Leading the Journey to Sustainable Excellence: A ......Leading the Journey to Sustainable Excellence: "A Leadership System Model" The Quest for Excellence XXII – Annual Conference!

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Monfort Institute and John Latham (c) 2010

Leading the Journey to Sustainable Excellence: ��A Leadership System Model ��

The Quest for Excellence XXII – Annual Conference Washington D.C.

April 13, 2010

John R. Latham, PhD Director, Monfort Institute and

Executive Professor of Management [email protected]

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Overview

  The Research Project

  The Leadership System Model – Overview

  The Behaviors

  The Approaches

  The Culture

  The Individual

  Forces of Change

  Conclusion

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The Research Project An Overview

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600 - 700*

Baldrige Award

Baldrige Score

Time * Note: Score is approximate range

Competitive in a Global

Environment with

Sustainable Profits,

Environment, and

Society

“Original” journey to performance excellence

Increasing pressures

from a wide variety

of stakeholders

How do you sustain the gains and take the organization to the next level?

Management Dilemma

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Research Agenda Priorities 2006

Source: Latham 2008

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Research Approach

  Objective: Understand the Transformation Journey and Develop a Leadership System Model

  14 Cases Representing 5 of 6 Sectors: Service, Manufacturing, Small Business, Healthcare and Education

  In-depth Interviews with CEOs - Approximately 2 hours each (average)

  Qualitative Analysis and Model Building using NVivo8

  Incorporates Feedback from Participants and BAR Consortium Discussions

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The Leadership System Model An Overview

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Behaviors (b)

b1 – Role Model b2 – Respect for People b3 – Collaborative b4 – Communication b5 – Persistent b6 – Accountable b7 – Systems Thinking b8 – Contact Sport (LACS) b9 – Personal Learning

Approaches (a)

a1 – Stakeholder Value a2 – Compelling Directive a3 – Focused Strategy a4 – E3 People a5 – Deploy and Execute a6 – Measure Performance a7 – Review Performance a8 – Reinforce Behavior a9 – Learn and Improve

Culture (c)

c1 – Culture Change c2 – Values c3 – Teamwork c4 – Excellence c5 – Employees c6 – Customer Focus c7 – Trust

Individual Leader (i)

i1 – Purpose and Meaning i2 – Humble - Confident i3 – Integrity i4 – Perspective i5 – Attitudes and Motives

Forces of Change (f) f1 Tension - f2 Resistance - f3 Alignment - f4 Role of Baldrige - f5 Role of Consultants - f6 Importance of Leadership

Leadership System Model for Sustainable Transformation

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The Behaviors 9 Key Behaviors

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Behaviors (b)


Approaches (a)


Culture (c)






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b1 – Role Model

One must become the change they want to see in the world.

Gandhi

b1 Role Model

c1 Culture Change

f2 Resistance

Reinforcing

Influences

i3 Integrity

Influences

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b2 – Respect for People

b2 Respect for

People

a4 E3 People

b3 Collaborative

Influences

Influences

Do unto others as you would have them do unto you…and others.

Golden Rule

b4 Communicate

Reinforcing

b6 Accountable

Influences

i1 Purpose

Influences

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b3 – Collaborative

b3 Collaborative

a9 Learn & Improve

f2 Resistance

Influences

i2 Humble-

Confident Influences

b2 Respect for

People

Influences

Influences

None of us are as smart as All of us!

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b4 – Communication

b4 Communicate

a4 E3 People

f2 Resistance

Influences

Influences

b2 Respect for

People

Reinforcing

“You can’t take people to is a place that they can’t see"

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b5 – Persistent

b5 Persistent

f1 Tension

f2 Resistance

Reinforcing

Influences

i1 Purpose and

Meaning

Influences

c1 Culture Change

Influences

"Continuously reinforcing the goals and objectives is a key to achieving the goals and embedding the new practices,

etc. in the culture."

