3D Leadership Workshop

In asso ciat ion with

A div ision of By tes Technology Group SA (Pty) Ltd

Copy right BTG 2005

Presentation Themes • • •

Challenges facing your Industry Leadership and Management Leadership Capacity Development – – – – –

•

Overall Process Program Logic Leadership Landscape Leadership Complexity Complexity of Work

3D Leadership Competencies – Transactional Leadership – Transformational Leadership – Transcendental Leadership

• • •

Leadership Pipeline 3D Workout Wrap-up and Conclusion

Challenges facing your Industry • Mature industry with decreasing relative contribution to the economy • Pressure on cost structure – Global competition – Currency fluctuation – Cost of labour

• Pressure on perceived legitimacy – Safety – BBBEE

• Requires not only excellent management and leadership, but also different type of leader

MANAGEMENT LEADERSHIP

WHERE?

•Consignments •Schedules •Better Service •Lower Cost & Higher Quality •Railroad •Throughput

WHEN? HOW MUCH? •Lower Costs •Proto teams (Cost & Quality) •Beat Opposition •Labour Output

•Time & Place Value •Value Chains •New Opportunities •Value Creating & Adding •Logistics •Inventory in Motion •New uses for end-product •Proto Teams (opportunities) •Own / Co-own opposition •Work Environment

WHAT? WHY? HOW?

WHAT LEADERS SAY “What we are looking for … are leaders … who can energize, excite and control, rather than enervate, depress and control” “Bureaucracy is terrified by speed and hates simplicity”. Jack Welch – “The GE Way” “Management is a set of processes that keep complicated systems of people and technology running smoothly … leadership is a set of processes that creates organizations … or adapts them to significantly changing circumstances … defines the future … aligns … and inspires people …” John P. Kotter

Leadership Capacity Development Overall Process L EA

Business Context Impact Assessment

D ER S HIP

B RA

ND

Leadership Landscape Entrench Culture and V alues

Leadership Talent Maintenance

Business Driven Action Learning

Leadership Talent Development

Leadership Talent Identification

Leadership Landscape Macro external

Micro external Capabilities & competencies

Life Cycle

Psychosocial dynamics

Leadership Excellence

Context Styles & modes

Comm unity

Roles & processes Macro internal

Micro internal

Leadership Landscape – Roles PROCESS PROCESS

••Enabler

••Guide

• Mentor/Coach

• Broker FUTURE

PRESENT PRESENT • Organiser

••Builder

• Resourcer

• Innovator

TASK TASK

Leadership Landscape – Processes • A key issue to consider is that organisations contain within themselves a range of complexity of work, from fairly simple repetitive activities requiring little real judgement to activities of enormous complexity. • Combining activities of similar complexities allows one to create levels of complexity of work.

Matrix of Working Relationships • A model of organisational behaviour and dynamics which provides different ways of looking at organisations, their people and their strategies in a way that provides an integrated framework / context for: – – – –

Understanding organisational functioning Addressing vital business issues All organisational and HR interventions A common understanding of organisational complexity between diverse stakeholders

• The MOWR model identifies 7 levels of work, differentiated in the basis of complexity and time-span of decision-making. No level is more important than another, and each level has a specific valueadding theme which provides a unique contribution to the flow of work within organisations

Levels of Work

Long term focus 3-5 years Strategic Development

Interpret global and pre-em pt national trends Align external dem ands and internal capacity and capability Optim ise internal supply chain Define and translate strategy into operational entities Sustainable com petitive advantage

• Mission • Vision • Strategy

Shorter term focus 1-3 years

Good Practice

Operational efficiencies and effectiveness Resource optim isation Short term profitability

• Operational excellence

Service

Customer satisfaction Adherence to standards

• Customer service

Quality

Immediate response times Concrete perform ance inform ation

• Quality

Complexity of Work •

LEVEL 1

•

– Example: Shop floor workers – Work comprises making or doing something where the outcome is concrete – Methods and resources are fully specified

•

– Example: Business management – Work is to implement and adjust systems to adjust to demand or local conditions – Imagine, choose and apply methods to optimise use of all resources (mini-organisation)

•

LEVEL 2 – Example: Supervisors or Customer liaison officers – Work is to serve people at Level 1 (what, how, when, why) and Customers – Methods need to be judged according to specific situation

LEVEL 3

LEVEL 4 – Example: Executives or Managing director – Work is to manage the relationship between future (mission) and present (current means) – Implementing new, coordinating & resourcing current, and terminating inappropriate systems

SST is the work of Elliot Jacques and Gillian Stamp

Processes within Levels of Work CONTENT OF WORK

TYPE OF WORK STRATEGIC INTENT

If this is the TY PE of work y ou are required to deliv er...

CONTRIBUTE

STRATEGIC DEVELOPMENT

DO

GOOD PRACTICE

MANAGE

SERVICE QUALITY

UNDERSTAND These are all the activ ities y ou would be required to perf orm!

Stratif ied Syst em s T heo r y is the wo rk of Elliot Jaqu es & Gillian Stamp

KNOW

3D Leadership Competencies Warren Buffett (Berkshire Hathaw ay)– a capitalist who truly believes in reciprocal altruis m John Brow n (BP) – commitment to environment Lee Scott ( Wallmart) – “We cannot grow if w e are not a great place to w ork at”

WHAT LEADERS SAY

“Profit is not the proper end and aim of management – it is what makes all of the proper ends and aims possible.” David Packard : HP

Leadership competencies This competency “wheel” may need to be adjusted to make it company specific. The actual number of, definitions and descriptors for the competencies may therefore differ from this representation.

