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Source of Competitive Advantage
The ability to form teams efficiently and effectively, to perform at the world class level, and then dissolve and reform new teams is a source of significant competitive advantage. This capability gives superior value, is hard to copy and enhances flexibility.
11
The Promise of the SSCA of HRMRandall Tobias, former CEO Eli Lilly
“It has always been my view that if a company can find a way to attract and retain better people than their competitors, if they can get those people organized in such a way that everyone is going in the same direction, if they can create a culture that enables all those people to work together effectively, then you will beat your competitors every time.”
22© James G. Clawson
Put the Moose on the Table, Interview with David Creelman
Necessary Team Roles: Task Process
33
Task
Process
Losers’ Corner
And/also “Winners’ Corner”
Necessary Roles for High Performing Team
44
TASK
PROCESS
CREATIVITY
PRAGMATICS
Be a Team Builder and a Team Leader
• Balance Task with Process• Balance Creativity with Pragmatics• Design Team Measures• Create positive Team VABEs• Respect the Individuals on the Team
55
Session 6:Team Exercises
• Find a Buddy from the other group• Take mental notes on the lessons of each
exercise– Systems Processing– Helium Pole– Nuclear Waste
• After the exercises are over, meet with buddy and develop key lessons list
• Participate in the plenary session
66
Break
77
Day Three: Organizational Perspectives
• What did you take away from Day Two?
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Session 7:Leader as Organization Designer
99
Key Leadership Initiatives
1010
STRATEGY(priorities)
OTHERS(employees)
ORGANI-ZATION(design)
LEADER(traits) Strategic ThinkingDeveloping
Influence
Designing
2. What’s Your
“story?”
3. Can you“sell” your
story?
4. Does yourorganization
help or hinder?5. Can you lead changeto keep up?
1. Who areyou?
The Indirect Effect of Designing Effective Organizations
1111
Back-groundFactors
Leader-ship
VABEs
RESULTSBalancedScorecard
Cust SatOps EfficLearningFinances
Indirect Effect
Organi-zationalDESIGN
Decisions
Organi-zational Culture
Indirect Influence on Outcomes
CULTURE
Design +
People
Back-groundFactors
Leader-ship
VABEs
DESIGNDECISIONS
ResultsCustomersEfficiencyLearningFinancials
1212
The Language of Leadership
• Replace your “buts” with “ands.”• Speak in the first, not second, person.• Don’t disguise your opinions as questions.• Make invitations rather than giving orders.
(allows choice)• Pay attention to the “buy-in” level below the
surface.• …
1313
CULTURE EATS STRATEGY FOR BREAKFAST!
1414
Human Resources Processes(adapted from Tichy et al)
1515
SelectionWorkDesign
Appraisal
Reward
Learning
Outplacement
Jeff Pfeffer: HRM as Competitive Advantage
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Research-based Elements of Effective HRM Systems
Security
Hiring
Teams
High Wages
Training
Egalitarian
Share Data
Differentiation and Integration
1717
Differentiation
IntegrationOrganization and Environment, Lawrence and Lorsch
Integrative Mechanisms• Pyramid Supervision (slow)• Meetings (depends on quality)• Integrated Product Teams IPTs (leadership?)• Publications (weak)• Integrators (Program Managers) (leadership?
Budget Power?)• Personal Networks (Inclination? Skill? Culture?)• Rewards (mixed signals?)• Shared Values (oversight?)• Common Targets (common enemy)
1818
Turf Building
• Genetic? Every generation? Gene for acquisition and control? (Lawrence and Nohria)
• Personal versus Organizational Strength• Expensive, duplicates resources• Bureaucratic and Slow• Culture Choice
1919
Investment Opportunity?
• Commodity Business• Competition everywhere• Low tech• 12-14 hour days• High School dropouts• On your feet all day• Smelly
2020
Another kind of design…
2121
Organizing for EnergyFISH! Principles
PlayMake Their Day
Be ThereChoose Your Attitude
2222
Break
2323
Session 8:Leading Change from the Middle
• John Smithers
2424
How does one plan and lead change efforts?
• Top down?• Bottom up?• Middle Out?
2525
Can People Change?
YES.… but will they?
2626
You are always teaching.Every encounter between a superior and a subordinate involves learning of some kind for the subordinate. (It should involve learning for the superior, too, but that is another matter.) When the boss gives an order, asks for a job to be done, reprimands, praises, conducts an appraisal interview, deals with a mistake, holds a staff meeting, works with his subordinates in solving a problem, gives a salary increase, discusses a possible promotion, or takes any other action with subordinates, he is teaching them something.
