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Leading @ the Speed of Change
Leadership Waterloo Region, April 5, 2019
1
Copyrighted material. Please do not reproduce without permission.
www.ClemmerGroup.com
Warren Bennis
“I can’t recall a period of time that was as volatile, complex, ambiguous and tumultuous. As one successful executive puts it, ‘if you’re not confused, you don’t know what’s going on’.”
Warren Bennis, leadership author and Professor of Business Administration at the University of Southern California
1. Need for Speed and Agility
2. Three Critical Choices to Change or be Changed
3. LeaderSHIFT: From Good Manager to Great Leader
4. Building Leadership Strengths
“Leadership in a (Permanent) Crisis”
Harvard Business Review, Ronald Heifetz, Alexander Grashow, and Marty Linsky
•Foster Adaptation – balancing the continuation of current practices while at the same time helping people develop the next practices.
•Embrace disequilibrium – keeping people uncomfortable enough to induce change but not so much that they fight, flee, or freeze.
•Generate leadership – building leadership across all levels of the organization to adapt to changing times.
Great Place to Work study of 792 companies totaling about 500,000 employees.
“Companies that build an Innovation by All culture generate more high-quality ideas, realize greater speed in implementation, and achieve greater agility…
resulting in 5.5 times the revenue growth of peers with a less inclusive approach to innovation.
…many leaders today are failing to fully tap their human potential, which paradoxically has increased even as machines have become more central to business.”
Leadership is an Action, Not a Position
Influencing, Connecting,
Changing, and Delivering
Results
Leading @ the Speed of Change
Leadership Waterloo Region, April 5, 2019
2
Copyrighted material. Please do not reproduce without permission.
www.ClemmerGroup.com
A Leaderful Culture: Everyone Needs to Lead
“We all want to know how to make other people effective.
Peter Drucker (1909 – 2005), author of 39 books and hundreds of articles on leadership, management, and organization effectiveness. Widely considered to be the father of “modern management”
But that’s not the place to start. The place to start is ‘how do I make myself effective?’”
Three Critical Choices to Change or
Be Changed
Life is an Optical Illusion
Wearing C.R.A.P Glasses Ruins Our I-sight
Can’t Readily Absorb Positivity
Optical Illusion
Leading @ the Speed of Change
Leadership Waterloo Region, April 5, 2019
3
Copyrighted material. Please do not reproduce without permission.
www.ClemmerGroup.com
Opportunityisnowhere Opportunity is no where
Opportunity is now here
“…there is nothing either good or bad, but thinking makes it so…”
William Shakespeare, Hamlet
We rarely see the world as it is.
We often see the world as we are.
1. A tendency to stress the negative or unfavorable or to take the gloomiestpossible view.
2. The doctrine or belief that this is the worst of all possible worlds and that all things ultimately tend toward evil.
3. The doctrine or belief that the evil in the world outweighs the good.
American Heritage Dictionary
1. A tendency to expect the best possible outcome or dwell on the most hopefulaspects of a situation.
2. The doctrine that this world is the best of all possible worlds.
3. The belief that the universe is improving and that good will ultimately triumph over evil.
Pessimism Optimism
Following
WFL Model – Which Framing Level?
Hopeful Skepticism
Helpless Cynicism “Let’s wait and see what happens.”
Leading @ the Speed of Change
Leadership Waterloo Region, April 5, 2019
4
Copyrighted material. Please do not reproduce without permission.
www.ClemmerGroup.com
“They couldn’t hit an elephant from this dist…”
Last words of General J. Sedgwick, Battle of Spotsylvania, 1864
Following
WFL Model – Which Framing Level?
Leading
Hopeful Skepticism
Helpless Cynicism
Wallowing
“They are doing it to us again.”
“Let’s wait and see what happens.”
“How can we capitalize on these changes?”
+ 100
- 100
Leading @ the Speed of Change
Leadership Waterloo Region, April 5, 2019
5
Copyrighted material. Please do not reproduce without permission.
www.ClemmerGroup.com
What are we feeling, talking, about and doing when we are:
• Leading?• Following?• Wallowing?
How do/could you keep yourself in Leading mode?
How do/could you help your team members/colleagues spend more time in Leading mode?
When the Shift Hits Your Plan…
Daniel Boone
“I can’t say I was ever lost. But I was bewildered once for three days.”
From Good Manager to Great Leader
Great Place to Work study of 792 companies totaling about 500,000 employees.
The fastest, most nimble organizations have a ratio of 11:2 — eleven employees pulling the organization forward for every two dragging on growth and agility.
Functional organizations’ ratios are 5:2
the slowest and worst performingorganizations are 3:2.
