Leadership And Change In A Network

leadership and change in a networkleadership and change in a network

... or why Gandhi, Genghis & Eglantyne Jebb would have understood the internet (and change) better than we do …... or why Gandhi, Genghis & Eglantyne Jebb would have

understood the internet (and change) better than we do …

Mick Yates: CGE&Y Centre for Business Innovation – May 2002Mick Yates: CGE&Y Centre for Business Innovation – May 2002

page 2© mick yates May 2002

First, a little theory – leadership First, a little theory – leadership


• leaders always create (and need) change

• leaders always create (and need) followers

• leaders have a rock-solid value system, which is congruent with their followers

• leaders always create (and need) change

• leaders always create (and need) followers

• leaders have a rock-solid value system, which is congruent with their followers

leadersleaders



There is a hierarchy, which reflects both fundamental and transient ideas.

Changes that move from the ideas stage to become strongly held values will be both more difficult to

achieve, and longer lasting.

Ideas and values have different velocity.

sources of ideas values: example strengthEntertainment &

fashionMarkets and business

Politics and LawInfrastructure

Religion and cultureNature and biology

Latest trendsCapitalism Democracy

Education for allCultural loyalty

“Child in danger”

Weak

Strong

Change, ideas & values

Change, ideas & values


Second, a little practical – the 5 e’s Second, a little practical – the 5 e’s


MOHANDAS GANDHI

ENVISIONIndia’s political and religious

independence, based on spiritual renewal of her people, and on the

equality of Hindu and Muslim. Abolish castes.

ENABLESouth African ambulance corps. Indian

"Constructive Program". The Ashrams. The Congress charter. "Swadeshi" =

home industry.EMPOWER

Discipline & freedom, for self and followers.

"Satyagraha" = peaceful protest. "Swaraj" = Indian Independence. Love.

Respect.ENERGIZE

He walked the talk – Gandhi was the program

The "Salt March". He fasted. His charisma.

His disregard for self - no fear - prison. His words.


GENGHIS KHAN

ENVISIONTo stop the Mongol tribes fighting, and to

preserve their nomadic lifestyle. To live off the land. Realize their

longstanding dream of “conquering the World".

ENABLEThe compound bow & short stirrup. The

"Yasa" legal code. Merit based army units of 10, 1000, 10000. Peacetime

“Pony express” links.EMPOWER

Genghis trusted Locals running conquered cities. He promoted on

merit. He was generous, very loyal, and very frank.ENERGIZE

He personified strong & clear Mongol values. Genghis always led from the

front. He was charismatic. Either surrender and maintain your way of

life, or be slaughtered….


EGLANTYNE JEBB

ENVISIONMake a lasting change for all children, via modern management, finance and “self

help”.The Rights of the Child. Global.

ENABLEModern management techniques. Clear

operational principles. Organization. UK branch structure.

Permanent SCF.EMPOWER

Empowered children. Empowered Save’s workers.

Empowered all religious groups. Decentralized structure with common

values.ENERGIZE

Charismatic. Universalist. Dealt with issues. Hard working / practical. Advocacy and selling.


ENVISION

Strategies& Changes

Values &Culture

Mission& Goals


envision in a network

envision in a network

Operational

1. New business models

2. Biological ideas

3. Customer relationships

4. Blurring ..

5. Branding we trust

6. Networks

7. Speed

8. Global norms

Operational

1. New business models

2. Biological ideas

3. Customer relationships

4. Blurring ..

5. Branding we trust

6. Networks

7. Speed

8. Global norms

Organizational

1. Clearer choices

2. Governance

3. Women’s role

4. Children’s role

5. Interest groups

Organizational

1. Clearer choices

2. Governance

3. Women’s role

4. Children’s role

5. Interest groups


ENABLE

ENVISION

Tactics& Tools

Processes&

Structures

Strategies& Changes

Values &Culture

Mission& Goals


enable in a networkenable in a network

Operational

1. Knowledge management ..

2. Common platforms

3. Common data sets

4. Common data accessibility

Operational

1. Knowledge management ..

2. Common platforms

3. Common data sets

4. Common data accessibility

Organizational

1. Common business processes

2. Common learning processes

3. Internally connected people

4. Externally connected people

Organizational

1. Common business processes

2. Common learning processes

3. Internally connected people

4. Externally connected people


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


EMPOWER

ENABLE

ENVISION

Tactics& Tools

Measures

Processes&

Structures

Training&

Rewards

Strategies& Changes

Values &Culture

Mission& Goals


Organizational

1. Structural interdependence

2. Shared leadership across network

3. Teaching

Organizational

1. Structural interdependence

2. Shared leadership across network

3. Teaching

Operational

1. Inclusiveness

2. Set measurable goals

3. Clear short term targets

4. Group goals

Operational

1. Inclusiveness

2. Set measurable goals

3. Clear short term targets

4. Group goals

empower in a network

empower in a network


Empowerment via facilitation Cultural basis Start with (and stick to) the Vision Let go of your own power Have patience Listen for what is not said Build Interdependence via process

Asia & The West Asia Asia Asia Asia

Set out clear ground rules up front Expose your own value system, first Build an empowerment “contract” Get all the issues out Stick to the process over time

The West The West The West The West Asia & The West

facilitationfacilitation


ENERGIZE

EMPOWER

ENABLE

ENVISION

Tactics& Tools

Measures

Processes&

Structures

Training&

Rewards

IndividualSuccess

Strategies& Changes

Values &Culture

Mission& Goals

Commun-icate

& Correct


energize in a network

energize in a network Operational

1. Communications plan

2. KISS – don’t over think

3. Communicate values

4. Walk the talk 24x7

5. Tangible big picture

6. Spread success stories

7. Help learn from mistakes

8. Virtual communication

Operational

1. Communications plan

2. KISS – don’t over think

3. Communicate values

4. Walk the talk 24x7

5. Tangible big picture

6. Spread success stories

7. Help learn from mistakes

8. Virtual communication

Organizational

1. Success breeds energy

2. Individuals are in control of destiny

3. Lifetime employability

Organizational

1. Success breeds energy

2. Individuals are in control of destiny

3. Lifetime employability


Reactions to change- David Noer

Reactions to change- David Noer

Entrenched

30-60%

Overwhelmed

30-60%

Learners

10-?%

Capacity

for

Change

Comfort

level

BSers

10-20%

Entrenched

30-60%

Overwhelmed

30-60%

Learners

10-?%

Capacity

for

Change

Comfort

level

BSers

10-20%


execute in a network

execute in a network

…. because Gandhi, Genghis & Eglantyne Jebb would all have understood that the internet is a

Leadership change tool

- more than anything else it can be

…. because Gandhi, Genghis & Eglantyne Jebb would all have understood that the internet is a

Leadership change tool

- more than anything else it can be


“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