The attitudes, the habits, the expectations of the subordinate will be either reinforced or modified to some degree as a result of every encounter with the boss. . .The day by day experience of the job is so much more powerful that it ‑ ‑tends to overshadow what the individual may learn in other settings.
The Human Side of Enterprise pp. 199 200‑
2727(c) James G. Clawson
Intellectual Intelligence (IQ)
Genetically endowedEnvironmentally EncouragedFocus of Most School WorkProcessing Power CuriosityDiscipline
2828
Emotional Quotient (EQ)
2929
Recognizing your own emotions
Managing your Emotions
Self Talk to get out of Emotional Hijackings
Paying Attention-Self Awareness
Adapted from Daniel Goleman, Emotional Intelligence, Bantam, New York, 1995
Emotional Hijackings
3030
AngerFear DepressionApathy
Social Quotient (SQ)
3131
Recognizing the emotions of others
Empathy
Caring
Listening
Skill in Coaching & Resolving Conflicts
Change Quotient (CQ)
3232
Recognizing the need to change
Emotional comfort with change
Understanding the Change Process
Skills in Leading the Change Process
Common Questions People Ask about Being asked to Change
• What do you want me to do?• Why do you want me to do it?
(Am I motivated to do so?)• Can I do it?• What’s in it for me?
3333
Resistance to Change
• How many of you have employees that are not doing things you want them to do?
• Why don’t they?• How many of you have things that your boss
wants you to do that you’re not?• Why?
3434
Why People Resist Change
• Habit• Comfort• Waiting for others to set vision• Logical models: “Right data will convince”
– Why doesn’t it?• Too many cries of “Wolf!”• Don’t see the value or benefit• Have no part to play
3535
Models of Change
(c) James G. Clawson3636
Kurt Lewin Michael Beer John Kotter Tim Gallwey MIT Model Elizabeth Kubler-Ross James O. Prochaska Peter Senge Jim Clawson
(L3L 4e, Ch. 24, p. 339)
Kurt Lewin
(c) James G. Clawson 3737
UnfreezeRetrainRefreezeRETRAIN
Beer’s Leading Change
(c) James G. Clawson3838
CpCp == DD xx MM xx PP > > CCCp = Probability of Change
D = Dissatisfaction with Status Quo
M = Clear Model or Vision of the Future
P = Clear Process for Managing the Change
C = Cost of Making the Change
from Leading Change, Michael Beer, HCS
Kotter’s 8 Errors in Leading Change
(c) James G. Clawson3939
Allowing complacencyFailing to create a guiding coalitionUnderestimating the power of visionUnder-communicating the vision by 10, 100, or 1000Allowing Obstacles to block the visionFailing to create short-term winsDeclaring victory too soonNeglecting to anchor changes in culture
From Leading Change, John Kotter, HBS Press, 1996.
Kotter’s Eight Stage Process for Creating Transformation
(c) James G. Clawson 4040
Establish a sense of urgencyCreate a guiding coalitionDevelop strong vision and strategyOver communicate the vision and strategyRedesign to encourage broad-based actionGenerate short-term winsConsolidate gains in redesign and HRAnchor changes in the culture
Adapted from Leading Change, John Kotter, HBS Press, 1996
Inner Game of Change
(c) James G. Clawson4141
Select the right measures
Focus attention and see what happens
Listen to Self 2
Self 1 (Shoulds) and Self 2 (Inner Self)
Adapted from Tim Gallwey, Inner Game of Work
Nevis’ MIT Phases of Change
Complacency/ Turbulence / Resistance / Small Wins / Consolidation / New Baseline
4242
Susan Campbell’s Stages of Change
(c) James G. Clawson4343
Feeling Unsettled: Something isn’t right.Denial: It’s not that bad.Facing the Present: I see things as they are.Letting Go: The past isn’t working; the future is
unclear.Envisioning: I know what I want.Exploring new Options: Maybe I can do it.Committing to Action: I can do it.Integrating the Change: I am doing it.
