Leadership in the Disruption Era

LEADERSHIP IN THE DISRUPTION ERA

CHARLES COTTER Ph.D candidate, MBA, B.A (Hons), B.A

www.slideshare.net/CharlesCotter

PROTEA FIRE AND ICE, MELROSE ARCH

14-15 AUGUST 2017

TRAINING PROGRAMME OVERVIEW – DAY 1

SESSION #1: Management Principles: Managing Yourself andLeading Others is Not Easy

SESSION #2: Rethinking Leadership for the Digital Revolution

SESSION #3: An Inspiring Leader, Smart Strategists and aCreative Thinker: Enhancing Personal and OrganisationalCreativity

SESSION #4: Effectively Mentoring, Developing and Improvingthe Performance and Satisfaction of your Employees

TRAINING PROGRAMME OVERVIEW – DAY 2

SESSION #5: Successfully Leading and Managing Change in yourTeams

SESSION #6: Ethical Application of Influence and Persuasion

SESSION #7: Navigating the Stages of Team Development:Building More Effective Teams and Successful Team Dynamics

SESSION #8: Conflict Management: Promoting CooperationBetween Team Members

INTRODUCTORY LEARNING ACTIVITY

Complete the statement by inserting one (1) word. In order toeffectively lead in a disruption era, I need to/to be…………………………………..

Now find other learners with the same word as you.

Jot these words down on the flip-chart.

Each learner will have the opportunity to elaborate on their chosenword.

SESSION 1

LEADERSHIP COMPONENTS

CONTEXT OF MANAGEMENT

THE NATURE OF THE BUSINESS ENVIRONMENT – V-U-C-A

LEADERSHIP DEVELOPMENT CONTINUUM

CHARACTERISTICS OF TRANSFORMATIONAL

LEADERSHIP

LEARNING ACTIVITY 1

Discuss the merits of self-leadership as the “Genesis”of the leadershipprocess/continuum.

Which leadership styleyields the best results inyour organization. Justifyand substantiate yourreasoning.

Provide feedback in theform of a summation ofyour group discussion

SESSION 2

LEADERSHIP DEVELOPMENT REALITIES AND TRENDS

The bottom line: Identify potential leaders and actively developtheir skills

For today’s digital leaders, the most difficult question to answer ishow to successfully identify and develop high-potential employees– the future leaders who are able to thrive in more demandingroles. Companies that successfully unlock this potential in itsleaders gain a competitive edge that very few have.

Leadership and its most effective characteristics are changing.Today’s millennials place less value on visible (19%), well-networked(17%) and technically skilled (17%) leaders. Instead, they define trueleaders as: strategic thinkers (39%), inspirational (37%), personable(34%) and visionary (31%). (Source: Deloitte, Millennial Survey)

LEADERSHIP DEVELOPMENT MATURITY MODEL (BERSIN)

LEVEL FIVE LEADERSHIP (COLLINS)

LEARNING ACTIVITY 2

Prepare a strategy to manage and develop the skills andtalent your company needs in the digital reality:

Evaluate the current degree of leadership developmentmaturity in your organization.

Given your organization’s business reality and needs,identify the profile of the required leader – style and type.

Identify viable strategies to enhance the leadershipdevelopment model in your organization.

Indicate how your organization can invest in the globalsourcing and development of leaders i.e. creatingleadership pipeline. (if relevant)

SESSION 3: INNOVATION AND CREATIVITY

STIMULATING INNOVATION AND CREATIVITY

Defining innovation

The characteristics of an innovative workingenvironment

Processes, actions and approaches to createinnovation

Creativity/innovative techniques

COMPONENTS OF LEARNING, INNOVATION AND GROWTH

THE FEATURES AND CHARACTERISTICS OF KM

Forging linkages between its structured and unstructuredinformation in a way to use it for a specific problem situation

Organizations need to understand who has knowledge and developsupport systems for its creation and application.

Organizations need to create knowledge maps

Reflect on existing knowledge

This also makes it possible to identify the gaps in the existingknowledge, and to focus future knowledge-gathering efforts.

