Summer School 2013: Becoming an Outstanding Leader The Integral Leader University of Wales, Trinity Saint David, Lampeter 26 June 2013 Charles Hampden-Turner.

Summer School 2013: Becoming an Outstanding Leader

The Integral Leader

University of Wales, Trinity Saint David, Lampeter26 June 2013Charles Hampden-Turner and Fons Trompenaars

Your clients and partners

Einstein: "You can't solve a problem at the same level it was created"!

Whilst all organizations share the same types of problems during these difficult times, their approach to them is usually culturally biased and often set in their past.

New innovative solutions are required that are grounded in sharp strategy, understand the organization's values, reconcile the competing demands of the perspectives of all stakeholders including shareholders, employees and customers, plus solid branding and impeccable design.

Innovation

Leadership

Sustainability

Globalization

Doing More with Less: Main levers to pull

Approaching Dilemmas: Navigating Strategic Tensions

To Create Wealth is

to combine Values that are not easily joined…..

Therefore scarce...

Therefore profitable….

And that is what servant leaders do

Servant Leadership (Greenleaf)

“Servant Leadership is enabling others to perform better”

Main dilemmas (1)

6

On the one hand … On the other hand …

We see collaboration as important for the ongoing success of the service provision

We want to ensure that we are properly recognized for our contributions

We want to have shared facilities and “one stop shops” with other public services

We want to retain our separate identity and role

We need to standardize our systems to ensure the long-term sustainability of the organization

Many of our systems vary throughout each project and are well received and understood by all

We need high levels of professional specialist expertise to deliver specialist care

We need to develop new ways of delivering care across professional boundaries by multi-skilled workers

Main dilemmas (2)

7


People working close to the patients are experts of the issues at that level. We want to encourage individuals to participate their ideas and experience to this change process from the bottom up

Our organization is large and requires strong, top-down leadership to manage this change process

NHS faces financial pressures and cost saving schemes being developed

Developing patient-centered care that is safe, timely, efficient and effective

Development and change is required to meet future needs and requirements

If it works don´t fix it

We want to focus on what we do well as an organization to ensure we deliver excellent services to our customers

We need to work in partnership with other organizations to deliver results more efficiently

This approach leads to concrete and measurable actions…Im

pac

t

Time

RecognizeIncrease

Awareness

RecognizeIncrease

Awareness

Respect Appreciate

Cultural Differences

Respect Appreciate


ReconcileResolve


ReconcileResolve


Realize and Root

Implement Reconciling Actions

Realize and Root

Implement Reconciling Actions

“Servant leaders have the propensity and competence to

help organizations and its teams reconcile dilemmas for

better sustainable performance”

Core Proposition

Some hard evidence

Source: 21 Leaders for the 21st Century p429

Correlation (Spearman’s coefficient of rank correlation)

Correlation between reconciliation and 360o feedback by peers and subordinates

0.71

Correlation between reconciliation and bottom line business performance in profit centre/budget stream

0.69

Some hard evidence

Our research reveals that propensity to reconcile dilemmas correlates with bottom line business performance

Some soft evidence

1. To develop our people versus to become more cost

conscious

5. Global or standardized) products versus local tastes,

particular markets

8. Operational Agility versus strategic clarity

6. Customer is always “right” versus anticipate customers needs

7. Equal opportunities versus positive discrimination

2. Reward our people for their mastery

versus Reward our shareholders for their

faith in us 9. Leverage intellectual

capital versus innovative projects

4. Reputation in wider community versus

serve our customers wants

10. Satisfy our customers at all costs versus shareholder value

Corporate Effectiveness

& Efficiency

Satisfaction of the Client

Employee

Development & Learning

Shareholder

Returns & Financial

Performance

Contributions

to Society3. Keep short-term cash flow versus Invest in long-term

sustainability

Please define culture

What is Culture?

Language

Food

Meeting style

Architecture

DressBehaviour

Rhythm & Pace

Expression of emotion

Work ethic

Physical contact

Literature

A model of culture

Explicit

Culture

A model of culture

US Culture

For example

French Culture

Stereotype Stereotype

Culture as a Normal Distribution

Explicit

Culture

A model of culture

Basic

Assumptions

Implicit

Culture

Is a dynamic process of solving human problems/dilemmas

in the areas of…- Human Relationships

- Time

- Nature

About Culture

01

02

03

04

05

06

07

Rules versus Exceptions

Individual versus Team Individual versus Team

Control versus Passion Control versus Passion

Specific versus DiffuseSpecific versus Diffuse

Lord versus ServantLord versus Servant

Sequential versus SynchronicSequential versus Synchronic

Inner versus Outer OrientationInner versus Outer Orientation

01/ The Car Accident

What happens to your friend?

