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THE EXECUTIVE‘S TRINITY (STEPHEN BUNGAY (KEYNOTE)) - LKCE13
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THE EXECUTIVE‘S TRINITY (STEPHEN BUNGAY (KEYNOTE)) - LKCE13
1.
Beyond the Cult
of the Leader The Tasks of the Executive in the 21st Century Stephen Bungay, Director Ashridge Strategic Management Centre
2.
The executive 1908
- 1977: a manager • Management = administration – Harvard Graduate School of Business Administration founded 1908 • Administration is rational: Weber, 1947 ‒ Not traditional (religious) ‒ Not charismatic (heroic) • Managers make organisations efficient – Organise work and people – Allocate resources – Control © Stephen Bungay 2010 2
3.
The executive 1977-2001:
a leader • Leadership = inspiration – Harvard Business School ‘educates leaders who make a difference in the world’ (from ca 1990) • Leadership is emotional: Zaleznick 1977 ‒ Not team players, but individuals ‒ Not acceptance, but love or hate • Leaders are change agents – Tolerate chaos – Shape goals – Seek risk and danger © Stephen Bungay 2010 3
4.
Leaders: great or
toxic? Visionary Ambitious Charismatic Self belief Risk taker © Stephen Bungay 2010 Fantasist Megalomaniac Conman Narcissist Gambler 4
5.
Collins, 2001: the
‘level 5’ leader • Level 5 leaders have willpower – Run every ‘good’ company transitioning to ‘greatness’ between 1965 and 1995 • Level 5 leaders are humble ‒ Not charismatic, but self-effacing ‒ Not egocentric, but modest • Level 5 leaders build institutions – Ambitious for the organisation – Diligent tortoises not racing hares – Thoughtful, sure-footed © Stephen Bungay 2010 5
6.
‘MORE COLLINS MORE
CLAPTRAP’? ‘In Jim Collins’ latest book, Good to Great, the author celebrates ‘self-effacing, quiet, reserved, even shy’ leaders who bring about the big transformations. Fine Jim… Michael Maccoby recently wrote of ‘larger than life leaders…e.g. egoists, charmers, risktakers with big visions. Exemplars he cites: Carnegie, Rockefeller, Edison, Ford, Welch, Jobs, Gates. He, of course could have added Messier and Middlehoff and Ebbers and Lay. Nonetheless, I’ll still take Michael’s list over Jim’s’ Tom Peters, Re-imagine!, p. 44 © Stephen Bungay 2010 6
7.
What are we
talking about? • Personality? • Skills? • Behaviour? © Stephen Bungay 2010 7
8.
The officer: 500
BC - present Authority, responsibility and duty of direction Command Leadership Management Getting people to achieve objectives © Stephen Bungay 2010 Organising and controlling resources to achieve objectives 8
9.
Different mental attitudes Probing: ‘What
should we do?’ Command: intellectual Leading: emotional Managing: physical Positive: ‘We can do it!’ © Stephen Bungay 2010 Pragmatic: ‘Let’s get organised!’ 9
10.
Requiring self awareness Detached Calculating Flexible Command: intellectual Leading: emotional Managing: physical Engaged Pragmatic Realistic Committed Passionate Determined ©
Stephen Bungay 2010 10
11.
Different skills Command: Intellectual
(conceptual) Developing strategy Giving direction Leadership: Human (moral) Building the organisation Resourcing Achieving the task Building the team © Stephen Bungay 2010 Organising Developing individuals 11 Controlling Management: Technical (physical)
12.
Directing as ‘command
in business’ READY: I understand what I have to do and why Directing: intellectual Leading: emotional Managing: physical WILLING: I am committed to making it a success © Stephen Bungay 2010 ABLE: I have the skills and resources to carry it through 12
13.
Great commanders © Stephen
Bungay 2010 13
14.
Masters of the
trinity © Stephen Bungay 2010 14
15.
Distinctive qualities of
the commander INTELLECTUAL Conceptual Absorb information Identify essential point PSYCHOLOGICAL MORAL Self-confident Willpower Realistic Resilience Flexible Openness COMMUNICATION Writing Listening/questioning Speaking/directing © Stephen Bungay 2010 15
16.
The executive’s trinity:
propositions • Managing, leading and directing are different • Confusing them creates confusion • Organisations need all three • Mastering all three is very rare • Top teams need the combination © Stephen Bungay 2010 16
17.
The commander’s ethos:
‘Viel leisten, wenig hervortreten, mehr sein als scheinen’ (‘Work hard, avoid the limelight, be more than you seem’) © Stephen Bungay 2010 17
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