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b6 – Accountable

b6 Accountable

a4 E3 People

Influences

b2 Respect for

People

Influences

a8 Reinforce Behavior

Influences

"You did it or you left the company and worked somewhere else"

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b7 – Systems Thinking

b7 Systems Thinking

b3 Collaborative

b9 Personal Learning

Reinforcing

Influences

i4 Perspective

c1 Culture Change

Reinforcing

a9 Learn and Improve

Reinforcing

Reinforcing

People – Service - Profit

a3 – a7 Reinforcing

or Influences

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b8 – Contact Sport (LACS)

b8 Contact Sport

a4 E3 People

Influences

Influences

a5 Deploy and

Execute Influences

c1 Culture Change

f2 Resistance

Reinforces

“I would think the toughest challenge was getting it all the way through to every associate”

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b9 – Personal Learning


i4 Perspective

Influences

b7 Systems Thinking

a9 Learn and Improve Reinforcing

Reinforcing

f4 Baldrige Influences

f5 Consultants

Influences

i2 Humble - Confident

Influences

“I will change when I see the CEO change.”

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The Approaches 9 Key Activities

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Behaviors (b)


Approaches (a)


Culture (c)






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Leadership System Model: Approaches (a) Centric View

a1 Stakeholder

Value

a2 Compelling Directive


a6 Measure

Performance

a4 E3 People

a5 Deploy and

Execute

a3 Focused Strategy


a7 Review

Performance

Leader Behaviors (b)

Individual Leader (i) Culture (c)

Forces of Change (f)

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(a) Approaches Details

a9 Org Learning

•  Strategic Management •  Baldrige Assessment/Improvement •  Benchmarking •  Continuous Improvement


•  Mission •  Vision •  Values •  Critical Success Factors •  Meaningful Work

a3 Focused Strategy

•  Strategy •  Goals •  Priorities and Focus •  Clear Expectations •  Organization and Structure


•  Rewards and Recognition •  Promotion •  Removal

a1 Stakeholder Value

•  Customers •  Investors •  People •  Suppliers/Partners •  Community

a4 E3 People

•  Acquire Talent •  Develop •  Enable and Empower •  Involve and Engage •  Placement •  Satisfaction •  Whole Person

a7 Review Performance

•  Organization Performance Review •  Individual Performance Review

a6 Measure Performance

•  Organization Scorecard •  Leader Scorecards •  Baldrige Assessment

a5 Deploy and Execute

•  Planning •  Deployment •  Process Management

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The Culture Change + Key Values and Characteristics

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Behaviors (b)


Approaches (a)


Culture (c)






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c1 – Culture Change

Systems

Culture People

Learning processes:

1. Strategic Management 2. Baldrige Assess and Improve

3. Benchmarking 4. Continuous Improvement

1. Systems Drive new behaviors and learning

2. Individuals learn as part of the organizational learning

processes

1. Systems drive new behaviors which eventually

become habits

2. Culture drives the design of systems that fit the culture

1. Culture changes people as they adapt to new values, etc.

2. People influence the culture – in particular the values

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b5 Persistent = c1 Culture Change (Habit)

Level of Deployment

Amount of time the practice “Habit” has been in place

Reduction of f1 Tension for Change

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Behaviors and Culture Change

b1 Role Model

c1 Culture Change

Reinforcing

b5 Persistent

Influences

b7 Systems Thinking

Reinforcing

b8 Contact Sport

Reinforces

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The Individual Leader Purpose, Humility, Integrity,

Perspective, and Attitudes and Motives

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Behaviors (b)


Approaches (a)


Culture (c)






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i1 – Purpose and Meaning

Make a difference in peoples’ lives!

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f2 Resistance to

Change


b3 Collaborative

Style

a4 Employee

Engagement

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i3 – Integrity

b1 Role Model

i3 Integrity

Influences

f2 Resistance

Influences

c1 Culture Change

Reinforcing

Reinforcing

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i4 – Perspective

b7 Systems Thinking

i4 Perspective

Reinforcing b9 Personal Learning

Influences

"And it opened my eyes gave me a much better appreciation for the total effort the company was

putting forth"

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i5 – Attitudes and Motives: 7 Baldrige CEO Differentiators

iWAM Pattern Direction Implication Relationships

Sole Responsibility Lower Less likely to think that having sole responsibility is important

b3

Evolution Higher More likely to want to evolve change & drive continuous improvement

f1

Past Higher Concentrates on the past and uses experience to make decisions

a6 and a7

Tolerance Lower Strong tendency to want to impose their “rules” on others

b5, b6 and a8

Focus on Systems Higher Strongly motivated to work with systems and processes b7

Focus on Information

Higher Strongly motivated to work with facts and knowledge (information)

b6 and b7

Achievement** Lower Not motivated by a desire to be recognized for achievements

i2

Source: Appleby, Harshman and Latham 2009

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i5 - Attitudes and Motives: 17 Common Leader Factors

iWAM Pattern Direction Implication Relationships

Goal Orientation Higher Leaders are more likely to want/need goals toward which they work a3