01/ What right does your friend have?

A. My friend has a definite right as a friend to expect me to testify to the lower figure.

B. He has some right as a friend to expect me to testify to the lower figure.

C. He has no right as a friend to expect me to testify to the lower figure.

01/ Dilemma:

The top 2 of your corporate values are:

1. Integrity

2. We respect the cultures of others

INTEGRITY

Please discuss in the context of these values what your answer would be…

• Consistency

• Systems, standards &

rules

• Uniform procedures

• Demanding of clarity

• Letter of the law

• Flexibility

• Pragmatic

• Make exceptions

• “It depends”

• At ease with ambiguity

• Spirit of the law

01/ Universalism vs Particularism

32

37

44

47

54

64

68

69

73

83

87

90

91

91

92

93

93

97

0 20 40 60 80 100

Venezuela

Korea

Russia

China

India

Mexico

Japan

Singapore

France

Czech Rep

Germany

Netherlands

Australia

United Kingdom

Sweden

USA

Canada

Switzerland

Friend has no/some right and would not help

01/ Universalism

32

37

44

47

54

64

68

69

73

83

87

90

91

91

92

93

93

94

97

0 20 40 60 80 100

Venezuela

Korea

Russia

China

India

Mexico

Japan

Singapore

France

Czech Rep

Germany

Netherlands

Australia

United Kingdom

Sweden

USA

Canada

WSS

Switzerland

Friend has no/some right and would not help

01/ Universalism

Global or standardized products versus local

tastes, particular markets Corporate Effectiveness

& Efficiency


Employee


Shareholder

Returns & Financial

Performance

Contributions

to Society

Global Standards (Critical Mass)

Cultural Diversity

(Differing solutions)

Globalism and Localism

01/ Dilemma

Globalization vs. LocalismG

loba

l cen

tral

ized

Decentralized Multinational

Global Corporation

Multi-Local Corporation

Globalization vs. LocalismG

loba

l cen

tral

ized

Decentralized Multinational

Transcultural Corporation

International Corporation

Universalism versus Particularism - dilemmas

31


Innovation

We need to ensure that staff are aware of, and work to, policies and procedures laid down for the delivery of effective services

We should allow staff to work in an innovative way to get things done in response to customer need

We understand the importance of consistent organizational/team culture on innovation

We have many differing cultures within our teams and organizations which create different approaches

Sustainability



Collaboration



We need to streamline and homogenize our processes and procedures to deliver maximum benefits from the collaboration and how we deliver services to a greater number of people

We need to ensure that the service is sufficiently bespoke to deal with the problems faced by those people requiring our services

01/ Main Challenges

1. Mass-Customization

2. Co-Opetition2. Co-Opetition

3. It is Cool to be emotional3. It is Cool to be emotional

4. Moments of Truth4. Moments of Truth

5. Servant Leader5. Servant Leader

6. Just In Time Synchronizing Sequences6. Just In Time Synchronizing Sequences

7. Pushing through the Pull7. Pushing through the Pull

Universalism versus Particularism Universalism versus Particularism

Individualism versus Communitarianism

Neutral versus AffectiveNeutral versus Affective

Specific versus Diffuse Specific versus Diffuse

Achievement versus AscriptionAchievement versus Ascription


Internal versus External ControlInternal versus External Control

01

02

03

04

05

06

07

b) Another said: ‘If the individual is continuously

taking care of his or her fellows then the

quality of life for us all will improve, even

if it obstructs individual freedom and

individual development.’

a) One said: ‘It is obvious that if one has as

much freedom as possible and the maximum

opportunity to develop oneself, the quality of

one’s life would improve as a result.’

