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Leadership and management [june 2016]

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Leadership and management [june 2016]

  1. 1. Awareness: Leading Practices in Leadership and Management June 2016 Michael Netzley, Ph.D.
  2. 2. Today’s Agenda § What is the difference between leadership and management? § Refresher on management essentials: Agenda setting, network building, competing demands, etc § See these ideas in action via a short case and discussion § Visit leadership essentials: influence without authority and building a talent pipeline § Briefly introduce the simplest strategy framework you will ever use—and need to know. What to expect between now and 17:00
  3. 3. Michael Netzley, Ph.D. § Principal and Founding Partner, Ntelligent Research & Consulting Academic Director, SMU Executive Development § In Asia and SMU faculty since 2002 § Daddy with 3 daughters & 1 son § 2011 Champion’s Award, Innovative Course Design and Delivery 2015 Winner, Best Case Study, Entrepreneurship, EFMD Case Writing Competition § 2010 & 2011 Research Fellow, Society for New Communication Research § Visiting positions in Argentina, Berlin, Finland, Slovenia, and Japan § Key clients include BNP Paribas, Credit Suisse, Singapore Airlines, UOB, Schneider Electric, Infineon, SingHealth, Sembcorp, Unilever, IBM, IHG, TCS, 3M, Singapore’s MFA & MoE, Raffles Medical, Sumitomo Chemical. § Recent publications on China’s One Belt, One Road, ASEAN Leadership, and Open Innovation.
  4. 4. Leadership v. Management
  5. 5. Draw a T-Chart on a Clean Sheet of Paper The room will be divided in half. Group 1 thinks of a good and poor manager they have known, while Group 2 focuses on a good and poor leader they have known. As a group, please list the behaviors and actions that you have observed. The end result will be a list of good and poor qualities of either a manager or of a leader. Label one side “good example” and the other “poor example” Good Example Poor Example
  6. 6. “ So, what is the difference between a manager and a leader?
  7. 7. Leadership vs Management #1 Prof. John Kotter, Harvard Business School
  8. 8. Leadership vs Management #2 Tom Flick, NFL Quarterback (retired) Washington Redskins
  9. 9. Let’s Spend a Moment on Management…
  10. 10. Why is Managing so Difficult? Prof. Linda Hill (Harvard) spent over a year tracking 19 relatively new managers working in two different industries. She has identified classic high hurdles that we must clear in order to succeed in management. 1. Agenda Setting: How do you effectively set the agenda for your team in order to get work done through them? 2. Building a large enough network: Our reliance on connections and cooperation grows exponentially when we are promoted. 3. Reconciling competing expectations. 4. Developing the talent on our team. Becoming an effective manager is a classic “high hurdle” in our career
  11. 11. Building Your Network § How do managers use their network every day, and why? Why is it so important to managing and get work done?
  12. 12. Managing in the Middle It’s a tough place to be, but we can still excel • Senior Management: They expect you to represent the company’s interests, align with strategic priorities, and push the company’s agenda forward (at least within your sphere) • Middle Management Peers: Want to cooperate and compete…at the same time. Cooperate because they too need to get work done through others, but compete because they too need to get work done through others, capture resources, etc • Direct Reports: Want you to represent their interests, help them operationally, and both protect and promote them.
  13. 13. Let’s Explore the Ideas in Real Life Your Discussion Questions § Why has the Vice President failed to set the agenda in this case (for centralization)? § How did the Vice President use his network well, and how did he not use it well? Be specific. § Now that the Vice President has failed once, it is time to take a second bite at the apple. How should he now go about implementing the plan for centralization? § Please craft a brief message (bullet points are fine) of what the Vice President should say to essential stakeholders inside the company who he must now win offer of he is to implement the plan. Read the Case and Let’s See How to Get Work Done Through People
  14. 14. Let’s Discuss Your Reactions
  15. 15. Application Moment What lesson will you take back to the office, and what steps will ensure that you act on your insight? Be Specific.
  16. 16. Communicating with Influence Rather Than Authority Let’s optimize the message you crafted in response to our case study.
  17. 17. Art and Science to Persuasion Two different research traditions Vs.
  18. 18. Art of Persuasion
  19. 19. CLASSICAL MODERN SOCIAL SCIENTIFIC Aristotle and Cicero Conger Cialdini Argument and debate Adversarial system Common ground Likeness Psychological principle Mental “short cuts” Lawyers and politicians Relationship-based sales Storytelling Anyone rephrasing a request to increase likelihood of a “yes” response PERSUASION: THREE SCHOOLS
  20. 20. Science of Persuasion