Adapted from From Chaos to Confidence, Susan Campbell, Simon & Schuster, New York, 1995
(c) James G. Clawson4444
Disconfirming Data
DENIAL
Change as Dying a Little DeathElizabeth Kuebler-Ross
Emotional Pendulum of Change
(c) James G. Clawson4545
DENIAL
Denyingthe
Message
Denying One’s Ability to Do
Anything
Denyingthe
Messenger
Denying the Relevance of the Message
(c) James G. Clawson4646
INTEGRATION
ANGER
DESPAIR
HOPE
EXPERIMENTATION
BARGAINING
DENIAL
Disconfirming Data
Emotional Pendulum of Change
Prochaska’s Spiral of Change
(c) James G. Clawson 4747
Stage Key Activity
Pre-Contemplation Unaware of the problem much less the solution
Contemplation I want to stop feeling/doing this.
Preparation I will do something very soon.
Action I am doing something about this.
Maintenance Careful attention to maintaining the change and not recycling
Termination Temptation and threat have disappeared.
Prochaska’s Spiral of Change
(c) James G. Clawson4848
Recycling is likely for as many as 85%.
4. ACTION4. ACTION
3.Preparation
3.Preparation
5.MAINTENANC
E
5.MAINTENANC
E
6. Terminatio
n
6. Terminatio
n
1. Pre-Contemplatio
n
1. Pre-Contemplatio
n
2.Contemplatio
n
2.Contemplatio
n
Senge’s Model of Change
4949
FUTURE
TODAY
INTERNALDo Alone
EXTERNALNeed to collaborate
Who do we need to partner with?
What are we doing today?
What do we need to do tomorrow?
Who do we partner with today?
The Necessary Revolution, Peter Senge, 2008
Most Change Agents
Stay BELOW the
Line
Senge’s Model of Change• Not from the top, from the
bottom or middle, anywhere• Organize in groups and teams
not individuals• Only need a few, e.g. 10 out of 8• Start people thinking, give them
new insights• Find stories to tell about value
creation that we can’t escape• Spend three years “hanging out”
talking with people
• Network more, meet more people who are knowledgeable
• Spread it slowly (like zoysia grass)• Listen and hear it from your
peers• Success depends on the richness
of your networks• Create visual images for people
(they stick)• Be consistent• Remember executives can screw
it up
(c) James G. Clawson 5050
Problem Leadership
LEADERSHIP ACTIVITY Questions Answers
Problem Solving Old New
Problem Finding New Old
Problem Creating New New
Vision Creation Where? How?
Adapted from Pathfinding by Harold Leavitt, 1995
© James G. Clawson 5151
CLAWSON’S GENERAL CHANGE PROCESS
BASELINEBEHAVIORENCOUNTER
NEW DATAENCOUNTERNEW DATA
CONFIRMING CONFIRMING DATADATA
CONFIRMING CONFIRMING DATADATA
NEW DATANEW DATA C
han
ge from B
aseline
NEWNEW BASELINE
HURT or
PAIN
Discon-firming
Data
DENYDISTORT
DISCOUNTIGNORE
CURRENTCOMFORT
ZONE
ENTHUSIASMENGAGEMENT
LEARNING
SEARCHFOR
ALTERNATIVES
EXPERIMENT
CONFIRMATION
DISCON-FIRMING
L
L
L
L
L L
L
L
L
L(L3L 4e, p 344)
Clawson Sequentially• Help people get out of their comfort zones• Be willing to deliver disconfirming data• Identify & collaborate with like-minded groups• Be willing to help people thru pain and denial• Help people identify alternative approaches (creativity,
innovation)• Help people plan their experiments (active coaching)• Help interpret results data from experiments
(encouragement)• Reward and reinforce successes (encouragement)• Be relentless in reinforcement• Behave consistently all the time
(c) James G. Clawson5353
Leadership Technique and Consequence
1.Level One Techniques: Pay, rewards, punishments, threats, coercion, intimidation
2.Level Two Techniques: logic, data, evidence, reason, statistics, charts, analysis
3.Level Three Techniques: vision, purpose, values, stories, music, symbols, strategy, TPOV
BUY-IN
1. Passion2. Engagement3. Agreement4. Compliance5. Apathy6. Passive Resistance7. Active Resistance
5454(c) James G. Clawson
What can I do to make it happen?
• Expand and sharpen your vision• Expand your skill set• You teach what you tolerate• Create win-win’s for all parties• Become an ally, not an adversary• Accept and channel the other’s point of view• Change yourself, not others
5555(c) James G. Clawson
Change and Learning
5656
In a world of change, learners will inherit the earth, while the learned shall find themselves perfectly suited for a world that no longer exists.