02/ Individualism versus Communitarianism

3032

3739

414142

4444

5253

606161

636465

6769

7189

0 20 40 60 80 100

EgyptMexico

IndiaJapan

FranceChina

SingaporeIndonesia

BrazilItaly

GermanyRussia

SwedenUK

AustraliaFinland

NetherlandsDenmark

USACanada

Israel

Percentage opting for individual freedom

02/ Individualism

3032

373939

414142

4444

5253

606161

636465

6769

7189

0 20 40 60 80 100

EgyptMexico

IndiaWSS

JapanFranceChina

SingaporeIndonesia

BrazilItaly

GermanyRussia

SwedenUK

AustraliaFinland

NetherlandsDenmark

USACanada

Israel

Percentage opting for individual freedom

02/ Individualism

02/ Dilemma Reconciliation

The Individual and the Team

Case Study:Individual Performance versus Team Spirit

02/ The Individual and the Team

Stimulate Team Co-operation

Reward Individual Performance

Team Motivation

Ind

ivid

ual

Mo

tiva

tio

n02/ Dilemma Reconciliation

(1,10) Me, Myself and I withholding Information

Team Mediocrity (10,1)

(5,5) Go for the Small

team

AND Reward

Individuals for Team

Work

Reward Teams for Individual Creativity

(10,10)

Individualism versus Communitarianism - Dilemmas


Collaboration

I want to be unique and work alone I want to develop with other colleagues and work collaboratively



1. Mass-CustomizationMass-Customization

2. Co- Opetition

3. Moment of Truth3. Moment of Truth

4. It is Cool to be Emotional4. It is Cool to be Emotional

5. Servant Leader5. Servant Leader

6. Just In Time Synchronizing Sequences6. Just In Time Synchronizing Sequences

7. Pushing through the Pull7. Pushing through the Pull

02/ Main Challenges

01

02

03

04

05

06

07

Universalism versus Particularism Universalism versus Particularism

Individualism versus CommunitarianismIndividualism versus Communitarianism

Neutral versus Affective

Specific versus Diffuse Specific versus Diffuse

Achievement versus AscriptionAchievement versus Ascription


Internal versus External ControlInternal versus External Control

03/ Neutral versus Affective

In my society, it is considered unprofessional to express emotions overtly.

Please select your position on the statement above:

A. Strongly agree

B. Agree

C. Undecided

D. Disagree

E. Strongly disagree

151819

2428

3033

4043

4546474849

5155

6474

81

0 20 40 60 80 100

KuwaitEgyptSpain

RussiaArgentina

FranceItaly

BrazilUSA

UKSwedenPortugalDenmark

CanadaIndia

ChinaHong Kong

JapanEthiopia

%

Percentage not expressing emotions overtly03/ Neutral versus Affective

151819

2428

3033

4043

4546474849

5155

5764

7481

0 20 40 60 80 100

KuwaitEgyptSpain

RussiaArgentina

FranceItaly

BrazilUSA

UKSwedenPortugalDenmark

CanadaIndia

ChinaWSS

HongJapan

Ethiopia%

Percentage not expressing emotions overtly03/ Neutral versus Affective


How to select the Right Person?

Myers Briggs Type Indicator (MBTI)

Myers Briggs Type Indicator (MBTI)

DILEMMA


Emotions in Control


Emotions in Control


Heart in Passion

Analysis, Paralysis

(1,10)

Em

oti

on

s an

d h

ead

in

Co

ntr

ol


Heart in Passion

Em

oti

on

s an

d h

ead

in

Co

ntr

ol

(10,1)Loving Neurotic


Heart in Passion

Em

oti

on

s an

d h

ead

in

Co

ntr

ol

(10,10)Continually checking what your heart communicates

4. Reputation in wider community versus serve our customers wants


& Efficiency


Employee

Development

& Learning

Shareholder

Returns & Financial

Performance

Contributions

to Society

01

02

03

04

05

06

07

Rules versus Exceptions Rules versus Exceptions



Specific versus Diffuse




04/ Specific versus Diffuse

PUBLIC

PRIVATE

Specific versus Diffuse


Specific Relationship

PUBLICPRIVATE


No Relationship


PRIVATEPRIVATE

Diffuse Relationship



Danger Zone

PRIVATE

PUBLIC

04/ Specificity

The colleague argues:

You don’t have to paint the house if you don’t feel like it. He is your boss in the company. Outside the company, he has little authority

The subordinate argues:

Despite the fact that I don’t feel like it, I will paint the house anyway. He is my boss and you cannot ignore it outside your

work either.

