Leadership Sustainability: Seven Disciplines to Achieve the Changes Great Leaders Know They Must Make

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Speaker: Dave UlrichProfessorRoss School of Business, University of Michigan

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Dave UlrichProfessorRoss School of Business, University of Michigan

Leadership Sustainability:Seven Disciplines to Achieve the Changes Great Leaders Know They Must Make

May 2013

Dave Ulrich [email protected]

May 2013 / Leadership Sustainability

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Overall Goals for Workshop

Think: About how leaders and leadership can create sustainability in what they desire

Behave:Be able to do things that make a difference

Have fun:Enjoy the experience together by learning together


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Recent books


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The challenges of effective leadership

Dimension of

leadership

Question Challenge

Why Why should I work to improve my personal leadership and to build leadership in my organization?

Build the business case for leadership

What What do I have to do to be a better leader or to build better leadership in my organization?

Articulate the leadership brand, with both code and differentiators

How How do I ensure that what I turn what I know I should do into what I do?

Know and accomplish the 7 factors for leadership sustainability


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Why leadership matters

If we have better leadership in our organization, what will

happen?


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Leadership creates valueWhat value does leadership provide?

HR Stakeholders(external view)

Quality ofleadership

InvestorIntangibles/confidence

Line managerStrategy execution

Customer/usersCustomer share’User attitude

CommunityReputation

EmployeeToday/tomorrowProductivity: Competence * commitment * contribution


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Dimension of

leadership

Question Challenge








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Leadership Brand results from two trends

Inside and OutsideTREND 2:

Leader and LeadershipTREND 1:


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Leader and leadership


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Inside and outside


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Leadership brand is an organization capability that increases confidence in future results with external stakeholders

Source: Dave Ulrich and Norm Smallwood, Leadership Brand: Developing Customer-Focused Leaders to Drive Performance and Build Lasting Value (Boston: Harvard Business School Press, 2007).

Celebrity Leaders

Competent Leaders Leadership Systems

INSI

DE

OU

TSID

E

LEADER LEADERSHIP

Leadership Brand


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X

Leaders must nail the fundamentals as well as what makes our leaders unique

Leadership Fundamentals60 to 70% of leadership effectiveness

LEADERSHIP CODE (COMMON)

LEADERSHIPDIFFERENTIATORS

Leadership Differentiators30 to 40% of leadership effectiveness


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Leadership Code: The DNA of Effective Leaders


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Count as high as you can in 45 seconds, starting from 1


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Count again:Creates a framework for leadership


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Leadership Code: Strategist


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Leadership Code: Executor


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Leadership Code: Talent Manager

These contractors are installing steel pillars in concrete to stop vehicles from parking on the pavement outside a Sports Bar downtown. They are now in the process of cleaning up at the end of the day and anxious to climb in their truck and go home.


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Human Capital Developer


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Personal Proficiency


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Leadership Code: Summary


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Leadership Code(Common) Leadership Differentiators

What effectiveleaders do

here

X

Leadership brand: Statement of leadership brand


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Leadership brand definition

Leadership brand is turning customer and investor expectations into employee actions through leadership behaviors.

It makes the customer experience real to employees.

It enables employees to see customer expectations in leadership behaviors.


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Levels of branding…

1.Product Brand

2. Firm Brand

3. Leadership Brand


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Leadership Differentiators

Firm Brand

FIRM BRAND:What are the top 3 things we (the Group) want to be known for by our target customers?

LEADERSHIP DIFFERENTIATORS:What are the leadership behavioursthat would reflect each firm brand?

•••

•••

•••

Translate firm brand into leadership differentiators


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Dimension of leadership

Question Challenge








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STORYA group of turkeys attend a 2 day training program to learn how to fly. They learn the principles of aerodynamics and they practice flying in the morning, afternoon and evening. They learn to fly with the wind and against it, over mountains and plains, and together and by themselves. At the end of the two days, they all walk home.

Why leadership sustainability matters


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VitalSmarts Study•73% of employees have been in circumstances where they knew they needed to change to keep their job or to get ahead, yet struggled to successfully change their habits

Knowledge Advisors Study•76% of all survey respondents indicated that training is a key organization tool

•9% of learners actually apply what they learn with positive results; •76% indicate that learners apply 50% or less of what they learn

McKinsey Study•30% of major initiatives have success•19% of culture change initiatives are successful“The crucial issue is how the change is accomplished, not so much what the change is “

Other•98% of us fail at keeping New Year's resolutions to change bad habits. •85% of us have had bosses who tried – but failed – to get us to improve performance. •70% of Americans who pay off credit card debt with a home equity loan end up with the same or higher debt in 2 years. •Americans spend $40 billion a year on diets, but 19 out of 20 lose nothing but their money •Marriage counseling saves fewer than 1 in 5 couples on the brink of divorce.

Why leadership sustainability matters


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Researcharea

Example books

Making change happen

• Chip Heath and Dan Heath Made to Stick: Why Some Ideas Survive and Others Die

• James O. Prochaska Changing for Good: A Revolutionary Six-Stage Program for Overcoming Bad Habits and Moving Your Life Positively Forward

• Jeffrey Pfeffer and Robert Sutton, The Knowing/Doing Gap

Influence/Persuasion

• Robert Cialdini. Influence: The Psychology of Persuasion (Collins Business Essentials)

• Roger Fisher, William Ury, Bruce Patton. Getting to Yes: Negotiating Agreement Without Giving In

Changing habits

• Cherry Pedrick. The Habit Change Workbook: How to Break Bad Habits and Form Good Ones

• M.J. Ryan. This Year I Will...: How to Finally Change a Habit,...• Mark F. Weinstein. Habitually Great: Master Your Habits• Jack Hodge, The Power of Habit: Harnessing the Power to Establish

routines that Guarantee Success in Business and life• Debbie Macomber, Changing Habits