  21. 21. § Prof. Cialdini gives us 6 heuristics § A heuristic is mental short cut, usually based upon our experience, that is good enough § Also referred to as biases § For Cialdini, we can ethically tap into these short cuts to more effectively earn a “yes” response § Other times, we can look at heuristics as biases that might harm our decision making Mental Shortcuts We All Use Experience teaches us that these heuristics are good enough
  22. 22. Central Versus Peripheral Processing Giving some context to our biases – we frown upon, but always use, shortcuts
  23. 23. 1. Reciprocity – You, then me, then you, then me 2. Liking – Making friends to influence people 3. Social Proof – People Proof, People Power 4. Commitment & Consistency – start small, build public commitment, and voluntary choice 5. Authority – Showing Knowing 6. Scarcity – The rule of the rare 24 Cialdini’s Persuasion Principles
  24. 24. § Be the first to give to others—collect a credit § Service § Information § Concessions (candy bar example) § Universal rule found in all cultures (in some form) § Ethiopian aid (example) § Christmas card exchange (example) RECIPROCITY: FIRST YOU, THEN ME…
  25. 25. Illustration #1: Reciprocity 26
  26. 26. § Authority or expertise can be a powerful human motivator § Some of the most common triggers include: § Titles (PhD, MD, etc) § Clothes § Trappings § Defenses § Is this authority truly an expert? (evidence) § How truthful can we expect this expert to be? (bias) § Waiters’ tactics (example) AUTHORITY: SHOWING KNOWING
  27. 27. § People want what they cannot have. They assign a higher value to that which is scarce. § How can you ethically assign a limited quantity to your products or services? § Most powerful when § Something is newly scarce § When we must compete for what we desire § Australian beef orders (example) SCARCITY: RULE OF THE RARE
  28. 28. Illustration #2: Loss and Scarcity 29
  29. 29. § In some cultures, people want to behave in a fashion that is consistent with their previous and public or written commitments § As a persuader, you want to secure commitments early § Start small and build to larger commitments § Make yourself aware of existing commitments § Commitments most powerful when § Public, uncoerced, and effortful § Restaurant reservations (example) COMMITMENT: THE STARTING POINT
  30. 30. § In some cultures, we look outward for guidance or clues about how to behave or what choices to make § Conforming to the norms and expectations of the larger group § Most powerful when § Your audience feels uncertain about what is correct § Your audience is surrounded by people who are similar § Infomercial call to action (example) § Jonestown (example) CONSENSUS: PEOPLE PROOF & POWER
  31. 31. § We allow ourselves to be persuaded by people we perceive to be similar to us § Your strategy is to emphasize your overall attractiveness and likeability § Common ground § Opportunities for genuine compliments § Opportunities for cooperation § Opportunities for favorable associations (David Beckham) § Home parties (Tupperware, Pampered Chef, etc) LIKING: MAKING FRIENDS TO INFLUENCE
  32. 32. Illustration #3: Liking 33
  33. 33. CROSS-CULTURAL APPLICATIONS § Individualistic Cultures (e.g., USA) § Collectivist Cultures (e.g., China) § Meanings can differ (e.g., differences of authority)
  34. 34. Developing Your Talent Pipeline
  35. 35. Superbosses Becoming an exceptional developer of talent
  36. 36. Superbosses Playbook 8 things that Superbosses do Recruit for Intelligence, Creativity and Adaptability Select New Hires Because They “Get It” (they find the unlikely winners) Adapt the Role of the Organization to Fit the Talent Set High Expectations and Motivate Exceptional People to Do the Impossible Encourage Step-Change Growth—Create a Steep Learning Curve, Often Customized Be the Master—Offer an Unusual Amount of Room to Execute and Monitor Along the Way Accept Churn and Even Encourage Protégé to Move On to New Pastures Stay Connected— Building Relationships That Are Vital to Personal and Organizational Success
  37. 37. Everything is Driven by the Strategy
  38. 38. The Strategy Cascade 39 Goals & Objectives (Mission, Vision, Values) Where to Play How to Win Alignment of Resources & Capabilities Management Systems & Metrics Please complete a strategy cascade for your firm or business unit.
  39. 39. The Strategy ‘Cascade’ Goals & Objectives (Mission, Vision, Values) Where to Play • Industry Analysis • Customer Segmentation • Portfolio Choices • External Analyses • Trend & Discontinuity How to Win • Value Proposition • Competitive Advantages • Generic Strategies • Competitive Dynamics Alignment of Resources & Capabilities • Resources, Capabilities & Competencies • Make/Buy • Partners & Alliances • Assets Management Systems & Metrics • Decision Making & Knowledge Processes • Expected vs. Achieved Results • Milestones • Doctrine • Stakeholder • Purpose • Social • Environmental • Financial “Strategy is an aligned set of choices, that are mutually reinforcing”
  40. 40. Integrating the Pieces
  41. 41. What Will You Do Differently Tomorrow? Action items, dates, and witnesses ACTION ITEM What do you want to do differently? ACTION DATE By when will you actually implement this action item ? ACTION WITNESS From whom have you secured an agreement to follow- up with you and check on your follow through?

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