Transactional Leadership

Transformational Leadership

Transcendental Leadership

Leadership Competencies per Level (example)

This is the “standard” against which selection decisions happen (assessment criteria) It is also the “standard” against which development is measured (learning outcomes)

Leadership Pipeline An ticipating Leadership Ethics Visionary Business Future & Corporate Transformational Acquisitions Technological Citizenship Leadership & merges Options Balancing Industry Demands.

Conceptual & New Mental Maps.

Synergising Interfunctional Relationships

Strategic People Management

Specialisation in Managing broader BusinessMulti- Cultural Teams Context Deepening Self –Mastery Expertise of Self & Emotional and Others Maturity Developing Functional Technical Skills

Managing Self

Enterprise Risk & Governance

Developing Enterprise Risk Alliances & Business Growth Management & Partnerships & Turnaround Decision Making

Managing Major Business & Improvement

Developing People and Organisation

Managing Others

Managing a Division

Enterprise Sustainability & Growth

Enterprise Innovation & Renewal

Developing Strategic Business Managing Major Business Unit Process Planning & Business & Innovation & & Business An ticipation of Improvement Renewal Innovation Change

Managing a Business Unit

Managing Operations & Business Processes

Strategic Entrepreneurship Project & Innovation Management

Relationship Building & Communication

Competitive Positioning

Commercial Awareness

Tactical Business Planning

Business Unit Performance

Performance Management

Resource Performance

Awareness Customer Management & of Business Plan Satisfaction Control

WHAT LEADERS SAY

“The CEO has to see himself as the chief developer of talent, no matter how large the company.” Fred Hassan (HBR)

Implications for Leadership Development

Personal Mastery Personal/Spiritual Family Social Work

Organisation Health Team Health Clear Agenda Role Clarity Shared Agenda Role Boundaries Customer Value Trust Growth Effectiveness

Capability and Competence • CAPABILITY • Who we are • The ability to generate appropriate work-type specific complexity, values, activities, perception, judgement, interpersonal qualities, problem solving, etc.

• COMPETENCY • What we learn • The ability to demonstrate work-type specific functional business and leadership competencies

CAPABILITY In ua lD

op m en De t ve lo O pm rg an en is t at io n De ve lo p

ev el

t

Ef f Ef i ci e fe n ct ci iv e s en a es nd s Su st ai na bi li t y Ac P tu Le e r al gi cei a n tim ve d ac d y

m en

Intra- and Interpersonal Wisdom (demonstrated COMPETENCE)

Te am

di vi d

I n Sp te i ri ll i tu ge a l nc e

E In m te ot ll i io ge na nc l e

C In og te n ll i i ti ge ve nc e

Leadership Building Blocks Perceived Leadership Culture and Climate

Leadership Excellence (demonstrated RESULTS)

The Business Environment is Changing… • Everybody has access to technology and technique – it became an equaliser • The great differentiator of the future is talent maximisation • Therefore we need mature leaders that have appropriately integrated – Cognitive intelligence – Emotional intelligence – Spiritual intelligence This is not learnt in a classroom (alone) – it comes with experience!

Our Approach Accelerate management and leadership maturity through practical experience in a simulated reality workout Our process: • First assess the individual (if necessary) • Then develop a personal development plan • Then provide focused training to develop the whole person within management team context

A Workout Session … • Is custom-designed to achieve a specific purpose (assessment/training) • Is adapted to a specific level of management • Is adapted to the level of sophistication of participants • Is played over 1½-3 days • Accommodates 10-36 participants per session

Typical Topics for Sessions • Assessment (Senior and Middle Management) • Leadership Development, e.g.: – Integration of SQ,EQ,IQ (what, how, why)

• Management Development, eg: – – – – – –

Creative Strategic Thinking Integrated Value Chain Management (kill Silo thinking) Fast-track General Business Skills Supply Chain Network Design Inventory Management Forecasting

• High Performance Team Building

In Summary • Meeting the challenges of business is not only about better leadership, but also about different leadership • Traditional approaches to the identification and development of leadership is not sufficient • Leaders need to develop competence in three broad domains of competence • This assumes also the required capability • To ensure sustainability, leadership development also has to take a longer term “pipeline” view

Wrap up & Conclusion • The leader on the highway is lost! • Leadership is a human invention and live humans keep inventing • The leadership Christmas tree is not for work purposes • Your search for a leadership approach should not be your biggest act of following • The non-thinking leader is an oxymoron

The Leadership Lifestyle • • • • • • • •

Know why it must be done Know what to do Take the responsibility Ensure timing & big picture Anticipate & deal with the consequences Talk sense to those that need it Protect interests See to stakeholder wellbeing

Ingredients of a Leadership Process • • • •

The ability to renew your company’s vision A team with a mission & a future The competencies for realizing your strategy The tools for measuring and growing those competencies • The resources to track your progress and improve continually • The sensory capacity to know when the frog should jump out of the water

Thank You!

A sincere thanks from the Bytes People Solutions and The Leadership Practice team for the privilege of presenting our approach to you.

Contact Details • • • • • •

Ivan Latti – [email protected] Sharun Shakung - [email protected] Leo Petkoon - [email protected] Nat Mbengwa - [email protected] Anton Verwey – [email protected]; [email protected] Telephone – Anton (011) 2057000 / 082 8538603