Learning Leaderships Lessons – For a future worth celebrating 10th Asia Pacific Special, Health & Law Librarians Conference Adelaide, August 2003 Dr Marianne.

Learning Leadership’s Lessons– For a future worth celebrating

10th Asia PacificSpecial, Health & Law Librarians’ Conference

Adelaide, August 2003

Dr Marianne BroadbentGroup Vice President and Gartner Fellow

Global Head of Research

Gartner Executive Programs

Page 2Entire contents © 2003 Gartner, Inc. All rights reserved. |Learning Leadership’s Lessons, M. Broadbent, Gartner EXP, August 2003

Leadership (and life) is about managing the trade-offs that matter

Business and technology shifts have replaced the ‘new’ economy with the ‘now’ economy

‘Making a difference’ = Managing 360 degrees. . . Upwards, downwards, inside out

Leading and managing effectively is about knowing and managing yourself first

‘Good enough’ is often OK ...

Page 3Entire contents © 2003 Gartner, Inc. All rights reserved. |Learning Leadership’s Lessons, M. Broadbent, Gartner EXP, August 2003

Leadership (and life) is about managing the trade-offs that matter

Business and technology shifts have replaced the ‘new’ economy with the ‘now’ economy

‘Making a difference’ = Managing 360 degrees. . . Upwards, downwards, inside out

Leading and managing effectively is about knowing and managing yourself first

‘Good enough’ is often OK ...

Page 4Entire contents © 2003 Gartner, Inc. All rights reserved. |Learning Leadership’s Lessons, M. Broadbent, Gartner EXP, August 2003

Business and technology shifts have replaced the ‘new’ economy with the ‘now’ economy

More DemandingFinancial Markets

Gross margin growth

Expense optimization

Capital reduction

Transparency

IncreasingDemands for Value

Innovation

Quality

Reliability

Price

“We want more for less!”Cheaper

PriceLeadership

Exploding DigitalCapabilities

Increased velocity of information

Faster markets

Blurring enterprise boundaries

“Hurry up!”Faster

Operational Efficiency

“How are you doing?”Better

Product Innovation,Customer Intimacy

Page 5Entire contents © 2003 Gartner, Inc. All rights reserved. |Learning Leadership’s Lessons, M. Broadbent, Gartner EXP, August 2003

Leadership (and life) is about managing the trade-offs that matter

Business and technology shifts have replaced the ‘new’ economy with the ‘now’ economy

‘Making a difference’ = Managing 360 degrees. . . Upwards, downwards, inside out

Leading and managing effectively is about knowing and managing yourself first

‘Good enough’ is often OK ...

Page 6Entire contents © 2003 Gartner, Inc. All rights reserved. |Learning Leadership’s Lessons, M. Broadbent, Gartner EXP, August 2003

‘Making a difference’ = Managing 360 degrees. . . Upwards, downwards, inside-out

Six imperatives drive the agendas of effective information and technology managers

Leadership is pivotal, making trade-offs between demand and supply

There is no substitute for really knowing the business and the decision makers

Effective professionals manage their credibility cycle within and across their organization. . . And know their group and personal value proposition

Page 7Entire contents © 2003 Gartner, Inc. All rights reserved. |Learning Leadership’s Lessons, M. Broadbent, Gartner EXP, August 2003

Six imperatives drive the agendas of effective information and technology managers

Supply-sideDeliver cost

effective services

Demand-sideShape and manage informed expectations

Business, Executive

Your TeamCustomers

Suppliers

LEAD

Page 8Entire contents © 2003 Gartner, Inc. All rights reserved. |Learning Leadership’s Lessons, M. Broadbent, Gartner EXP, August 2003

LEAD: Bridge business, information services

ANTICIPATE: Sense key trends

STRATEGIZE: Shape demand and synchronize

ORGANIZE: Sustain a high performing team

DELIVER: Provide cost-effective, timely services

(perceived as such)

MEASURE: Know how you are going and why

Leadership is pivotal, making trade-offs between supply and demand

Supply Side Demand Side

LEAD

Page 9Entire contents © 2003 Gartner, Inc. All rights reserved. |Learning Leadership’s Lessons, M. Broadbent, Gartner EXP, August 2003