Research on sustainability


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Research area Example books

Self discipline(self help books)

• Brian Tracy. No Excuses!: The Power of Self-Discipline • Dali Lami, Becoming Enlightened• Jim Randel, The Skinny on Willpower: How to Develop Self Discipline• Eckhart Tolle: A new Earth: Awakening to your Life’s Purpose • Norman Vincent Peale, The Power of Positive Thinking

Leadership derailment

• David L. Dotlich, Peter C. Cairo, Why CEO's Fail: The 11 Behaviors That Can Derail Your Climb to the Top and How to Manage Them

• Sydney Finkelstein, Why Smart Executives Fail: And What You Can Learn from Their Mistakes

Leadership development

• Ellen Van Velsor, Cynthia D. McCauley, and Marian N. The Center for Creative Leadership Handbook of Leadership Development

• Morgan McCall, Michael M. Lombardo, and Ann M. Morrison. Lessons of Experience: How Successful Executives Develop on the Job

• Morgan McCall. High Flyers: Developing the Next Generation of Leaders

Research on sustainability


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Summary - START ME

SustainabilityFactor

Description

Simplicity Focus on a few key behaviors that have high impact.

Time Put into calendar the desired behaviors that show up in how they spend their time.

Accountability Are personally and publicly accountability for making change happen.

Resources Support their desired changes with coaching and infrastructure.

Tracking Measure their behavior and results in specific ways.

Meliorate Constantly improve by learning from mistakes and failures and demonstrate resilience.

Emotion Have a personal passion and emotion for the changes they need to make.


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Simplicity Overview

• The most simple solution is often the most clever

Principle Question Action

Define the Problem What am I trying to improve? Scope the problem I am (we are) working on

Separate symptoms from problems

Prioritize What matters most to me? Prioritize by impact, implementable, satisfice

Frame What are the common patterns? Find common patterns to organize diverse ideas

Sequence How can I get to a tipping point? Get started now and get early successes

Focus How can I stay focused and endure to the end? Stick with it; don’t get side tracked

Avoid Concept Clutter How can I keep it simple? Use one page memo


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Leadership sustainability: Timing


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Summary - START ME


Description









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Time overview

In order to mange time Actions

Do a calendar test Look at how you have spent your timeLook at how you want to spend your time

See yourself as others see you Look at your actions through the eyes of others

Replace bad habits with good ones

Study why you did the behavior you want to change

Recognize and revise routines

Examine your routines to see if they need to be changed

Manage signals and optics Communicate my leadership behavior in how I interact with others

Be consistent Work to make the new leadership behavior a part of your identity (four threes)


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Leadership sustainability: Accountability


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Summary - START ME


Description









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Accountability overview

Principles of Accountability Actions

Make it personal • Use “I” statements to declare you are committed to doing

Go public • Announce to my team and others what I am personally going to change

Be consistent with personal values

• Align the desired change to your personal values so that you are consistent

Make others accountable

• Shift from your personal agenda to “our” shared agenda by involving others


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Leadership sustainability: Resources


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Summary - START ME


Description









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Resources overview

Principles of resources Actions

Use coaching

• Figure out how to use a coach for desired outcomes

• Decide who to use as a coach• Build a relationship with an effective coach

Create infrastructure

• Align, integrate, and innovate HR practices to encourage my desired behavior

• Provide appropriate resourcing to support infrastructure


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Leadership sustainability: Tracking/measures


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Sustainable leadership: Tracking


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Summary - START ME


Description









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Tracking overview

Principles of Tracking Actions

Define desired outcomes

• Do a more of/less of exercise to identify lead actions of desired behaviors

Measure what’s important not easy

• Figure out the right things to measure

Be transparent and timely

• Create measures that others see in a timely way

Tie measures to consequences

• Make sure that measures link to positive and negative consequences


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Leadership sustainability: Meliorate (learning/resilience)


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Summary - START ME


Description









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Meliorate overview

Principles ofMeliorate Actions

Learn by generating ideas

• Know how to create new ideas though experimenting, continuous improvement, boundary spanning, benchmarking

Learn by generalizing ideas

• Be able to share ideas across boundaries

Learn by improvising

• Know how to improvise and learn by doing

Be resilient • Build the capacity to bounce

back from failures


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Leadership sustainability: Emotion


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Summary - START ME


Description









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Emotion overview

How well do you remember when:•JFK was shot?•The space shuttle exploded?•September 11, 2001?•Your first child was born?•Your wedding day?

Why do we have sustained memories of these events and days?


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Emotion overview

Principles ofEmotion Actions

Define why I want to lead

• Be clear about my motives for being a leader

Articulate what gives me meaning

• Define what gives my life meaning and purpose

Tie my leadership changes to my values

• Create a link between my improved leadership behaviors and what I value

Tie my leadership changes to organization purpose

• Make sure that what I want to improve as a leader will link to my organization’s success

Recognize how my leadership changes will affect others

• Look for the impact of my leadership on other people


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Leadership sustainability: Summary

Leadership sustainability practices

How do I become a better leader?

What do we build better leadership?

Simplicity (focus on 1 to 3 behavior changes)Time: put it in my calendar

Accountable: make a public commitment to changeResources: get support from coaching and systemsTracking: measure and report my progressMeliorate: learn and be resilient to always improveEmotion: find and share the passion for what I am doing


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Dimension of

leadership

Question Challenge








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For More Information

For more information or follow up, contact Ginger Bitter [email protected] or go to www.rbl.net

mailto:[email protected]

http://www.rbl.net/

Dave UlrichProfessorRoss School of Business, University of Michigan

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