Build rewards for knowledge creators and brokers

Organizations need to harness knowledge to become innovative

Redistribute and share the knowledge

Apply the knowledge

THE ROLE OF THE MANAGER IN IMPLEMENTING KNOWLEDGE

MANAGEMENT AND LEARNING

Creating a conducive working environment for knowledge management

Act as a role model and leading by example

Developing, implementing, communicating and revising plans for KM systems

Creating processes and structures for KM systems

Stimulating knowledge creation and transfer of learning

Rewarding and recognizing knowledge creation

Liaising with other important role players and stakeholders

Building a culture of learning and a learning organization

LEARNING ACTIVITY 3

By referring to the characteristics of an innovative workingenvironment, evaluate the degree to which your organizationis an innovative organization. Identify areas of improvementand recommend change strategies.

Also indicate which creativity/innovation techniques are mostappropriate in your working environment.

By referring to the features and characteristics of a KnowledgeManagement working environment, evaluate the degree towhich your organization is promoting KM and a learningorganization. Identify areas of improvement and recommendchange strategies.

Also indicate the role of the manager in stimulating andcreating knowledge and learning in your working environment.

SESSION 4: MENTORING

MENTORING REALITIES

71% of Fortune 500 companies offer mentoring programs to theiremployees

Mentorship is popular, and for good reason: there’s nothing likebeing able to turn to a top-level executive for guidance andsupport.

If you’re able to teach potential leaders those lessons successfully,you’ll be one step closer to developing your future leaders.

DEFINING MENTORING

Mentoring is a process for the informal transmission ofknowledge, social capital and the psychosocial support perceivedby the recipient as relevant to work, career, or professionaldevelopment.

Mentoring entails informal communication, usually face-to-face andduring a sustained period of time, between a person who isperceived to have greater relevant knowledge, wisdom orexperience (the mentor) and a person who is perceived to have less(the protégé).

Mentors focus on the person, their career and

support for individual growth and maturity the coach is job-oriented and performance

oriented.

Coaching and mentoring use the same skills and

approach, but coaching is short term task-basedmentoring is a longer term relationship.

THE BENEFITS OF MENTORING –INDIVIDUAL EMPLOYEE

THE BENEFITS OF MENTORING -ORGANIZATION

BEST PRACTICE MENTORING GUIDLEINES

The value of the mentor-mentee relationship

Responsible and committed mentee behaviour and actions

Constructive and nurturing mentor behaviour and actions

Mentors exhibiting and practicing the right characteristics

CHARACTERISTICS OF EFFECTIVE MENTORS

Integrity

Show genuine interest in their protégés as a person

Share their experiences and insights

Ask open questions to encourage reflection

Listen be an objective sounding board

Offer positive (constructive) feedback

Offer only solicited advice

Celebrate and acknowledge achievements

THE HARMONIOUS RELATIONSHIP

TRIANGLE

“The best mentors strike a balance between providing Directive and Supportive mentee-directed behaviour and

action. “

(Charles Cotter, 2014)

THE G-R-O-W MENTORING MODEL

MENTORING PROCESS

LEARNING ACTIVITY 4

Evaluate the current degreeof effectiveness of yourorganization’s mentoringpractices and process, as aleadership developmenttool.

Identify gaps andrecommend improvementstrategies

Present a summary ofgroup discussion

SESSION 5: CHANGE

MANAGEMENT

THE NEED FOR CHANGE

STRATEGIC CHANGE MANAGEMENT

Strategic change management is the process ofmanaging change in a structured and thoughtfulway in order to meet organizational goals,objectives and missions.

Therefore, change management and relatedprocesses present many managerial challengesand, consequently, requires a systematic,structured, purposeful and integrated approach.

FORCES OF CHANGE

CHANGE MANAGEMENT SUCCESS TRACK RECORD

The literature on “change management” is clear: over 70% of change initiatives fail.

CHARACTERISTICS OF CHANGE-CAPABLE/FRIENDLY ORGANIZATIONS

#1: Linking the present and the future

#2: Make learning a way of life (learning organization)

#3: Actively supporting and encouraging day-to-day improvementsand changes (continuous improvement processes)

#4: Ensuring diverse teams

#5: Encourage out-of-the-box thinking (innovation)

CHARACTERISTICS OF CHANGE-CAPABLE/FRIENDLY ORGANIZATIONS

#6: Protect and shelter breakthrough ideas (intellectual property)

#7: Integrate technology to implement changes

#8: Build and deepen trust (creating an organizational culture of management credibility and integrity)

#9: Streamline and align processes, systems and structures

#10: Leadership have the will and conviction to change

LEARNING ACTIVITY 5

Diagnosis: By referring toeach of the characteristicsof change capable/friendlyorganizations, measure thedegree of yourorganization’s readiness tochange.