LEAD: Bridge business, information services

1. Know and engage key decision makers as individuals and as colleagues

2. Guide other executives and managers about capabilities needed and available

3. Communicate a clear vision and agenda for information-enabling the business

4. Implement effective information governance

5. Communicate business imperatives to your team

6. Build and sustain personal and positional credibility

LEAD

LEAD

Page 10Entire contents © 2003 Gartner, Inc. All rights reserved. |Learning Leadership’s Lessons, M. Broadbent, Gartner EXP, August 2003

There is no substitute for really knowing the business, and the decision makers

Understand business fundamentals“Know the numbers. Nothing clever, just current revenue, EBIT, share price, market share, that kind of stuff. And how the numbers are trending and how they compare to your competitors”

Identify the key business cycles and investment climate

“What’s important today, what’s important this quarter, what’s important this year – time periods mean different things to different enterprises”

Get to know key people – personally“Making the effort for ‘face time’ makes all the difference. But help make them heroes at home too”

Page 11Entire contents © 2003 Gartner, Inc. All rights reserved. |Learning Leadership’s Lessons, M. Broadbent, Gartner EXP, August 2003

Effective professionals mange a credibility cycle within and across their organization

Results Resources

Outcomes

Credibility Initial Trust

Lost Credibility

Page 12Entire contents © 2003 Gartner, Inc. All rights reserved. |Learning Leadership’s Lessons, M. Broadbent, Gartner EXP, August 2003

Working the credibility cycle involves working the six imperatives

Credibility

ResourcesResults

Initial Trust

Outcomes

Lost Credibility

Lead

Anticipate

Strategize

OrganizeDeliver

Measure

Page 13Entire contents © 2003 Gartner, Inc. All rights reserved. |Learning Leadership’s Lessons, M. Broadbent, Gartner EXP, August 2003

Leadership (and life) is about managing the trade-offs that matter

Business and technology shifts have replaced the ‘new’ economy with the ‘now’ economy

‘Making a difference’ = Managing 360 degrees. . . Upwards, downwards, inside out

Leading and managing effectively is about knowing and managing yourself first

‘Good enough’ is often OK ...

Page 14Entire contents © 2003 Gartner, Inc. All rights reserved. |Learning Leadership’s Lessons, M. Broadbent, Gartner EXP, August 2003

Leading and managing effectively is about knowing and managing yourself first

Know the profile of aspirational positions

A continuum of leadership styles impacts on team performance

Different styles are needed at different times

Come to grips with leadership’s ‘soft issues’ . . . How is your emotional intelligence ?

Develop your capabilities to behave like a leader

Learn to lead through influence

Page 15Entire contents © 2003 Gartner, Inc. All rights reserved. |Learning Leadership’s Lessons, M. Broadbent, Gartner EXP, August 2003

For example, effective CIOs need a combination of personal characteristics

High self-esteem

Thick skinned

Personally resilient

Decisive and calm

Highly motivated

High energy level

Low need for affirmation . . .

High self-esteem

Thick skinned

Personally resilient

Decisive and calm

Highly motivated

High energy level

Low need for affirmation . . .

Does this sound like YOU?

Page 16Entire contents © 2003 Gartner, Inc. All rights reserved. |Learning Leadership’s Lessons, M. Broadbent, Gartner EXP, August 2003

A continuum of leadership styles impacts on team performance

Source: Continuum adapted from Tannenbaum, R. and Schmidt W.H. How to choose a leadership patter, Harvard Business Review, 1958: and leadership styles adapted from Goleman D, Hay/McBer

Continuum of Leadership Styles

Degree of Involvement of Team Members

Low

High Democratic “What do you think?”

Coaching “Try this.”

Affiliative “People come first.”

Visionary “Come with me.”

Pacesetting “Do as I do now.”