A boss asking to paint his house

324647

5258

656667

697071

7882

878889

9191

0 20 40 60 80 100

ChinaNigeriaKuwait

VenezuelaSingapore

KoreaBelgiumGreece

ThailandMexicoJapan

AustraliaUSA

CanadaUK

DenmarkNetherlands

Sweden

%

Would not paint the house

04/ Specificity

324647

5258

656667

697071

7882

878889

9191

95

0 20 40 60 80 100

ChinaNigeriaKuwait

VenezuelaSingapore

KoreaBelgiumGreece

ThailandMexicoJapan

AustraliaUSA

CanadaUK

DenmarkNetherlands

SwedenWSS

%

Would not paint the house

04/ Specificity

04/ Communication in high and low context

Diffuse

A larger context

(from general to specific)

Specific

A smaller context

(from specific to general)

To develop our people versus to become

more cost conscious Corporate Effectiveness

& Efficiency


Employee


Shareholder

Returns & Financial

Performance

Contributions

to Society

Balanced Score Card Dilemma…

From the Balanced to the Integrated Score Card

Specific Financial Performance

Diffuse Development of

People


Sp

ecif

ic f

inan

cial

per

form

ance

Interests in future innovating and learning

Cost cutting yourself

(1,10)

Subsidised seminar

(10,1)

Integrated growth:

Train for Cost

Cutting

(10,10)


Positive discrimination versus equal opportunities


& Efficiency


Employee

Development

& Learning

Shareholder

Returns & Financial

Performance

Contributions

to Society

Report ------ Rapport (Deborah Tannen)

Specific versus Diffuse - DilemmasOn the one hand … On the other hand …

Innovation



Innovation is encouraged Status quo is preferred

Sustainability

Funding for staff and services is decreasing Workload and expectation is ever increasing

We need to make the organisation financially stable in order to function

We need to deliver best possible care for our patients which may require spending money

Collaboration

I am constantly being asked to engage in command and control management as it is believed that this will deliver rapid results

To be truly effective we need to acknowledge that health care is a complex adaptive process and that working in uncertainty is creative

We need to be accountable as an individual health organization to meet the needs of our population

We want to work effectively in collaboration with other organizations to meet the needs of our population

01

02

03

04

05

06

07







Inner versus Outer Orientation

07/ Internal versus External Control

A. What happens to me is my own doing.

B. Sometimes I feel that I do not have enough control

over the direction my life is taking.

3339

4955

5759

6363

667272

75757677

8286

88

0 20 40 60 80 100

VenezuelaChina

RussiaKuwait

SingaporeCzech Republic

IndiaJapan

GermanyKorea

ItalyBelgium

NLFrance

UKUSA

NorwayIsrael

What happens to me is my own doing


What happens to me is my own doing


Shareholder value versus Satisfy our

customers at all costs


& Efficiency


Employee

Development

& Learning

Shareholder

Returns & Financial

Performance

Contributions

to Society

Balanced Score Card Dilemma…


Inner Directed Improvements

in Business Processes

Outer directed increase in customer satisfaction


Inn

er d

irec

ted

im

pro

vem

ents

Outer directed increase in customer satisfaction

Lean but mean

(1,10)

Customer’s captive(10,1)

Integrated growth:

Pushing through the Pull(10,10)


07/ Main Challenges

1.1. Mass-CustomizationMass-Customization

2. Co-Opetition2. Co-Opetition

3. It is cool to be emotional 3. It is cool to be emotional

4. Moments of Truth4. Moments of Truth

5. Servant Leader 5. Servant Leader

6. Just in time Synchronizing Sequences6. Just in time Synchronizing Sequences

7. Pushing through the Pull

Internal versus External Orientation - DilemmasOn the one hand … On the other hand …

Innovation

We want to lead and innovate, try new things and be brave

We are a government organization and our stakeholders/customers might expect us to be cautious

We need to ensure that the most effective services are provided. This may require services to change and adapt as more evidence/treatments becomes available

There is a need to minimize risk, and keeping services/treatment as they are means that staff are familiar with the service, and this helps to avoid unnecessary risk

Sustainability



We need to continue to develop and change to meet population needs

We need to develop sustainable services

Collaboration

Cultural and historical bureaucracy provide security and encourage confidentiality

Technology has moved at pace and we should take advantage of it



What Kind Of Leadership?Corporate

Effectiveness

& Efficiency


Employee

Development

& Learning

Shareholder

Returns & Financial

Performance

Contributions

to Society

01

02

03

04

05

06

07





Lord versus Servant



05/ Lord versus Servant

STATUS ?

