Leadership Development for Getting Things Done

Leadership Development for Getting Things Done

“Too often we enjoy the comfort of opinion without the discomfort of thought.”

John F. Kennedy“ Leadership and learning are indispensable to each other.”

Leadership• Think of one word that

describes a leader • Think of one story

where you experienced real leadership

• Think of one time where you think a person, a leader, failed to lead, in a huge way.

Why is Being a Leader So Hard in 2017?

Why is Being a Leader So Hard in 2017?

Fear the Future- Things Stink

Fragmentation of Cultural Reference

Points

Bestselling Books

Fragmentation of Cultural Reference

Points

Top Movies • Arrival• Fences• Hacksaw Ridge• Hell or High

Water• Hidden Figures• La La Land• Lion• Manchester By

the Sea• Moonlight

Fragmentation of Cultural Reference

Points

Top Albums Sales 2016

1) Adele2) Drake3) Justin Bieber4) Beyoncé5) Rihanna6) Twenty One Pilots

Fragmentation of Cultural Reference

Points

The Matrix ParadoxWe want and need to know more and more,

but it is so hard. We want an easier way.

Now think all the way back to 2003…

LinkedIn (2003)

Facebook (2004)

YouTube (2005)

Twitter (2006)

IPhone (2007)

Mobile apps

Mobile maps

Fitbit (2007)

Spotify (2007)

Dropbox (2007)

Airbnb (2008)

Hulu (2008) Kickstarter (2009)

Facetime (2010)

Uber (2009)

Pinterest (2010)

Tumblr (2010)

Snapchat (2011)

Udacity (2012) Snapchat (2012)

Roy

MargaretGenora

Wade

1957

“Conundrums”Complex or perplexing trends that generally

have no clear solution.

Trendspotting

Trends That Are Shaping Our

Future

TechnologyUrbanizationDemography

Technological Unemployment

The Next Big Things-Technological

POPULATION GROWTH 2010 - 2014

The Slowing Global Population Growth

Source: The United Nations Data

16%

84%

Retirement Savings Problem

Savings Gap

The Changing Face of America1960-2060

85 83 80 7669 64 60 55 51 47 43

10 1112

1212

1213

1313

1313

4 5 69

1316 19

22 2528 31

1 1 2 4 5 5 6 6 7 8 8

0 0 1 1 1 3 2 4 4 5 6

0%

10%

20%

30%

40%

50%

60%

70%

80%

90%

100%

1960 1970 1980 1990 2000 2010 2020 2030 2040 2050 2060

Other

Asian

Hispanic

Black

White

Source: The Next America, Paul Taylor

American Individualism

Leadership Complexity Paralysis

Leadership

Leadership

• We want someone, or some group, we trust, to make sense of all the information we are receiving.

• We want leaders to take actions that improves our situations or solves our problems

Why Do We Want and Need Leadership?

My Belief - Great Leaders

• Are continuously learning

• Have a high tolerance for ambiguity, complexity, and change

• Can communicate the narrative

• Are made, not born

• Has high ethical and moral standard 67%

• Provides goals with loose guideline/direction 59%

• Clearly communicates expectations 56%

• Has flexibility to change opinions 52%

• Is committed to my ongoing training 43%

• Communicates often and openly 42%

• Is open to new ideas and approaches 39%

The Most Important Leadership Competencies

195 Global Leaders Were Asked to rate 74 Qualities

Source: HBR Sunnie Giles March 2016

CompetenciesSkills and behaviors required for

success that can be observed

ExperiencesAssignments or roles that prepare

a person for a future job

TraitsInclinations, aptitudes, and natural tendencies a person leans toward,

including personality traits and intellectual capacity

DriversValues and interests that

influence a person’s career path and engagement

Leadership

Four Dimensions of Leadership and Talent

Source: Korn Ferry Leadership Architect

Why Do We Want and Need Leadership?

We want someone, we trust, to make sense of all the information we are receiving.

We want someone to take actions that improves our situations or solves our problems

TraditionalHierarchicalLeadership

GrassrootsBottom UpLeadership

Action, Success, Problem Solving

Someone important or

some small groupwith a vision or resources

Someone not important

or some small

group with a vision or resources

Leadership Is Crucial & Models Are Changing

Public

Non profit

Private

Catalyst

Address a Specific Problem

Strategic Perspectives:(A) Strategic Ability(B) Managing Strategic Propositions(C) Focusing on Priorities

Innovation Mindset:(D) Utilizing Ambiguity(E) Shifting Perspectives(F) Managing Vision and Purpose(G) Creating New and Different

Getting Things Done:(H) Making timely Quality Decisions(I) Managing Information(J) Measuring Progress

Working Together:(K) Sharing Commitments(L) Exhibiting Mutual Trust(M) Managing Conflict(N) Being Interpersonally Savvy(O) Navigating Political Dynamics

