Sustainable

Leadership

June 4th 2015

David Ducheyne

Thinking about

Leadership in a context.

M

How to think about Leadership?

Context Behav-

iour Value

Creation

Leader-ship

Strategy

External Context

How is your context?

?

What is the value you

want to create with your

business?

For your Customer?

?

What kind of behaviour

do you need? = core of HR

?

What is the context you

need to get that

behaviour. = Core

?

What kind of behaviour

do you need? = core of HR

?

But we have forgotten

about the core!

!

0 20 40 60 80 100

Shared ServicesInformele Netwerken

Rekrutering / RetentieProces optimalisatie

Business AnalyticsRolduidelijkheid

FlexibiliteitMiddle-management effectiviteit

Change ManagementStructuur

Niveaus / Span of controlCost efficiëntie

Talent Pipe-lineCentralisatie

CultuurPerformance Management

SamenwerkingMotivatie

Leadership

How many people in Belgium report a

mental workload that is too high

How many people in Belgium are

happy in their work?

How many people in Belgium find that

they are in a high quality job?

According to a Gallup research only 13% of employees is

actively engaged.

Our Problem?

HR has been focussing too much on creating systems, flows, processes, KPIs …

Isn’t that professionalising HR?

Yes, But!

The case of Performance Management. Sustainable?

How to build

Sustainable

Leadership?

18

!

Myths about Leadership

The Leader as Hero

Strengths become weaknesses

Authenticity more important than being perfect

Vulnerability makes you human (and credible)

Leadership is a Function

You’re not a leader by appointment

The Org Chart is not a predictor of good leadership

Leadership is Top-Down

Leadership can be and often is bottom-up

Strategy execution depends on distributed leadership

Leaders create Followers

Followers create Leaders

Followers accept your leadership or not

Leaders are Born

The making of leadership runs across many moments of learning

Wanting to be a leader is more important leaders grow

Leadership as a list of competencies

20

How do I create motion?

How do I move on?

What do I want?

Does what I do contribute to my Future?

?

21

A challenge everyone faces.

Letting go / holding on.

?

22

A question many of us ask.

?

23

A possible answer to these questions.

As a

Manager

As a

person

24

Create motion through desire.

Sustainability by relevance.

1

25

Letting go / holding on.

Sustainability through helping the others.

Sustainable Employability for others.

2

Learning Ability is the talent of tomorrow.

Do you have/take enough space to grow.

26

Lead by example.

3

Leadership is not a function.

27

Sustainability through striving for and achieving results.

4

Being good at what you do is the basis of a sustainable career.

28

Be(come more of) yourself.

Sustainability through caring for yourself.

5

What HR should be doing:

Hack Leadership

The move towards collective Leadership.

30

Who wants to be(come) a leader and why? - Because there is nobody else to do it

(I sacrifice myself)

- Because I own the place (I have to)

- Because I’m the best expert (I’m so good)

- Because there was this promotion (I’m in for the money).

What if it would be like this - It came natural to me

(I just did stuff)

- Because people started to listen to me (People accepted me as a leader)

- Because I am good at story-telling (I have a skill that is important for leadership)

- Because people trust me (I’m not sure why, but they do).

32

Most Leadership development Programs have limited value because they focus on competencies and not on the context. These programs are normative. Leaders make use of competencies but these are not the essence. Leaders take their own person as starting point and create motion through people, based on a vision of the future. And most of the time, leaders feel powerless.

33

We hire managers, but expect leaders. But if we hire managers, we might not look for the right stuff. We need to look much more at attitude, cognition and values (preferences) than today. These are much more predictive for what someone will do. We need to be clear on the trade-off between values versus results.

What do we aim at?

P

Imagination

Initiative

Intellect

Diligence

Obedience

© G. Hamel

So …

What will you do today to create your future?

David Ducheyne

www.linkedin.com/in/davidducheyne

www.twitter.com/dducheyne @dducheyne

Thank you.