Eric Hoffer, Ordeal of Change(c) James G. Clawson
Break
5757
Session 9:Life’s Story Exercise
Linking to the TPOV
5858(c) James G. Clawson
I broke out of the grip of Catholicism and made it through adolescence without killing myself in a car. I flunked out of college. I learned to play the guitar, lived on the beach, lived in the French Quarter, finally got laid, and didn't go to Vietnam. I got back into school, started a band, got a job on Bourbon Street, graduated from college, flunked my draft physical, broke up my band, and went out on the road solo. I signed a record deal, got married, moved to Nashville, had my guitars stolen, bought a Mercedes, worked at Billboard magazine, put out my first album, went broke, met Jerry Jeff Walker, wrecked the Mercedes, got divorced, and moved to Key West. I sang and worked on a fishing boat, went totally crazy, did a lot of dope, met the right girl, made another record, had a hit, bought a boat, and sailed away to the Caribbean. I started another band, worked the road, had my second and last hit, bought a house in Aspen, started spending summers in New England, got married, broke my leg three times in one year, had a baby girl, made more records, bought a bigger boat, and sailed away to St. Barts. I got separated from the right girl, sold the boat, sold the house in Aspen, moved back to Key West, worked the road, and made more records. I rented an apartment in Paris, went to Brazil for Carnival, learned to fly, went into therapy, quit doing dope, bought my first seaplane, flew all over the Caribbean, almost got a second divorce, moved to Malibu for more therapy, and got back with the right girl.I worked the road, moved back to Nashville, took off in an F-14 from an aircraft carrier, bought a summer home on Long Island, had another baby girl. I found the perfect seaplane and moved back to Florida. Cameron Marley joined me in the house of women. I built a home on Long Island, crashed the perfect seaplane in Nantucket, lived through it thanks to Navy training, tried to slow down a little, woke up one morning and I was looking at fifty, trying to figure out what comes next.
5959
Jimmy Buffet’s Life’s Story in 400 Words or Less
(c) James G. Clawson
© James G. Clawson 6060
What patterns or themes do you see in Jimmy Buffett’s life?
(Practicing Pattern Recognition Skills.)
6161(c) James G. Clawson
I broke out of the grip of Catholicism and made it through adolescence without killing myself in a car. I flunked out of college. I learned to play the guitar, lived on the beach, lived in the French Quarter, finally got laid, and didn't go to Vietnam. I got back into school, started a band, got a job on Bourbon Street, graduated from college, flunked my draft physical, broke up my band, and went out on the road solo. I signed a record deal, got married, moved to Nashville, had my guitars stolen, bought a Mercedes, worked at Billboard magazine, put out my first album, went broke, met Jerry Jeff Walker, wrecked the Mercedes, got divorced, and moved to Key West. I sang and worked on a fishing boat, went totally crazy, did a lot of dope, met the right girl, made another record, had a hit, bought a boat, and sailed away to the Caribbean. I started another band, worked the road, had my second and last hit, bought a house in Aspen, started spending summers in New England, got married, broke my leg three times in one year, had a baby girl, made more records, bought a bigger boat, and sailed away to St. Barts. I got separated from the right girl, sold the boat, sold the house in Aspen, moved back to Key West, worked the road, and made more records. I rented an apartment in Paris, went to Brazil for Carnival, learned to fly, went into therapy, quit doing dope, bought my first seaplane, flew all over the Caribbean, almost got a second divorce, moved to Malibu for more therapy, and got back with the right girl.I worked the road, moved back to Nashville, took off in an F-14 from an aircraft carrier, bought a summer home on Long Island, had another baby girl. I found the perfect seaplane and moved back to Florida. Cameron Marley joined me in the house of women. I built a home on Long Island, crashed the perfect seaplane in Nantucket, lived through it thanks to Navy training, tried to slow down a little, woke up one morning and I was looking at fifty, trying to figure out what comes next.
LOVES MUSIC
BREAKS THINGS
(c) James G. Clawson
Was he a success? Why or why not?• Rich• Famous• Healthy• Happy Marriage• Varied Experiences• Doing what he loves• Successful Business• Best selling Author
6363(c) James G. Clawson
Another story …
6464(c) James G. Clawson
Lessons from Howard Schulz?
6565(c) James G. Clawson
Leadership is about managing energy,
first in yourself, and then
in those around you.
6666(c) James G. Clawson
And your Life’s Story is the source of your Leadership Energy.
Are you willing to use it to influence others at Level Three?
6767(c) James G. Clawson
Barriers to Level Three CommunicationDistance in
Leadership Communication
Professional PrivatePersonal
6868(c) James G. Clawson
