Results– Based Leadership
How leaders build the business and improve the bottom line
Results– Based Leadership
Connetting Leadership Attributes to Results EFFECTIVE LEADERSHIP = ATTRIBUTES x RESULTS
Results– Based Leadership Connetting Leadership Attributes to Results SET DIRECTION (vision, customers, future)
DEMOSTRATE PERSONAL CHARACTER (habits, integrity, trust, analytical thinking) MOBILIZE INDIVIDUAL COMMITMENT (engage others, share power)
ENGENDER ORGANIZATIONAL CAPABILITY (build teams, manage change)
Results– Based Leadership Connetting Leadership Attributes to Results SET DIRECTION (vision, customers, future)
DEMOSTRATE PERSONAL CHARACTER (habits, integrity, trust, analytical thinking) MOBILIZE INDIVIDUAL COMMITMENT (engage others, share power)
ENGENDER ORGANIZATIONAL CAPABILITY (build teams, manage change)
Results– Based Leadership Connetting Leadership Attributes to Results SET DIRECTION (vision, customers, future)
DEMOSTRATE PERSONAL CHARACTER (habits, integrity, trust, analytical thinking) MOBILIZE INDIVIDUAL COMMITMENT (engage others, share power)
ENGENDER ORGANIZATIONAL CAPABILITY (build teams, manage change)
Results– Based Leadership Connetting Leadership Attributes to Results SET DIRECTION (vision, customers, future)
DEMOSTRATE PERSONAL CHARACTER (habits, integrity, trust, analytical thinking) MOBILIZE INDIVIDUAL COMMITMENT (engage others, share power)
ENGENDER ORGANIZATIONAL CAPABILITY (build teams, manage change)
Results– Based Leadership Connetting Leadership Attributes to Results SET DIRECTION (vision, customers, future)
DEMOSTRATE PERSONAL CHARACTER (habits, integrity, trust, analytical thinking) MOBILIZE INDIVIDUAL COMMITMENT (engage others, share power)
ENGENDER ORGANIZATIONAL CAPABILITY (build teams, manage change)
Results– Based Leadership THE PITFALLS OF LEADERSHIP ATTRIBUTES MODELS
Future is more important than past
Results– Based Leadership THE PITFALLS OF LEADERSHIP ATTRIBUTES MODELS
Tailored attribute model are more important than generic models
Results– Based Leadership THE PITFALLS OF LEADERSHIP ATTRIBUTES MODELS
Behavior-based attributes models are more effective than theory-based models
Results– Based Leadership THE PITFALLS OF LEADERSHIP ATTRIBUTES MODELS
Line-created and owned attribute models are more important than HR- created models
Results– Based Leadership THE PITFALLS OF LEADERSHIP ATTRIBUTES MODELS
Leadership attributes models need to be used not just created
Results– Based Leadership THE PITFALLS OF LEADERSHIP ATTRIBUTES MODELS
Leadership attribute models must define qualities of all leaders, not just those at the top echelon
Results– Based Leadership Defined Desired Result CRITERIA
QUESTIONS
BALANCED
To what extent do my results balance across employee, organization, customer and investors?
STRATEGIC
To what extent do my results align whit strategy by being linked to business focus or customer value proposition?
LASTING
SELFLESS
EVIDENCE OF PROBLEM Results focus too much on one dimension
Results connect losely or not at all to the strategy of my business
To what extent will my results endure over time?
Results will not last; they are short term
To what extent are my results selfless, making the whole more than the parts?
Results do not make the whole greater than the parts
EVIDENCE OF SUCCESS Results balance across the four dimension
Results links strongly to the strategy of my business Results meet both short and long terms goals Results support the whole enterprise; not just my personal gain.
Results– Based Leadership A MODEL OF BALANCED OUTCOMES PROCESS - CENTRIC Organization Results
Investor Results
INTERNAL FOCUS
EXTERNAL FOCUS Employee Results
Customer Results
BUSINESS - CENTRIC
Results– Based Leadership Employee Results : Investing in Human Capital What is Human Capital and why does it matter
PROCESS - CENTRIC Organization Results
Investor Results
INTERNAL FOCUS
EXTERNAL FOCUS Employee Results
Customer Results
BUSINESS - CENTRIC
Human capital = employee capability x employee commitment
Results– Based Leadership Employee Results : Investing in Human Capital What is Human Capital and why does it matter PROCESS - CENTRIC Organization Results
Investor Results
INTERNAL FOCUS
EXTERNAL FOCUS Employee Results
Customer Results
BUSINESS - CENTRIC
HUMAN CAPITAL
is underutilized is one of the few assets that can apprecciate is portable has been both mismanaged and undermanaged requires a different way of thinking about careers within a firm correlates with customer perception of the firm draws everything else together
Results– Based Leadership Employee Results : Investing in Human Capital What is Employee capability PROCESS - CENTRIC Organization Results
Investor Results
INTERNAL FOCUS
EXTERNAL FOCUS Employee Results
Customer Results
BUSINESS - CENTRIC
HOW TO MESURE EMPLOYEE CAPABILITY : • • • •
Quantitative individual measures Quantitative collettive measures Qualitative individual measures Qualitative collettive measures
Results– Based Leadership Employee Results : Investing in Human Capital What is Employee capability PROCESS - CENTRIC Organization Results
Investor Results
INTERNAL FOCUS
EXTERNAL FOCUS Employee Results
Customer Results
HOW TO BUILD EMPLOYEE CAPABILITY :
BUSINESS - CENTRIC
•
• • • • •
buy build benchmark borrow bounce bind