Analysis: Identify thoseareas which need to beimproved and recommendstrategies to close thesegaps.

Present a summary ofgroup discussion

CHANGE TRANSITION CURVE

THE ROLE OF LEADERSHIP IN CHANGE MANAGEMENT

“Leaders should not only administer and manage change, but pioneer,pilot and drive change towards barrier-busting heights of performanceimprovement.” (Cotter, 2005)

Managerial Roles and Actions

Change Agents (internal and external)

Building resilience and change-hardiness

Transformational Leadership

Develop Employee engagement strategies

Scaling the Hierarchy of Commitment

CHANGE LEADERSHIP ROLES AND ACTIONS

Provide a future vision for change

Leaders should possess diagnostic ability to read, scan and respondto the changing environment in the perpetual quest for businessgrowth and expansion opportunities

Be a catalytic driver of change

Guide, support and lead people through the change transitioncycle

Be a change agent

Lead by example during change i.e. be a role model/ambassadorand advocate for change

Be a transformational leader

Break down resistance to change

To build resilience and change hardiness amongst the workforce

BUILDING RESILIENCE AND CHANGE HARDINESS

The five attributes of resilience include:

Positive (they see life as complex but filled with opportunity)

Focused (they have a clear vision of what they want to achieve)

Flexible (they demonstrate pliability when responding to uncertainty)

Organized (they develop structured approaches to managing ambiguity)

Proactive (they engage with change rather than defending against it)

WHY PEOPLE RESIST CHANGE?

Uncertainty (i.e. fear of the unknown)

People’s self-interest is threatened

A lack of trust and misunderstanding

Belief that change is incompatible with the goals and the interest of the organization

A low tolerance for change is also a barrier to organizational change

Other general reasons (e.g. include inertia where people do not want to change the status quo,poor timing, and unexpected, extreme or sudden change and peer pressure)

MANAGERIAL TECHNIQUES TO REDUCE RESISTANCE TO CHANGE

A-D-K-A-R

PROSCI’S CHANGE MANAGEMENT METHODOLOGY

LEARNING ACTIVITY 6

As a manager, describe how you can accelerate and guideemployees through the change transition cycle to the mostsophisticated/mature stage, i.e. commitment.

Apply the leadership roles in effectively managing change.

In your work environment, identify the five (5) foremost reasons whyemployees resist change. For each of these 5 reasons, describe theways and means that you as a leader can use to break down these“walls of resistance”.

By referring to each of the 6 techniques to manage employeeresistance to change, describe how you as a leader can apply thesetechniques in your working environment. Also indicate at whichstage of the change process, each of these techniques is mostappropriate.

Evaluate the merits and application and utility value of Prosci’sChange Management methodology to your organization. Is there aviable, feasible and sustainable business case for it’s implementationvalue at your organization. Justify your response.

SESSION 6: INFLUENCE AND

CREDIBILITY

ARISTOTLE’S RHETORICAL TRIANGLE

BUILDING CREDIBILITY

The Credibility Formula as: Credibility = Integrity + Expertise.

Achieving a distinguishable level of follower faith and loyalty iscertainly not an overnight occurrence and can be achieved onlythrough openness; committed people investment and a provenscorecard of leadership and performance excellence.

Leader behaviour, actions and decisions congruent with reliability,fairness, consistency and transparency are instrumental valueswhich can enhance follower perception of the leader’s reputation,standing and eventually, their willingness to follow and support thatleader.

LEARNING ACTIVITY 7

Develop strategies for howyou can expand yourleadership influence in yourorganization.

Develop strategies for howyou can increase yourleadership credibility in yourorganization.

SESSION 7: TEAM LEADERSHIP

STAGES OF TEAM DEVELOPMENT

PERFORMANCE EQUATION

BENEFITS OF A MOTIVATED WORKFORCE

Quality performance

High levels of productivity (“a team member is aproductive team member”)

High levels of commitment (to both the team andorganization)

High levels of team cohesion

PERCEPTUAL GAP

TEAM LEADER MOTIVATION ACTIONS

Set specific goals for employees

Goals should be realistic and attainable

Job must suit the employee’s personality

Provide immediate feedback to employees on their performance

Rewards should be individualistic

Link rewards to performance

Honour the principle of internal equity (i.e. fairness for all employees)

Motivational theories should be regarded as cultural bound

Respect and recognise individual differences

RECOGNITION

40% of employees who do not meaningfully feel recognized willnot go above and beyond their formal work responsibilities toget the job done. 86% of those who feel recognized will.

