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How Enterprise Leaders 'Collaborate' to Drive Performance
UNSW | 29 June 2017
© 2014–2017 Gartner Inc. and/or its affiliates. All rights reserved. HR170516_06
Leadership in TransitionOrganisations Do Not Have the Right Leaders for the FuturePercentage of Business Units with Leaders Who Are Equipped to Handle the Future Needs of the Organisation, According to Managers
27% of Business
Units
n = 142 HR leaders.Source: CEB 2014 Enterprise Leadership Survey; CEB 2016 HiPO Survey.
Confidence in Rising Leaders Has Gone from Bad to WorsePercentage of Organisations with aStrong Leadership Bench
2013
2016
17%
13%
© 2014 –2016 CEB. All rights reserved. CEB163018PRINT_16
Source: CEB analysis.
Leaders Aren't Prepared for the New World
Geographic Dispersion of
Teams
Shifting Job Requirements
2012
6 Hours
2014
3 Hours
Less Time with Their
Teams
Widening Spans
of Control
In the new business environment, leaders must deal with…
© 2014 –2016 CEB. All rights reserved. CEB163018PRINT_16
Leaders Respond by Focusing on Their Individual Business Unit
n = 197.Source: CEB 2014 Enterprise Leadership Head of HR Survey.
38% of Leaders consider the rest of the business when making decisions
87% of Leaders feel unsupported by their peers
90% of Leaders don’t support cross-BU collaboration
© 2014 –2016 CEB. All rights reserved. CEB163018PRINT_16
The End of Agility?
Designing a HIPO Strategy That Moves at the Speed of the Business
Disengaged Star
Four Imperatives to Re-Engage High-Potential Employees
Realising the Full Potential of Rising Talent
Creating Enterprise Leaders
The Global Leader
Managing Leader Performance Risks
The Leadership Imperative
Source: CEB analysis.
Decades of CEB Leadership Studies
1994 2004 2010 20142005 2010 2016
© 2014 –2016 CEB. All rights reserved. CEB163018PRINT_16
A New World Demands a New Approach
Source: CEB 2014 Enterprise Leadership Head of HR Survey.
Enterprise Outcomes
Enterprise LeadershipLeader effectiveness at meeting individual objectives, contributing to and leveraging the performance of other teams, and leading their team to do the same
Individual Leadership Network Leadership
Achieving own individual tasks and
assignments
Leading teams to achieve their
collective tasks and assignments
Improving others’ performance and using others’ contributions
to improve own performance
Leading teams to be network performers
outside the immediate team
Leader Task Performance
Leader Network Performance
Team Task Performance
Leading Team to Leverage Other Units
© 2014 –2016 CEB. All rights reserved. CEB163018PRINT_16
Project # 162234
Catalog # CEB162234PRINT
Year Range 2016
Enterprise Leaders Have Team Impact
Project # 160934
Catalog # CEB160934PRINT
Year Range 2016
1.21xmore adaptable
1.68x more innovative
1.35x more engaged
Source: CEB 2014 Enterprise Leadership Network Analysis.
Enterprise Leaders’ teams are:
© 2014 –2016 CEB. All rights reserved. CEB163018PRINT_16
Only 12% of leaders meet the
requirements for Enterprise Leadership
Enterprise Leaders Are Few and Far Between
Source: CEB Enterprise Leadership Survey.
Individual Leadership Network Leadership
77% of leadersare effective at these
types of tasks
59% of leadersare effective at these
types of tasks
31% of leadersare effective at these
types of tasks
35% of leadersare effective at these
types of tasks
Leader Task Performance
Leader Network Performance
Team Task Performance
Leading Team to Leverage Other Units
How Do I Become an Enterprise Leader?
© 2014 –2016 CEB. All rights reserved. CEB163018PRINT_16
1: Collaborate Based on Your Relative Strengths and Weaknesses
Implication: Leaders will likely make unproductive contributions to others and miss the highest-value opportunities to collaborate.
Limited Contributions Misdirected Contributions Excessive Contributions
Source: CEB analysis.
© 2014 –2016 CEB. All rights reserved. CEB163018PRINT_16
2: Seek Out Perspectives That Challenge Your Own
Project # 162234
Catalog # CEB162234PRINT
Year Range 2016
Implication: Without strong and diverse professional networks, leaders are unable to adapt to changes in their working environment and are less likely to be exposed to new and innovative perspectives.
Unable to Pressure Test New Ideas
Unable to Learn from Others
Unsure Whom to Ask for Help
?? ?!! !
© 2014 –2016 CEB. All rights reserved. CEB163018PRINT_16
3: Incorporate Giving and Taking into Regular Activities
8
9
10
11
12
1
2
3
4
5
6
7
Sales Call
Vendor Call
Create Presentation
Conference Call
Conference Call
Strategic Planning Meeting
Direct Report One-on-One
Executive Meeting
Team Meeting
Budgeting Meeting Product Meeting
Client Meeting
Lunch
Review Reports
Provide Local ViewProvide team with business unit context and updates.
Offer FeedbackProvide feedback to direct report.
Role Model BehaviorsInfluence team behavior through individual conduct.
Direct Team InteractionsAssign tasks to individual team members.
Leader Calendar Illustrative
ConventionalApproach
Enterprise Leadership Approach
Offer and Solicit FeedbackShare and ask for feedback from your direct report.
Create Connections Influence team behavior by connecting peers with other colleagues across the organisation.
Provide Enterprise View Provide team with organisational context that shows links between team and organisational goals.
Empower Team Ownership Empower your team to negotiate ownership of tasks.
© 2014 –2016 CEB. All rights reserved. CEB163018PRINT_16
4: Build and Facilitate Diagonal Connections
Implication: Leaders currently form connections with leaders who cannot provide what the leaders need. Instead, leaders need to form untraditional connections with coworkers who work both in functions separate from their own and at different levels in the organisation.
Leader A
Leader B
Leader C
© 2014 –2016 CEB. All rights reserved. CEB163018PRINT_16
Use the dark red guides for 3 across and the orange guides for two across
5: Enable Teams to Navigate Workplace Complexity
Project # 162234
Catalog # CEB162234PRINT
Year Range 2016 deck 21
Implication: Without understanding how their teams connect with others, leaders will more likely take an unbalanced approach when making good-faith efforts to encourage team network performance.
Overly Directive When leaders are overly directive, they limit teams’ abilities to make use of better collaboration opportunities that the leader cannot see.
Under-Involved When leaders take a hands-off approach, teams don’t have the knowledge they need to prioritise collaboration opportunities.
A Framework for Member Conversations
The mission of CEB Inc. and its affiliates is to unlock the potential of organizations and leaders by advancing the science and practice of management. When we bring leaders together, it is crucial that our discussions neither restrict competition nor improperly share inside information. All other conversations are welcomed and encouraged.
Confidentiality and In ellectual Property
These materials have been prepared by CEB Inc. for the exclusive and individual use of our member companies. These materials contain valuable confidential and proprietary information belonging to CEB, and they may not be shared with any third party (including independent contractors and consultants) without the prior approval of CEB. CEB retains any and all intellectual property rights in these materials and requires retention of the copyright mark on all pages reproduced.
Legal Caveat
CEB Inc. is not able to guarantee the accuracy of the information or analysis contained in these materials. Furthermore, CEB is not engaged in rendering legal, accounting, or any other professional services. CEB specifically disclaims liability for any damages, claims, or losses that may arise from a) any errors or omissions in these materials, whether caused by CEB or its sources, or b) reliance upon any recommendation made by CEB.