Society of International Travel Executives ASIA-PACIFIC UNIVERSITY Mick Yates, Singapore, October 1999.

Society of International Travel ExecutivesASIA-PACIFIC UNIVERSITY

Mick Yates, Singapore, October 1999

October 1999 Leadership University © mick yates 2

Agenda

Leadership challenge results Leadership & values Leadership & change 4 E’s of Leadership?


Change, growth & Leadership- some questions

How much Change are you facing? How good is your strategy to take advantage

of these changes How ready is your organization to execute

this new strategy? Do you have enough Leaders at all levels to

get the job done? Do these Leaders have all the skills they

need?


How much change are you facing?

Adapted from Igor Ansoff gap analysis tools

1. Gap assessment: Marketplace change

Quite Quite a lota lot

A A lotlot

Total Total chaos!chaos!

A A littlelittle

NoneNone 3.5Range 2 - 5


How good is your business strategy to take advantage of this?

2. Gap assessment: Competitive strategy

Quite Quite competitivecompetitive

AggressiveAggressive Way Way ahead of ahead of

the the market!market!

Not Not good good

enoughenough

Totally Totally InadequateInadequate

2.9Range 2 - 5


How ready is your organization to execute this new strategy ?

3. Gap assessment: Organization readiness

Well Well adaptedadapted

Very well Very well adaptedadapted

Way Way ahead of ahead of

the the market!market!

Not Not good good

enoughenough

2.5Range 1 - 4

Totally Totally InadequateInadequate


Do you have enough Leaders at all levels to get the job done?

Some .Some .. need . need moremore

EnoughEnough More More than we than we

needneed

4. Gap assessment: Leader bench strength

Not Not very very manymany

None, None, reallyreally

3.1Range 2 - 4


Do these Leaders have all the skills they need?

OKOK StrongStrong Wow!!Wow!!

5. Gap assessment: Leadership Skills

SomeSomeNoNo 2.6Range 2 - 4


Agenda



1. are interdependent with followers

Leaders …

2. have a rock-solid value system which is congruent with their followers’

3. always accelerate change


LL

Autocratic versus participative


L

L

Involved versus empowering


SocietySociety

Value systemscompanycompany colleagu

ecolleague

individualindividual


Mohandas Gandhi


© National Geographic

Genghis Khan



Agenda


Discontinuity of change

5 Years 5 Years


John P. Kotter on change Create a vision and strategy for the

future Develop a powerful guiding coalition Establish a sense of urgency for

change

Communicate the change vision

Gain and sustain momentum


Entrenched

30-60%

Overwhelmed

30-60%

Learners

10-?%

Capacity

for

Change

Comfort

level

BSers

10-20%

David Noer on change


Start with (and stick to) a vision Let go (of your power) Patience Listen for what is not said Interdependence via process

Asia & West Asia Asia Asia Asia

Set out clear ground rules up front Expose your value system, first Empowerment “contract” Get all the issues out Stick to the process

West West West West Asia & West

Leaders facilitate change


Agenda



Envision

Enable

Empower

Energize

Set in a 100% congruent value system

Innovate fast!

Connect knowledge

Teach Leadership

Facilitate

4 e’s to lead change


ENERGIZE

ENVISIONStrategic Innovation

ENABLEInstitutional Interdependence

EMPOWER

Facilitating & Teaching


Mohandas Gandhi (1869-1948)

ENVISION The political independence of India, based onspiritual renewal of her people, and on theequality of Hindu, Muslim. Abolish castes.

ENABLE Organization skills - e.g. ambulance corpsThe "Constructive Program". The Ashrams.Congress charter. "Swadeshi".

EMPOWER Discipline & freedom, for self and followers."Satyagraha" and "Swaraj". Love. Respect.

ENERGIZE Walked the talk - he was the programThe "Salt March". Fasting. Charisma.Disregard for self - no fear - prison. Words.


ENVISION Preserve nomadic lifestyle & live off theland. Realize the longstanding Mongoldream of "conquering the World".

ENABLE Compound bow, short stirrup. "Yasa" code.Merit based units of 10, 1000, 10000.Pony express communications.

EMPOWER Trusted Locals running conquered cities.Promotion on merit. Generous. Loyal. Frank.

ENERGIZE Very strong & clear Mongol values.Always led from the front. Charismatic.Either surrender or be slaughtered!

Genghis Khan (1162-1227)


Management Action

Leadership Action

Jack Welch

Lou Gerstner

Gaps: What kind of action?


Management action Market gap - new products

Innovation

Choices

Best value


Future picture

Pathway

Targets

Leadership action ENVISION the change


Management action Competitive gap - benchmarking

Costs

Processes

Speed


Simplify

Right tools

Standardize

Leadership action ENABLE the change


Management action Organization gap - new design

Structures

Roles

Procedures


Free to act

Accountable

Interdependent

Leadership action EMPOWER the change


Your “story”

Walk the talk

Teach

Course correct

Leadership action ENERGIZE the change


Envision

Enable

Empower

Energize

Set in a 100% congruent value system

Innovate fast!

Connect knowledge

Teach Leadership

Facilitate

4 e’s to lead change


“Never underestimate the enemy. Respect him, but equally always

remember, regardless of the odds, team to team, yours is better. If there is any

doubt in your mind in regard to this previous sentence you had better start

training harder, or hand over your command”

Australian Army Leadership Manual, 1994

Junior Leadership on the Battlefield

Society of International Travel Executives ASIA-PACIFIC UNIVERSITY Mick Yates, Singapore, October 1999.

Documents

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