Breadth Higher Leaders are more likely to want to see the big picture. b7

Depth Lower Leaders are less motivated to want to deal with details

Neutral Communication Lower Leaders want to pay less attention to the specific content of messages b4

Group Environment Higher Leaders tend to want to have contact with people as part of their work b8

Individual Environment Lower Leaders have less tendency to want to work alone b8

Shared Responsibility Higher Leaders are more likely to want to share responsibility with the team b3

Sameness Lower Leaders are less motivated to maintain the status quo; to resist change f1

Use Lower Leaders are less likely to want to implement or do the task

Future Higher Leaders are more motivated to pay attention to the future a2

Indifference Lower Leaders view rules as more important than those in the standard group b6 and a8

Convinced by Doing Lower Leaders are less likely to want to be convinced by trying something

Convinced by Consistency Higher Leaders are not convinced easily nor are they likely to stay convinced a6

Interest in People Higher Leaders are more likely to want to deal with people as part of work. b8

Interest in Tools Higher Leaders are more likely to want to work with tools as part of a role.

Interest in Money Lower Leaders are less likely to want to manage money as part of a role. i1

Interest in Activity Lower Leaders are less likely to want to deal with/have a lot of activity in work.

Source: Appleby, Harshman and Latham 2009

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The Forces of Change Tension, Resistance,…

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Behaviors (b)


Approaches (a)


Culture (c)






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f1 Tension

a1 Stakeholder

Value



a6 Measure

Performance

a4 E3 People

a5 Deploy and

Execute

a3 Focused Strategy


a7 Review

Performance




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f1 – Tension

Time

Performance

CR

DR

Tension CR

DR

Tension CR

DR

Tension CR

DR

Tension CR

DR

Tension

CR

DR

Tension

CR

DR

Tension

Stabilize

Basic Systems

Strategy

MBNQA Scenario #2

Scenario #3

DR = Desired Reality CR = Current Reality

Scenario #1

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f2 – Resistance

“We are going to try it one year, if it doesn’t work we will go back to what’s not working now”

b1 Role Model

f2 Resistance

Influences

b3 Collaborative

Influences

b4 Communicate Influences

b5 Persistent Influences

b8 Contact Sport

Influences

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f3 Alignment

a1 Stakeholder

Value



a6 Measure

Performance

a4 E3 People

a5 Deploy and

Execute

a3 Focused Strategy


a7 Review

Performance




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Time

f4 Role of Baldrige in the Journey��Three Scenarios

Scenario #1 0 of 14

Baldrige as Basis for and Foundation for Journey Adopted at the Beginning of the Journey

Baldrige as Enhancer of existing Journey Adopted Baldrige in the Middle of the Journey

Baldrige as a Validation and Refinement of the Systems – Adopted Late in

the Journey

Scenario #2 12 of 14

Scenario #3 2 of 14

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Behaviors (b)


Approaches (a)


Culture (c)






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•  Limited to CEO “upper echelon” perspective.

•  Limited sample size - 14 cases.

•  Does not include non-profit or government cases

•  Does not include comparison cases – control group (e.g., non-Baldrige organizations)

•  Does not include female CEO participants

Limitations

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References

•  Appleby, C. A., Harshman C. L. and Latham, J. R. (2009). Baldrige CEO Attitudes and Motivations: Developing a Model of Excellence [Research Report]. Monfort Institute at the University of Northern Colorado. http://www.mcb.unco.edu/monfortinstitute/iWAM_2009.html

•  Latham, J. R. (2009). Leadership System Design for Sustainable Excellence: CEO Perspectives. Business as an Agent of World Benefit: Manage by Designing in an Era of Massive Innovation Conference, Case Western University, Cleveland (June 2-5). http://www.mcb.unco.edu/monfortinstitute/BAWB_2009.html

•  Latham, J. R. (2008). Building Bridges Between Researchers and Practitioners: A Collaborative Approach to Research in Performance Excellence. Quality Management Journal, 15(1), 20. http://www.mcb.unco.edu/monfortinstitute/QMJ_2008.html

•  www.MonfortInstitute.org

Documents

Leading the Journey to Sustainable Excellence: A ......Leading the Journey to Sustainable Excellence: "A Leadership System Model" The Quest for Excellence XXII – Annual Conference!