest group
• Emotional Q
brand,service
or emotion?
Blur – product or service?
Blur – product or service?
Adapted from Chris Meyer & Stan Davis, “Blur”Adapted from Chris Meyer & Stan Davis, “Blur”
page 22© mick yates January 1999
Empower the change
Empower the change
If you can’t connect people …..
….. you can’t Lead!
If you can’t connect people …..
….. you can’t Lead!
page 23© mick yates January 1999
Leaders connect people & structures
Leaders connect people & structures
• IT Infrastructure
• Team design
• “Virtual Leadership”
• IT Infrastructure
• Team design
• “Virtual Leadership”
page 24© mick yates January 1999
DATA
INFORMATION
DATA
BEST PRACTICE
BENCHMARKS
PROCESS
KNOWLEDGE
= OBJECTIVE FACTS= OBJECTIVE FACTS
= CATEGORIZED= CATEGORIZED
= COMPARED & CONNECTED= COMPARED & CONNECTED
wisdom?
Leaders help data become knowledgeLeaders help data
become knowledge
page 25© mick yates January 1999
• Useful codification
• Accessibility in real time
• “Virtual water coolers”
• Useful codification
• Accessibility in real time
• “Virtual water coolers”
Leaders connect knowledge
Leaders connect knowledge
page 26© mick yates January 1999
DedicatedProject teamsDedicatedProject teams
OperatingOrganizationOperatingOrganization
Corporate knowledge base& values
Corporate knowledge base& values
leaders hyper connectleaders hyper connectIkujiro Nonaka and Horotaka TakeuchiIkujiro Nonaka and Horotaka Takeuchi
page 27© mick yates January 1999
Empower the change
Empower the change
If you can’t teach …..
….. you can’t Lead!
If you can’t teach …..
….. you can’t Lead!
page 28© mick yates January 1999
Personal
SKILL
Group
BASE
Developing
People
Handling
Complexity
Fast
Innovation
Customer
Focus
Leading
Interdependence
Business targets
Value system
Teach your leadership model
Teach your leadership model
page 29© mick yates January 1999
Empower the change
Empower the change
If you can’t measure …..
….. you can’t teach!
If you can’t measure …..
….. you can’t teach!
page 30© mick yates January 1999
0% 1%4%
25%
37%
25%
8%
0
10
20
30
40
less eff ect ive ------ m ore eff ect ive
Measure individual leadership
Measure individual leadership
page 31© mick yates January 1999
Empower the change
Empower the change
If you can’t facilitate …..
….. you can’t Lead!
If you can’t facilitate …..
….. you can’t Lead!
page 32© mick yates January 1999
• Your “story”
• Walk the talk
• Teach
• Course correct
• Your “story”
• Walk the talk
• Teach
• Course correct
Leadership gap - Energize the
change ...
Leadership gap - Energize the
change ...
page 33© mick yates January 1999
• Visionary leaders or visible leaders?
• Interdependence or independence?• Long term or short term?• Creativity or discipline?• Trust or change?
• Visionary leaders or visible leaders?
• Interdependence or independence?• Long term or short term?• Creativity or discipline?• Trust or change? Bust bureaucracy or standardize? People or productivity? Strategy or execution? Sales growth or cost reduction? Market share or profit?
Bust bureaucracy or standardize? People or productivity? Strategy or execution? Sales growth or cost reduction? Market share or profit?
the answer is“yes” …
.... so facilitatedon’t manage
Leaders want everything
Leaders want everything
page 34© mick yates January 1999
• Start with (and stick to) a vision
• Let go (of your power) • Patience• Listen for what is not said• Interdependence via process
• Start with (and stick to) a vision
• Let go (of your power) • Patience• Listen for what is not said• Interdependence via process
• Asia & West
• Asia• Asia• Asia• Asia
• Asia & West
• Asia• Asia• Asia• Asia
Set out clear ground rules up front Expose your value system, first Empowerment “contract” Get all the issues out
Stick to the process - refuse to budge
Set out clear ground rules up front Expose your value system, first Empowerment “contract” Get all the issues out
Stick to the process - refuse to budge
West West West West
Asia & West
West West West West
Asia & West
Leaders facilitateLeaders facilitate
page 35© mick yates January 1999
• Envision
• Enable
• Empower
• Energize
• Envision
• Enable
• Empower
• Energize
All routed in a 100% congruent value system All routed in a 100% congruent value system
Innovate fast!
Connect the knowledge
Teach Leadership
Facilitate
Innovate fast!
Connect the knowledge
Teach Leadership
Facilitate
Leaders use the 4E’s
Leaders use the 4E’s
page 36© mick yates January 1999
“Never underestimate the enemy. Respect him, but equally always
remember, regardless of the odds, team to team, yours is better. If
there is any doubt in your mind in regard to this previous sentence
you had better start training harder, or hand over your command”
Australian Army Leadership Manual, 1994
“Never underestimate the enemy. Respect him, but equally always
remember, regardless of the odds, team to team, yours is better. If
there is any doubt in your mind in regard to this previous sentence
you had better start training harder, or hand over your command”
Australian Army Leadership Manual, 1994