Transforming Good Managers into Great Leaders
Good Manager Inspires outstanding performance Coaches and influences Guides problem solving and
owning solutions Gives and asks for feedback Builds and leverages strengths Energizes with vision/strategy Fosters culture of extreme effort Develops strong expertise Attracts and retains the very best
people
Great Leader Pushes for resultsDirects and controls Solves problems
Gives feedback Fixes weaknesses Set high goals/standards Build strong teamworkUses technical expertise Reduces turnover and
increases engagement
Leading @ the Speed of Change
Leadership Waterloo Region, April 5, 2019
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Copyrighted material. Please do not reproduce without permission.
www.ClemmerGroup.com
Management Systems and Processes
The Performance Triangle
Technical Expertise
Leadership
Managing Things and Leading People
Management People Feelings Heart Persuasion Power Commitment Possibility Thinking Proactive Doing the Right Things Values Vision Stoke Fire Within Verbal Communications Innovation
Leadership
The Leader’s Digest, Jim Clemmer
Processes FactsHead Position Power Control Problem Solving ReactiveDoing Things Right RulesGoals Light Fire UnderWritten Communications Standardization
Primal Leadership on “feel” of a company
“Now we have results for a range of industries that link leadership to climate and to business performance, making it possible to quantify the hard difference for performance made by something as soft as the ‘feel’ of a company.”
“What we might think of as the usual suspects – inadequate resources, poor planning, bad ideas, unpredictable external events – turn out to account for less than a third of change program failures.
….more than 70 percent of failures are driven by what we would categorize as poor organizational health, as manifested in such symptoms as negative employee attitudes and unproductive management behavior.
…taking deliberate steps to move the needle on the soft stuff is a vital element in organizational transformations, though it's often overlooked.”
C u ltu re ripples out fro m the Man age ment Team
An Organization’s Culture Ripples Out from the Management Team
Leading It
Percent of Employees that “Think about Quitting”
0
5
10
15
20
25
30
35
40
45
50
55
60
1st -
9th
10th -
19th
20th -
29th
30th -
39th
40th -
49th
50th -
59th
60th -
69th
70th -
79th
80th -
89th
90th -
100th
% o
f Em
plo
yees
in W
ork
Gro
up
s
That
“Th
ink
abo
ut
Qu
itti
ng”
Leadership Effectiveness Percentile
Leading @ the Speed of Change
Leadership Waterloo Region, April 5, 2019
7
Copyrighted material. Please do not reproduce without permission.
www.ClemmerGroup.com
After 20 years of research and 60,000 exit interviews, the Saratoga Institute (a division of PwC) reports that 80% of turnover is related to unsatisfactory relationships with the boss.
90
80
70
60
50
40
30
20
10
0Emp
loye
e S
atis
fact
ion
/En
gage
me
nt/
Co
mm
itm
en
t P
erc
en
tile
Overall Leadership Effectiveness
1st-9th
11th-19th
20th-29th
30th-39th
40th-49th
50th-59th
60th-69th
70th-79th
80th-89th
90th-100th
Leadership Effectiveness and Employee Engagement/Satisfaction/Commitment
38
Based on 23,800 Leaders
Poor LeadersCreate
Dissatisfaction
Great LeadersMake a Great
Difference
Good Leaders Have a
Good Impact
0
10
20
30
40
50
60
1st - 9th 10th -19th
20th -29th
30th -39th
40th -49th
50th -59th
60th -69th
70th -79th
80th -89th
90th -100th
Leadership Effectiveness on Extra Effort
% o
f H
igh
ly C
om
mit
ted
Em
plo
yees
Leadership Effectiveness Percentile
Employees who strongly agreed that their “work environment is a place where people want to go the extra mile.”
Annual survey of 4 million employees at 6,000 global companies. Central to a “For All” culture are high trust levels. High trust is defined by credible leaders (competent, communicative and honest), respectful treatment, and a fair workplace.
• When Millennials report that their managers show a sincere interest in them as people they’re 8 times more likely to respond with change readiness, agility, and innovation.
• Being included in decisions meant employees were “5.3 times more likely to experience a psychologically and emotionally healthy workplace.”
• A great workplace is 20 times more likely to retain Millennials. Boomers are 9 times more likely to remain.
Finding the Right Balance
Technical
Management
Leadership
100% 100%
Is Now %
Should Be %
Why aren’t you spending as much time leading as you’d like to?
Looking in the mirror, what can you control or influence to increase your leadership time?