83% of employees cited recognition for contributions is morefulfilling than rewards and gifts.

Type of recognition matters – 68% favoured individual aboveteam-based recognition; 88% found recognition from theirmanagers as very/extremely motivating and 76% found praisefrom peers as very/extremely motivating.

Recognition strategies

PERFORMANCE MATRIX

LEARNING ACTIVITY 8

Identify your team’s stageof maturity. Describe theleadership strategies tograduate/sustain level 4:Performing.

Identify the motivators inyour work team. Describethe leadership strategies tounlock optimal levels ofmotivation.

By referring to thePerformance Matrix,describe the leadershipstrategies to optimizeperformance in your team.

SESSION 8: CONFLICT MANAGEMENT

FUNCTIONAL AND DYSFUNCTIONAL CONFLICT

Functional conflict leads to open discussion, a better understandingof differences, innovative solutions and greater commitment.

Functional conflict contributes to the achievement of organizationalgoals and enhances relationship-building.

Dysfunctional conflict tends be more focused on emotions than onthe goal/task at hand known as affect conflict/interpersonal conflict, itis destructive when a solution is not reached, energy is diverted awayfrom the core problem and morale is negatively affected.

Dysfunctional conflict is detrimental to relationships within the teamand team performance.

OPTIMAL LEVELS OF CONFLICT

ADVANTAGES OF OPTIMAL LEVELS OF CONFLICT

Co-operation from team members

Improved performance and productivity

Reduced stress and preserved integrity

Solve problems as quickly as possible

Improved relationships and teamwork

Enhanced creativity

Increased staff morale

THE 4-STEP CONFLICT RESOLUTION PROCESS –

THERAPEUTIC MODEL Step 1: Identify sources of potential and actual conflict

(DIAGNOSIS)

Step 2: Develop conflict resolution strategies/techniques(EXAMINATION)

Step 3: Apply conflict resolution strategies/techniques(REMEDY)

Step 4: Control and review the effectiveness of the conflictresolution strategy/technique (FOLLOW-UP)

STEP 1: DIAGNOSIS

Identify the sources/causes of conflict:

Intra-personal

Interpersonal

Intra-group or Inter-group

The best approach to manage conflict effectively isto be proactive.

STEP 2: EXAMINATION

Develop conflict resolution strategies/techniques:

Shark (Competing)

Turtle (Avoiding)

Fox (Compromising)

Teddy-bear (Accommodating)

Owl (Collaborating)

There is no one best way to deal with conflict. It is dependent on the currentsituation as well as the team members involved in the conflict.

The golden rule is that managers should take prompt action in resolving conflict.

By failing to act, it may result in the conflict escalating beyond control and“spreading like a cancer” negatively affecting team performance andrelationships.

CONFLICT RESOLUTION STYLES

STEP 3: REMEDY

Apply conflict resolution strategies/techniques

The key is to match strategies to situations

Influential considerations:

Time pressure

Issue importance

Relationship importance

Relative power

STEP 4: FOLLOW-UP

Managers will need to confirm whether this technique hasadequately resolved the conflict.

In the event that this dysfunctional conflict persists, managers mayhave to resort to alternative (third party) strategies:

Mediation

Counseling

Organizational development (OD) interventions

CONFLICT MANAGEMENT GUIDING PRINCIPLES – TIPS AND TECHNIQUES

LEARNING ACTIVITY 9

Identify a current conflictsituation in your workteam. Apply the 4-stepconflict resolution process,to find a solution for thisconflict.

Develop a set of 10 bestpractice leadershipguidelines for effectivelymanaging conflict in yourorganization.

Present a summary ofgroup discussion

CONCLUSION

Key points

Summary

Questions

CONTACT DETAILS

Charles Cotter

(+27) 84 562 9446

[email protected]

LinkedIn

Twitter: @Charles_Cotter

http://www.slideshare.net/CharlesCotter