B U I L D I N G A L E A D E R S H I P C U L T U R E The Evolution of Executive Leadership
W E L C O M E A N D I N T R O D U C T I O N Jennifer has spent 12+ years partnering wit ith organizations, executives, le leaders and teams through transformative leadership initiatives. She has designed and implemented powerful Jennifer Collins , leadership systems that enable individuals, CEC PCC CEO & Managing Partner teams and organizations to increase their adaptive capacity. Michael has over 30 year ears experie ience work orkin ing g with executives and wi and sen enior or tea eams in aligning Michael O’Connor , and enhancing work cultures. He is PCC passionate about individuals and teams Vice President and Executive reaching their full capacity and making Consultant - The Leadership breakthroughs that impact them inside and Circle outside of work.
W H Y A R E W E H E R E ? H A Z E L L & C O L L I N S A S S O C I A T E S C U L T U R E , L E A D E R S H I P & C A R E E R S T R A T E G I S T S Accelerating strategic imperatives CULTURE for organizational high TRANSFORMATION performance. Empowering people, teams and LEADERSHIP organizations to realize meaningful STRATEGY and inspired results. Taking positive action toward future CAREER STRATEGY career success.
W H A T Y O U T O L D U S : T H E M E S Your most critical leadership challenge(s) related to executive leadership in your organization L A C K O F A L I G N M E N T “Trust”, “Lack of trust”, “Trusted relationships amongst “Executive team that is not seen as ongoing challenges.” aligned with each other or supportive or even connected with the people in the layers below.” “Alignment to a shared strategic goal(s) and quick decision making to successfully execute.” “Executive dysfunction as it related to collaboration and common goals.” “Inability to implement strategy. Unclear accountability. Lack of “Ensuring the senior team are exhibiting trust.” the desired leadership traits consistently.” .
W H A T Y O U T O L D U S : T H E M E S Your most critical leadership challenge(s) related to executive leadership in your organization K E E P I N G P A C E W I T H C H A N G E “Change management, effective “The speed of outcome, focus communication, changing business and attention to necessary landscape.” change.” “Developing capacity and capability to lead through disruption and uncertainty/change.” “Leading change and proactively – plan manage and implement change.” “ Shaping thinking and approach to dealing with a highly disrupted industry.”
W H A T Y O U T O L D U S : T H E M E S Your most critical leadership challenge(s) related to executive leadership in your organization S U C C E S S I O N S C A R ( E ) C I T Y “That the exec team is committed to “Developing and strong succession plans and actively inspiring the next developing their successors (without generation of leaders feeling threatened).” and managers.” “Developing next generation of leaders – pro-actively – ready for “Bench “Talent gaps.” succession.” strength for critical goals.” “Identifying and developing skills for the future.”
T H E E V O L U T I O N O F L E A D E R S H I P
H O W W E T H I N K A B O U T L E A D E R S H I P C U L T U R E The culture of an organization or any group of individuals is a reflection of the values, beliefs and behaviours of the le leaders of the group. The combined in influence of f th the collective le leadership flo flows dir irectly in into organizational cu culture th through stories, sense making, g, symbols and systemic processes.
H O W D O E S L E A D E R S H I P C R E A T E C U L T U R E ? Actions and behaviour of leaders What leaders pay attention to LEADERS CULTURE What gets rewarded…what doesn’t Allocation of time and resources
H O W L E A D E R S H I P I S I M P A C T I N G Y O U R C U L T U R E “ There has never been a decision to move forward to “How the top team interacts with create a specific culture and in each other sends a clear message to the absence of this, culture the entire organization.” evolves and can be misaligned with corporate goals.” “People are watching our leaders behavior and seeing if it aligns with our “Leader’s behaviour is the vision and values.” culture of the organization.” “Our leadership culture is central to re - designing our org. culture.”
An organization cannot perform at a level higher than the CONSCIOUSNESS of the leadership
T H E F U N D A M E N T A L P R E M I S E CULTURE always AWARENESS trumps strategy! The It is imperative that Problems cannot be greatest reason for DEVELOPMENT of solved at the level of strategic non- thinking that created performance is a failure of leaders and key talent them. leadership to focus on must keep pace with the the right things rate of change and increasing complexity In the end, if leadership More than 1/3 of An organization not is not in constant developing leaders faster change failures are a EVOLUTION, the than the pace of result of leadership’s lack organization loses heart CHANGE is “ planning ” of role modelling and degenerates in its for strategic failure purpose and capability. the behaviours required for change. .
T H E F U N D A M E N T A L P R E M I S E ( C O N T ’ D ) BOTTOM LINE: The “pace” of change is not slowing. The world continues to evolve, industry evolves, our organizations must evolve. There is no possible organizational evolution without a preceding evolution in the mindset/operating system of the leaders, individually and collectively. ORGANIZATIONS DON’T TRANSFORM, PEOPLE DO.
VOLATILITY UNCERTAINTY COMPLEXITY AMBIGUITY LEADING IN A VUCA WORLD
S T R U C T U R E S O F M I N D @ W O R K Problem - Reacting Outcome - Creating Purpose Problem Vision Threat Fear Action Passion Reaction lts lts esult esult Resu Resu Time Tim Time Tim I have “It” / I am managing “It” “It” has me / “It” is managing me Moving toward what matters most Moving away from what I don’t want Playing not to lose Playing to win together Energy & Empowering Anxiety Containing
1. FACE REALITY about our level of leadership Top Team Choices: 2. RAMP UP OUR MISCONCEPTIONS we have great skill at avoiding reality
D I A G N O S E & E V O LV E : C l o s i n g t h e g a p s
C U L T U R E & L E A D E R S H I P C A T A L Y S I S F O R E N G A G E M E N T • New strategy or direction • Merger / acquisition • Re-branding • Re-organization or re-alignment • Embed and implement a culture transformation • Build vision and shared accountability in top teams • Build leadership capability • Shift from dysfunctional to high-performing teams (ex. Top teams) • Create an “accountability” culture • Restore or build trust • Break down silos and improve interpersonal / team dynamics Any aspirational goal or vision that requires a catalytic shift in the mindsets and behaviours of employees to achieve the organization’s objectives
T R A D I T I O N A L A P P R O A C H T O I M P L E M E N T A T I O N Leadership Mindsets Strategy / Behaviours Performance Plans What we say What people How people What actually we want to think this actually behave happens as a happen means in response consequence
W H A T C O N T I N U E S T O H I N D E R P R O G R E S S ? “[not] having frank, “ Executive team not constructive conversations “Silo mentality … seen as aligned with creating inter- on critical gaps in behaviour each other or departmental and skill for fear of hurt supportive or even feelings” conflict” connected …” “Unforeseen “…the right balance between short -term obstacles in the “We have goals, while also looking forward…ability marketplace in always done to strategically decide what to focus on the competitive things this to achieve long-term goals of the landscape” way” organization” “assumptions that “We tried and it “That’s just the way they are” employees are didn’t work” aligned…and identify with the senior team”
A N T I D O T E S T O I N C R E A S E E N G A G E M E N T , R E T E N T I O N A N D E N A B L E S U S T A I N E D G R O W T H
T H E I N F L U E N C E M O D E L F O U R L E V E R S F O R S U C C E S S Understanding Positive Role & Conviction Modeling “…I see my leaders and “…I know what is expected peers behaving in the of me and it is meaningful LEADERSHIP new way.” to me.” M I N D S E T S & B E H AV I O U R S Reinforcing Right Formal Mechanisms Capabilities “…the structure, processes “…I have the skills and and systems reinforce the competencies to behave in the desired behaviours.” new way.”
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