Leading @ the Speed of Change
Leadership Waterloo Region, April 5, 2019
8
Copyrighted material. Please do not reproduce without permission.
www.ClemmerGroup.com
Weaknesses/Gaps Strengths
Fear-based command and control
Inspiring shared leadership
Catch people doing things wrong Catch people doing things right
Negativity and Wallowing Positivity and Leading
Focus on fixing what’s wrong
See the worst in people
Leverage/build on what’s right
Bring out the best in people
Push and punish Pull and coach
Culture Anchor Points
a strategic partner of
Building Leadership Strengths
Fixing Weaknesses!
What Does Performance Improvement Mean to Most People?
“You cannot build performance on weaknesses. You can build only on strengths.
To focus on weakness is not only foolish; it is irresponsible.
It is a misuse of a human resource,
what a person cannot do is a limitation and nothing else.”
Peter Drucker (1909 – 2005), author of 39 books and hundreds of articles on leadership, management, and organization effectiveness. Widely considered to be the father of “modern management.”
• 78% of employees reporting a meaningful strengths discussion with their manager feel appreciated.
– 61% are most likely to be leaping out of bed in the morning to get to work.
• When managers focus on employee weaknesses performance declines by 27% versus 36% improvementwhen focusing on strengths.
• A 1% chance employees won’t be engaged in their workwhen manager focused on their strengths.
Michelle McQuaid, honorary fellow at Melbourne University’s Graduate School of Education, holds a Masters in Applied Positive Psychology from the University of Pennsylvania, and completing her PhD in Appreciative Inquiry.
Survey of over 1,000 employees representing a cross-section of American workplaces.
Focusing Development on Weaknesses Works Well When. . .
Lead
ersh
ip C
om
pet
enci
es
. . . People Have Fatal Flaws
0
10
20
30
40
50
60
70
80
90
100
Fatal Flaws & No
Profound Strengths
18
Overa
ll L
ead
ers
hip
Eff
ecti
ven
ess
(P
erc
en
tile
)
1 2 3 4 5
P
O
N
M
L
K
J
I
H
G
F
E
D
C
B
A
Strong negative data on an issue can
cripple a person’s leadership
effectiveness
Leading @ the Speed of Change
Leadership Waterloo Region, April 5, 2019
9
Copyrighted material. Please do not reproduce without permission.
www.ClemmerGroup.com
Typical Approach to Development
1. Evaluate current level of effectiveness
2. Identify areas of strength and weakness
3. Create an action plan to improve areas of weakness
If Someone is Average at Everything, What is the Effect of Focusing on Lower Scores?
Average at Everything
1 2 3 4 5
P
O
N
M
L
K
J
I
H
G
F
E
D
C
B
A
Will fixing one or two less-positive
issues have a dramatic impact on
leadership effectiveness?
You don’t have to be a superhero to be an extraordinary leader.
Extraordinary leaders are distinguished by existence of a few profound strengths, not the absence of weaknesses
0
20
40
60
80
100
0 1 2 3 4 5
34
6472
8189 91
Ave
rage
Per
cen
tile
Sco
reOverall Leadership
Effectiveness
Our Research Shows Strengths-Based Development is Most Effective
Number of Profound Strengths(Competencies at the 90th percentile or higher)
Pre-test Post Test
+26
+12
* Fixing weaknesses excludes those fixing fatal flaws
90
80
70
60
50
40
30
20
10
0*Fixed Weaknesses Built Strengths
Perc
enti
le
54
66
56
82
A Strengths Focus Doubles Improvement Rates
Perceptions of you are others’ reality.
Accuracy in Predicting Leadership Effectiveness
Manager DirectReports
Peers Other Self
0.35
0.30
0.25
0.20
0.15
0.10
0.05
0.00
RSq
uar
ed
-Var
ian
ce P
red
icte
d
Ability of Individuals in Each Rater Group to Predict Overall Leadership Effectiveness
Leading @ the Speed of Change
Leadership Waterloo Region, April 5, 2019
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Trait BTrait E
Trait F Trait A
Trait D Trait C
How people wouldobjectively evaluate us
Trait BTrait E
Trait A
Trait D Trait C
Impression
Trait F
How people reallyevaluate us
Impression
The Reality of Leadership Perceptions How Are You Perceived?
Trait BTrait E
Trait A
Trait D Trait C
Impression
Trait F
What is Your “Trait F”?A profound strength? A Fatal Flaw?
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What are you going to change to lead @ the speed
of change?
Reflecting on Change
Leading @ the Speed of Change
Leadership Waterloo Region, April 5, 2019
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Elbert Hubbard, American writer and publisher
“People who want milk should not seat themselves on a stool in the middle of a field in hope that a cow will back up to them”