What You Do Who You Are


‘The most important thing in life is to act as really suits you, even if you don’t get

things done’

41213

2021

2628

3031323334

4049

5456

6569

76

0 20 40 60 80 100

EgyptArgentina

Czech RepublicKorea

PolandJapanChina

RussiaMexico

Hong KongFrance

SwitzerlandGermanyDenmarkSweden

UKCanada

AustraliaUSA

%

Percentage not agreeing with acting as really suits you


41213

2021

2628

3031323334

4049

5456

5965

6976

0 20 40 60 80 100

EgyptArgentina

Czech RepublicKorea

PolandJapanChina

RussiaMexico

Hong KongFrance

SwitzerlandGermanyDenmarkSweden

UKWSS

CanadaAustralia

USA%

Percentage not agreeing with acting as really suits you


Achievement versus Ascription - Dilemmas


Innovation

We need to attract new talent and skills into the department for short - medium term in order to provide innovative solutions to issues we are facing

We have a moral and corporate responsibility to give those displaced internally the opportunity to fill these posts first

Collaboration



05/ Achievement versus Ascription

Attributed status by seniority or role

Per

form

ance

S

tatu

s

Lost democratic leadership(1,10)



Per

form

ance

S

tatu

s

Follow the Leader(10,1)



Per

form

ance

S

tatu

s

The Servant

Leader(10,10)


However…the starting point might be different in different cultures so:

• Make better rules out of

exceptions

• Let creative people work in teams

• Craft Strategies

• Report within Rapport

• Connect Inner with Outer Worlds

• And lead by serving

Servant Leaders…

• Look for the exception that proves the

rule

• Create teams that support individual

creativity

• Strategically Craft

• Rapport within Report

• Adapt internally to outside forces

• And serve by leading

The differences between many cultures are ‘Mirror Images’ of each other.

The dilemmas are the same.

The logic has been reversed

`For the Servant Leader values are COMPLEMENTARY

An organization’s sustainability

is how its leadership

chooses and deals with the dilemmas

originating between the stakeholders and

creates culture as a context.

Questions?

Key Takeaways – short list

•Instead of focusing on the conflict between different values, look for theopportunity to gain more through genuine collaboration than you might have thought possible (than by following your original approach)

•Be aware of the power of your “default” – e.g. the approach you habitually adopt when things get hard, or when you are feeling too comfortable

•Broaden your repertoire of communication practices and business customs

•Create informal opportunities to interact

•In short - acknowledge complexity: e.g. the way we talk about west and east is at best a shorthand for something much richer

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Dilemma theory: resolving strategic issues

DILEMMA(from the Greek meaning)

TWO-PROPOSITIONS

IN (APPARENT) CONFLICT

Centralization Decentralization

Culture Space

Ce

ntr

aliz

ing

Decentralizing

Better Centralized Knowledge of ever more Decentralized Activities

Ce

ntr

aliz

ing

K

no

wle

dg

e

Decentralizing Activity

Un

ive

rsa

lism

Particularism

Vicious and Virtuous Circles

Main dilemmas (1)

105










Main dilemmas (2)

106




NHS faces financial pressures and cost saving schemes being developed

Developing patient-centered care that is safe, timely, efficient and effective





Dynamic process of solving dilemmas in six steps:

1. Identify dilemma

2. Chart dilemma

3. Stretch dilemma

4. Define epithets

5. Reconcile dilemma

6. Define action points

Reconciling cultural differences

1. Describe the Dilemma: • on the one hand: • on the other hand:

2

.Y-a

xis

lab

el:

2.X-axis label:

4.

10,1

3. List Positives for Y-axis:

+++

5,5

4.

5. 4.

1,10

List Negatives for Y-axis:

---

3. List Positives for X-axis: +++

List Negatives for X-axis:---

6. Action plan

Actions:--Obstacles:--Monitoring: --

Reconciliation Worksheet1. Identify the dilemma2. Chart the dilemma

a. Be specific by making the dilemma defined under 1 more concrete

b. Label the axes reflecting the opposing positions (positive or neutral)

c. Plot the positions of the actors3. Stretch the dilemma

Describe the positives and negatives of each side of the dilemma

4. Make epithetsPut epithets (sweet and sour) in each of the boxes

5. Reconcile the dilemmaAsk how Value X can support Value Y and vice versa

6. Develop action plan

10,10

Dilemma reconciliation

Steps in reconciling dilemmas:

• Choose the dilemma you want to work on and sign up• Chart the dilemma: make it specific to your table• Stretch the dilemma: List the positives and negatives• Define epithets• Reconcile the dilemma:

– How can I get more of Value X through Value Y, and – How can I get more of Value Y through Value X?

• Develop action plan

Summer School 2013: Becoming an Outstanding Leader The Integral Leader University of Wales, Trinity Saint David, Lampeter 26 June 2013 Charles Hampden-Turner.

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