4. “The illiterate of the 21st century will not
be those who cannot read and write but
those who cannot learn, unlearn and
relearn.”
Alvin Toffler – Rethinking the
future
7. A New Context
• A workplace community that attracts, engages and retains talented
people
• Leader as a community builder
8. A New Context
• Maintain an even keel and a steady course through times of
transition and difficulty
• Leader as navigator
9. A New Context
• Stay at the leading edge of change in one’s business through a
process of continuous innovation and renewal
• Leader as renewal champions
11. Leader as a Community Developer
• Leader as
• Defining membership
• A sense of inclusion
• Community dialogue
• Group gatherings
• Organisation- a good corporate citizen
• Framing Work
• Vision, values
Meaning
Maker
12. Leader as a Community Developer
• Leader as
• Stories should be…
• Clear
• Comprehensive
• Compelling
• https://www.linkedin.com/feed/update/urn:li:activity:6779236881
134616576/
Storyteller
13. The right anecdote can be worth
a thousand words
Warren Bennis The Leader as Storyteller
14. Story telling techniques
1. Make them action oriented
2. Link them to shared values and common ground
3. Cast organization people as leading characters
4. Cast everyone, by implication or extension
5. Cast the competition as opposition (the antagonist)
6. Portray the past as a prologue to a new story
7. Portray the present as the beginning (or middle) of a journey
toward specific goals and aspirations
8. Portray the future as a destination where goals are to be realized
15. Leader as a Community Developer
• Leader as
• Be yourself and speak in your voice
• Keep it simple
• Walk your talk
• Be attentive while listening
Trust
Builder
18. The Leader as Navigator
• Leader as
• Clearly identifying the “true north”
• Getting and keeping people’s attention
• Personalize your message
• Make your stand public
• Communicate when there’s a reason
• Limit the length of your communication
Direction
Setter
19. The Leader as Navigator
• Building awareness and
understanding
• Give a clear direction
• Support it with data
20. The Leader as Navigator
• Building awareness and
understanding
• Give a clear direction
• Support it with data
• Persuading People to Act
• Recognition of effort and
accomplishment
• Understanding the informal
networks
21. The Leader as Navigator
• Leader as
• Empathy and assurance
Transition
Pilot
22. The Leader as Navigator
• Leader as
• Empathy and assurance
• Focus and alignment
Transition
Pilot
23. The Leader as Navigator
• Leader as
• Empathy and assurance
• Focus and alignment
• Ownership and involvement
Transition
Pilot
24. The Leader as Navigator
• Leader as
• Encourage frontline employees to bring forward what they know
and hear
• Staff meetings as 2 way conversations
• Connecting the “silos”
Linking
Agent
25. Leader as Renewal Champion
• Leader as someone who questions the status quo
Critic
26. When you discover you are riding a dead horse,…
• Organisations will…
• Change riders
• Use a stronger whip
• “This is the way we have always ridden…
• Appoint a committee to study the horse
• Arrange a visit to other sites to see how they ride dead horses
• Appoint a group to revive dead horses
28. Leader as Renewal Champion
Alfred P Sloan
Ex- CEO General Motors
• “I take it that we are all in
complete agreement on the
decision here.
• Therefore I propose we
postpone further discussion of
the matter to give ourselves
time to develop disagreement
and perhaps gain some
understanding of what the
decision is all about”
Provocateur
29. Leader as Renewal Champion
• Leader as
• Encourage and manage debate
Provocateur
30. Manage a good debate…
1. Level the playing field
2. The real winner of the debate must be the organization
3. Create a positive, friendly comfortable atmosphere
4. Assume an inquisitive, open stance
5. Procedural rules
32. Manage a good debate…
6. Emphasize the importance of preparation
7. Develop a debate format that works for you
8. Use “collaborative media”
9. Integrate points
10. Socialize after a debate
33. Leader as Renewal Champion
• Leader as
• Get people to talk
• Make the tacit explicit
• Staff meetings – professional learning time
Learning
Advocate
34. Leader as Renewal Champion
• Leader as
• Challenging creative people to be inventive
• Good ideas to be adapted by others and institutionalized
• Socializing
Innovation
Coach
35. Luthans and Larsen Model
Humanistic
Interactor
Mechanistic
Isolate
Informal
Developer
Formal
Controller
36. • Networking 11%
• Traditional Management 19%
• Human Resources 26 %
• Routine Communication 44%
37. References:
1. Mai, Robert and Akerson, Alan (2007) “The Leader as
Communicator”, Prentice Hall of India, New Delhi
2. Robbins, Stephen (2005) “Organizational Behavior”, Prentice Hall of
India, New Delhi