Commanding “Do what I tell you”

Page 17Entire contents © 2003 Gartner, Inc. All rights reserved. |Learning Leadership’s Lessons, M. Broadbent, Gartner EXP, August 2003

Styles affect team performance differently. . . Use what is needed at the time

Source: Adapted from Daniel Goleman, Hey / McBer

The leader’s modus operandi

When the style works best

Impact on team climate

Cautions

Commanding

Demands immediate compliance

In a crisis, to kick start a problem

Negative

Least effective in most situations: use only rarely

Pacesetting

Sets high standards

To get quick results

Negative

Destroys morale over time

Visionary

Mobilizes towards a vision

When changes require a new vision

Most strongly positive

Avoid using when working with experts

Affiliative

Creates harmony

To heal rifts in a team

Positive

Avoid using alone

Coaching

Develops people for the future

To help an employee improve performance

Positive

Unsuitable when team is reluctant to change/ learn

Democratic

Forges consensus

To build buy-in or consensus

Positive

Avoid when team is immature or in crisis

Page 18Entire contents © 2003 Gartner, Inc. All rights reserved. |Learning Leadership’s Lessons, M. Broadbent, Gartner EXP, August 2003

Come to grips with the soft issues . . . How is your Emotional Intelligence ?

1. Emotional self-awareness

2. Accurate self-assessment

3. Self confidence

A. Self awareness

1. Self control

2. Trustworthiness

3. Conscientiousness

4. Adaptability

5. Achievement orientation

6. Initiative

B. Self management

1. Empathy

2. Organizational awareness

3. Service orientation

C. Social awareness

1. Visionary leadership

2. Influence

3. Developing others

4. Communication

5. Change catalyst

6. Conflict management

7. Building bonds

8. Teamwork and collaboration

D. Social skill

Source: Daniel Goleman

Page 19Entire contents © 2003 Gartner, Inc. All rights reserved. |Learning Leadership’s Lessons, M. Broadbent, Gartner EXP, August 2003

Develop your capabilities to behave like a leader

Deliver your vision with drive using clear consistent communication

“Good leadership is the art of getting people to do things they don’t really want to do faster than they would normally want to do them”

Build your personal resilience“You need to be collegial rather than friendly, respected rather than liked”

… Doreen Wright, CIO, Campbell Soup

Page 20Entire contents © 2003 Gartner, Inc. All rights reserved. |Learning Leadership’s Lessons, M. Broadbent, Gartner EXP, August 2003

Lead through Influence - Lead From the Back

Lead by influence using your bank of trust and empathy

“Burying your head in the newspaper when you come home at night doesn’t make for a lasting relationship with your spouse. It’s the same in any area. You have to spend time talking and sustaining relationships”

Deal with difficult people – don’t avoid them“How do you deal with difficult people? You lead from even further back”

Page 21Entire contents © 2003 Gartner, Inc. All rights reserved. |Learning Leadership’s Lessons, M. Broadbent, Gartner EXP, August 2003

Leadership (and life) is about managing the trade-offs that matter

Business and technology shifts have replaced the ‘new’ economy with the ‘now’ economy

‘Making a difference’ = Managing 360 degrees. . . Upwards, downwards, inside out

Leading and managing effectively is about knowing and managing yourself first

‘Good enough’ is often OK ...

Page 22Entire contents © 2003 Gartner, Inc. All rights reserved. |Learning Leadership’s Lessons, M. Broadbent, Gartner EXP, August 2003

‘Good enough’ is often OK

As long as you . . .

Communicate your group’s true value proposition to the enterprise

Know your personal value proposition. . . To your peers. . . To your team. . . To significant others

Actively manage the trade-offs and conflicts

Understand the behavior you model is more critical than the behavior you talk about

Page 23Entire contents © 2003 Gartner, Inc. All rights reserved. |Learning Leadership’s Lessons, M. Broadbent, Gartner EXP, August 2003

Ten Tips for a future worth celebrating. . . Carefully manage upwards and sideways

Influence the influencers – know what colleagues/executives read and watch

Seek out those they talk to Keep your message simple. Ask “How can I help this executive be

successful?” Always start with, “Here’s where we were, here’s where we are

now …” Provide case studies and examples. Paint pictures Take every opportunity for “soak time” with your business

colleagues Make it really easy to use your services Help your business colleagues to be heroes at home Have a business colleague as one of your mentors Brand everything you do – Perception is everything !

Learning Leadership’s Lessons– For a future worth celebrating

10th Asia PacificSpecial, Health & Law Librarians’ Conference

Adelaide, August 2003

Dr Marianne BroadbentGroup Vice President and Gartner Fellow

Global Head of Research

Gartner Executive Programs