GroupLead Approach The critical dimensions of group decision making and taking action

Strategic Perspectives:(A) Strategic Ability(B) Managing Strategic Propositions(C) Focusing on Priorities

Innovation Mindset:(D) Utilizing Ambiguity(E) Shifting Perspectives(F) Managing Vision and Purpose(G) Creating New and Different

Getting Things Done:(H) Making timely Quality Decisions(I) Managing Information(J) Measuring Progress

Working Together:(K) Sharing Commitments(L) Exhibiting Mutual Trust(M) Managing Conflict(N) Being Interpersonally Savvy(O) Navigating Political Dynamics

GroupLead Approach The critical dimensions of group decision making and taking action

Strategic Perspectives:(A) Strategic Ability(B) Managing Strategic Propositions(C) Focusing on Priorities

Innovation Mindset:(D) Utilizing Ambiguity(E) Shifting Perspectives(F) Managing Vision and Purpose(G) Creating New and Different

Getting Things Done:(H) Making timely Quality Decisions(I) Managing Information(J) Measuring Progress

Working Together:(K) Sharing Commitments(L) Exhibiting Mutual Trust(M) Managing Conflict(N) Being Interpersonally Savvy(O) Navigating Political Dynamics

GroupLead Approach The critical dimensions of group decision making and taking action

A high-performance group…• Regularly identifies

which tasks are mission critical, important, or nice to do

• Aligns resources to priorities

Strategic Perspectives:(A) Strategic Ability(B) Managing Strategic Propositions(C) Focusing on Priorities

Innovation Mindset:(D) Utilizing Ambiguity(E) Shifting Perspectives(F) Managing Vision and Purpose(G) Creating New and Different

Getting Things Done:(H) Making timely Quality Decisions(I) Managing Information(J) Measuring Progress

Working Together:(K) Sharing Commitments(L) Exhibiting Mutual Trust(M) Managing Conflict(N) Being Interpersonally Savvy(O) Navigating Political Dynamics

GroupLead Approach The critical dimensions of group decision making and taking action

A high-performance group…• Prioritizes meeting

agendas and allocates time

• Uses diverse subgroups to investigate and share information sometimes conflicting, from multiple sources

Collaboration“The act of working with one or

more people to produce or create something.”

Collaboration is an unnatural act between un-

consenting adults

What is a Commitment to Collaborate?

Evolution Of Groups

Shared Vision & “Plan”

Common Information & Language

Shared Specific Tasks

Familiarity

Personal Connections

Action & Trust

If I asked you to stand up, shake hands with the person next to you…but if I asked you to give them $1,000 or the

keys to your house…

•Past Behavior

•Capability

•Alignment

Collaboration Continuum

Nobody Does Anything

Collective Impact(Synergies)

Coordinated Impacts

Individual Impact

Disruptive Impact

Destroying Impact

Some General Beliefs About

Collaboration …1. People, and organizations collaborate when it is in

their interest to do so.2. “Where you stand always depends on where you

sit.”3. When crisis > complacency = cooperation.4. People collaborate when there is a chance of

success5. People collaborate when they have something to

do.6. Context matters…and all our context is changing

real fast.

Why are some regions more successful than

others in global competition?

• “Regardless of whether a region can bring the right people to the table or develop a strategic plan, the true test is whether the region can act effectively.”

• “The key to creating collaboration is effective regional leadership”

Source: Council on Competitiveness, Collaboration 2010

Regional Leadership• “Regional leadership bodies

depend on consensus, not hierarchy.”

• “The structures are more frequently networked than formalized”

• “New regional leadership must create a shared regional narrative, build consensus, institutionalize innovation, and lead change.”

• Let’s consider your local narrative(s)

Source: Council on Competitiveness, Collaboration 2010

Some Thoughts To Help You

Create, and Lead Successful

Regional Collaborations

Create Images and Language

(Messages) That Resonate

Present Position

Future More

Competitive

Position4-STEP STRATEGIC MANAGEMENT PROCESS

StrategyFormulation

2

Guiding Principles

Competitive Advantages

Constraints and Barriers

Conceptual Phase

Visioning Economic Vision

Future Cluster Competitiveness

Environmental Scanning

1

Gather data.

Understand what affects your region:

Internally

Externally

SustainabilityCapacity &

Leadership Development

4

Measure performance:

• Compare desired and actual results.

• Plan for contingencies

• “Continuous agenda”

Leadership Model

Strategic Action Development

3

• Research Completion

• Action Plans Creation

• CEO Prioritization

Leadership

Sustaining Project Focus

Continuous Agenda

Communication

Identifying &

Engaging Clusters

Capacity

Public

Engagement

Elected Official

Collaboration

Adjustment

Linkage to Work Group

Cluster Support

Cluster Recruitment

Entrepreneurship & Technology

Rural Development

Leadership & Collaboration

Hospitality

Government Partnership

Implementation IssuesCluster RetreatHonest Evaluation

Measurement

Copyright © 2002 by SBTDC. All rights reserved. No part of this work may be reproduced or transmitted in any form or by any means without express written consent of the publisher.