Results– Based Leadership Employee Results : Investing in Human Capital What is Employee commitment PROCESS - CENTRIC Organization Results
Investor Results
INTERNAL FOCUS
EXTERNAL FOCUS Employee Results
Customer Results
BUSINESS - CENTRIC
HOW TO MESURE EMPLOYEECOMMITMENT : • Work force productivity • Organizational climate • Employee retention
Results– Based Leadership Employee Results : Investing in Human Capital What is Employee commitment PROCESS - CENTRIC Organization Results
Investor Results
INTERNAL FOCUS
EXTERNAL FOCUS Employee Results
Customer Results
BUSINESS - CENTRIC
HOW TO BUILD EMPLOYEE COMMITMENT : • • • • •
Work arrangements Work impact Growth opportunities Rewards Community
Results– Based Leadership Organization Results : Creating capabilities Definig organization results PROCESS - CENTRIC Organization Results
Investor Results
INTERNAL FOCUS
EXTERNAL FOCUS Employee Results
Customer Results
BUSINESS - CENTRIC
ORGANIZATION AS CAPABILITIES
Results– Based Leadership Organization Results : Creating capabilities Common critical capabilities
CHANGE Learning
Speed
IDEAS
SYSTEMS Boundarylessness
Accountability
STABILITY
Results– Based Leadership Organization Results : Creating capabilities Common critical capabilities CAPABILITY LABEL
RELATED TERMS
KEY LEADERSHIP QUESTION
MEASURES
KEY ACTIVITY TO CREATE
LEARNING
Knowledge, ideas innovation
How critical is it for my unit to learn and share knowledge?
SPEED
Change, Agility, Cycle time
How critical is it for my unit to move quickly, change and adapt?
BOUNDARYLESSNESS
Team, Collaboration, Virtual coordination
How critical is it for my unit to work in team, across boundary
ACCOUNTABILITY
Reengineering, Continuous improvement, Quality
How critical is it for my unit to have clear process for getting work done?
Vitality index Learning index
Capacity for change index
Boundarylessness index
Accountability index
Generate ideas Generalize ideas
Turn what we know into what we do
Team assessment Boundarylessness assessment
Responsability grid
Results– Based Leadership Customer Results : Building firm equity
PROCESS - CENTRIC Organization Results
Investor Results
INTERNAL FOCUS
EXTERNAL FOCUS Employee Results
Customer Results
BUSINESS - CENTRIC
Results– Based Leadership Customer Results : Building firm equity Myth n° 1 The customer is always right
Reality n°1 Same customers are more right than others
• RECOGNIZE THE NOT CUSTOMER
• CUSTOMER SEGMENTATION
• DON’T CHASE TWO RABBITS
• CUSTOMIZATION
Results– Based Leadership Customer Results : Building firm equity Myth n° 2 Delight All Customer
Reality n°2 Deligth Targeted Customer
Results– Based Leadership Customer Results : Building firm equity Myth n° 3 Customer Connection Comes from Collecting Customer data
Reality n°3 Customer Connection Comes from Involving Customers
Results– Based Leadership Investor Results : Building shareholder value
PROCESS - CENTRIC Organization Results
Investor Results
INTERNAL FOCUS
EXTERNAL FOCUS Employee Results
Customer Results
BUSINESS - CENTRIC
Results– Based Leadership Becoming a Results-based Leader
1. Begin 1 with an absolute focus on results 1 .
Results– Based Leadership Becoming a Results-based Leader
2. Take complete and personal responsability 1 1 for your group’s results .
Results– Based Leadership Becoming a Results-based Leader
3. Clearly and specifically communicate 1 1 expectations and targets to the people in your .group
Results– Based Leadership Becoming a Results-based Leader
4. Determine what you personally need 1 1 do to improve your results .
Results– Based Leadership Becoming a Results-based Leader
5. Use results as the litmus test for 1 1 continuing or implementing leadership . practice.
Results– Based Leadership Becoming a Results-based Leader
6. Engage 1in personal development 1 and opportunities that will activities help you. produce better results
Results– Based Leadership Becoming a Results-based Leader
7. Know and 1 use every group member’s 1 capabilities to the fullest and provide . with appropriate developmental everyone opportunities.
Results– Based Leadership Becoming a Results-based Leader
8. Experiment and innovate in every realm 1 1 under your influence, looking constantly for new .ways to improve performance.
Results– Based Leadership Becoming a Results-based Leader
9. Mesure 1the rigth standards and increase 1 with which you mesure them. the rigor .
Results– Based Leadership Becoming a Results-based Leader
10. Consantly take action; results won’t 1 1 without it. improve .
Results– Based Leadership Becoming a Results-based Leader
11. Increase 1 the pace or tempo of your group 1 .
Results– Based Leadership Becoming a Results-based Leader
12. Seek feedback from others in the organization 1 1 about ways you and your group can improve . your outcomes
Results– Based Leadership Becoming a Results-based Leader
13. Make sure that your subordinates and 1 1 colleagues perceive that your motivation . as a leader is the achievement of positive results and not personal or political gain.
Results– Based Leadership Becoming a Results-based Leader
14. Model the methods and strive for the 1 results1you want your group to use . and attain.
Results– Based Leadership LEADERS BUILDING LEADERS The virtuous cycle of attributes and results so that 1 1 . ATTRIBUTES
RESULTS
because of