Adapted in part from Strategic Management & Business Policy. Wheelen & Hunger. 2000.

Analytical PhaseCurrent Reality Leadership

Critical Thinking

Focus Phase

Priorities

(What’s going on?) (What can we do about

it?)(Who, how and when do we do it?) (How well are we doing?)

National

Evaluation Reports

National Business

Surveys

Regional Comparisons

Demographic

Changes

Economic Trends

•Institutional Partner Coordination &Commitment

Fundraising

State of the Region

Innovation Index

Indicators

The Region and its Environment

•Economy-Education-Political-Health

Research

•Demographic Changes over Time

•Economic Trends/Current Situation

•Regional Comparisons

•Regional Evaluation Reports

•Regional Business Survey Results

Competitive Advantages

Constraints & Barriers

Cluster Opportunities

Strategic Position (Choices)•Focus Strategy•Product Development Strategy•Market Development Strategy•Diversification Strategy

Mission

•Reason for existence

•Guiding principle for strategies

• Industries and types of services

•Ways value is added

•Uniqueness

•Stakeholders served

•Prime goals

•Clear and direct

Visioning•Picturing the future: World, Industries, Region•Challenging conventional beliefs•Imagination, Innovation, Inventiveness

Vision Statement•Core Values, Core Purposes, Audacious Goals•Shared commitment to achieve•Inspiring, Challenging

Priorities•Distinctive

Competencies

•Competitive

Weaknesses

•Relevant

Opportunities

Action Plans•Next Steps

•Assignments

•Management & FeedbackVisionary Phase

Analytical Phase

Focus Phase

Task Force Formation

Complacency Fund RaisingPartnership Commitment

Implementation

Action Plans

Institutional Partners

Original Research

Project Coordination

Competitiveness Issues

•Investment in R&D

•Skilled Work Force

•Quality of Education

•Physical Infrastructure

•Supply of Capital

•Cost of Doing Business

•Quality of Life

Critical Thinking

Goal SettingLong, Medium, Short Term

Current

Reality

Copyright © 2002 by SBTDC. All rights reserved. No part of this work may be reproduced or transmitted in any form or by any means without express written consent of the publisher.

Assumptions

•Planning Dangers

•Beliefs v. Facts

•Accounting for

Change

Measurement

InnovationProcessesCluster CustomersFinancial

BenchmarkingContingency Plans

Getting Started- Strategic Action Retreat ModelFuture Cluster Competitiveness

Work

Groups

We Are Competing For Economic

Success

1) Do you believe that there is greater competition than ever for new jobs and new investment?

2) Do you believe that the competition is global?

3) Do you believe that there will be locations that win the competition and locations that lose?

4) Do you believe that communities can take actions to improve their chances of success?

Be Clear Why “It” Matters To

Everyone Involved

People and Organizations Collaborate When It Is In

Their Best Interest To Do So.

Dr. Michael Porter, 2002

Engage Every Partner

Involvement = Contribution

“What makes a plan capable of producing

results is the commitment of key people to work on

specific tasks.”

Peter Drucker

It Takes “Capacity” to Hold Groups

Together

“Be the Collaborative Capacity” Glue and Grease - The capacity to bring people and

groups together, keep minutes, make coffee, set agendas, make the hard calls, smooth the rough spots

No Cause, No Credit, No Cash

…and a little “choice architecture” can help

Nudge

“Status quo bias” or the default option

People learn from others

The most effective way to nudge is via social influence

Social influence involves information and peer pressure

Motivations

Where you stand (almost) always determines where you sit

• Biological drive

• Rewards & punishments

• Intrinsic

The Sawyer Effect

• Why would people do what you want them to do?

Build Social Capital Every Day

“Consists of the stock of active connections among people; the trust, mutual understanding, and shared values and behaviors that bind the members of human networks and communities and make cooperative action possible.”

Cohen & Prusak 2001

People Receive Information Different

Ways

Old School

New Media

Social Networks

Ask them, often

Tomorrow’s Economic Leaders

“ENTJ”

• "Nothing will work unless you do." -Maya Angelou

• "I alone cannot change the world, but I can cast a stone across the water to create many ripples." -Mother Teresa

• "The most difficult thing is the decision to act, the rest is merely tenacity." -Amelia Earhart

Leadership Quotes

Thoughts or Questions?

Follow on twitter @tedabernathy

or

LinkedIn Ted Abernathy

“ Leadership and learning are indispensable to each other.”

John F. Kennedy ted@econleadership.com