Presentation which covers many of the points in the work I just published ("Developing Leaders in a Global Landscape") in Linkage's "Best Practices in Leadership Development Handbook". All rights reserved - please no re-publication without permission.

1. distributed leadership
mickyates
www.leader-values.com
May 2009

2. heroic leadership …
page 2

3. page 3
• leadership is more than management
• leaders have a rock-solid value system
which is congruent with their followers
• leaders are interdependent with followers
• leaders always accelerate change
• leaders make the complicated simple
• leaders are story tellers
• leadership is a process – not an event
page 3

4. page 4

5. ENERGIZE
Individual
Success
EMPOWER
Training
&
Rewards
ENABLE
Processes
&
Structures
ENVISION
Values &
Culture
Commun-
Tactics
Mission Strategies
Measures icate
& Tools
& Goals & Changes
& Correct
page 5

6. team
trust
ENERGIZE
Individual
Success
EMPOWER
Training
&
Rewards
ENABLE
Processes
&
Structures
ENVISION
Values &
Culture
Commun-
personal
Tactics
Mission Strategies
Measures icate
& Tools
& Goals & Changes
& Correct
courage
page 6

7. page 7
4E’s leadership
4E’s of leadership
• envision: values-driven setting of goals and
strategies
• enable: identification of appropriate tools,
technologies, organization and people
• empower: creation of trust and
interdependence between leaders and
follower
• energize: personal leadership motor to
drive the entire system
page 7

8. page 8

9. GENGHIS KHAN
ENVISION
to stop the Mongol tribes fighting, & to
preserve their nomadic lifestyle. to live off
the land. realize their longstanding dream of
“conquering the worldquot;.
ENABLE
the compound bow & short stirrup. the
“Yasaquot; legal code. merit based army units
of 10, 1000, 10000. peacetime “pony
express”.
EMPOWER
Genghis trusted locals running conquered
cities. he promoted on merit. he was
generous, very loyal, & very frank.
ENERGIZE
he personified strong & clear Mongol
values. Genghis always led from the front.
he was charismatic. either surrender &
maintain your way of life, or be
slaughtered…. page 9

10. EGLANTYNE JEBB
ENVISION
make a lasting change for all children, via
modern management, finance & “self help”.
the rights of the child. global.
ENABLE
modern management techniques. clear
operational principles. organization.
UK branch structure.
permanent save the children fund.
EMPOWER
empowered children.
empowered save’s workers.
empowered all religious groups.
decentralized structure with common
values.
ENERGIZE
charismatic. universalist.
dealt with issues. hard working / practical.
advocacy & selling.
page 10

11. ENVISION ENABLE EMPOWER
quot;THE COLLECTIVE quot;THE COLLECTIVE
WHATquot; HOWquot;
ENERGIZE
quot;THE INDIVIDUAL
WHYquot;
page 11

12. page 12

13. page 13

14. distributed leadership
page 14

15. teamwork beats
hierarchy
page 15

16. working across
boundaries
page 16

17. leadership is an emergent property
of a network of interacting
individuals
page 17

18. distributed leadership is built on common tasks and
shared values
page 18

19. loose-tight innovation
page 19

20. page 20

21. page 21

22. page 22

23. networks of trust
page 23

24. page 24

25. New York Times, 2006
page 25

26. page 26

27. strong links
- with family, work teams etc.
weak links
- critical to finding new
knowledge
page 27

28. 1. Purpose
effective Networks have a clear
business / organizational
purposewhich must be pre-
defined
outputs must be both useful and
measurable
page 28

29. 2. Member identity
skills, knowledge, motivations, proble
ms, geographic location, time
linkages, goals and beliefs
demands data based understanding
and communication
page 29

30. ACommunity of Practice is not a club - it
has identity defined by a shared domain of
interest and a shared competence
Members engage in joint activities and
share information; relationships emerge to
enable learning and creation of new
knowledge
Members are practitioners - they develop a
shared repertoire of resources, experiences,
tools, and ways of addressing problems
after Etienne Wenger
page 30

31. 3. Actionability
something new and innovative
actually happens as a result of the
Network’s existence …
… a corollary is that links in the
Network must have practical value
in real interactions
page 31

32. 4. Searchability
to answer real world questions
informational … best Thai restaurants?
intellectual… learn from research?
… better sales results?
actionable
relational … team works better?
judgmental… decide right actions?
… balance risks?
contextual
page 32

33. 5. Network trustworthiness
depends on
- identity of individuals and their
authority
- the actionability of their links
page 33

34. strategic choices
page 34

35. page 35

36. page 36

37. page 37

38. page 38

39. leading globally
page 39

40. distributed leadership
envision enable empower energize
“action learning”
common values roles & training &
common purpose responsibilities development minimum layering
integrate paradoxes decision processes delegation of authority
knowledge sharing success models reward innovation encourage change
networks of innovation local innovation technology
collective purpose searchability communities of actionability
member identities excellence
global / local common systems integrated goal setting communication
knowledge common work- feedback systems facilitate
“walk the talk”
customer culture
understanding
technology impact
page 40

41. loose-tight innovation
envision enable empower energize
“action learning”
common values roles & training &
common purpose responsibilities development minimum layering
integrate paradoxes decision processes delegation of authority
knowledge sharing success models reward innovation encourage change
networks of innovation local innovation technology
collective purpose searchability communities of actionability
member identities excellence
global / local common systems integrated goal setting communication
knowledge common work- feedback systems facilitate
“walk the talk”
customer culture
understanding
technology impact
page 41

42. networks of trust
envision enable empower energize
“action learning”
common values roles & training &
common purpose responsibilities development minimum layering
integrate paradoxes decision processes delegation of authority
knowledge sharing success models reward innovation encourage change
networks of innovation local innovation technology
collective purpose searchability communities of actionability
member identities excellence
global / local common systems integrated goal setting communication
knowledge common work- feedback systems facilitate
“walk the talk”
customer culture
understanding
technology impact
page 42

43. strategic choices
envision enable empower energize
“action learning”
common values roles & training &
common purpose responsibilities development minimum layering
integrate paradoxes decision processes delegation of authority
knowledge sharing success models reward innovation encourage change
networks of innovation local innovation technology
collective purpose searchability communities of actionability
member identities excellence
global / local common systems integrated goal setting communication
knowledge common work- feedback systems facilitate
“walk the talk”
customer culture
understanding OGSM
technology impact
page 43

44. leading a global enterprise
envision enable empower energize
“action learning”
common values roles & training &
common purpose responsibilities development minimum layering
integrate paradoxes decision processes delegation of authority
knowledge sharing success models reward innovation encourage change
networks of innovation local innovation technology
collective purpose searchability communities of actionability
member identities excellence
global / local common systems integrated goal setting communication
knowledge common work- feedback systems facilitate
“walk the talk”
customer culture
understanding
technology impact
page 44

45. Leadership is the energetic process of
getting people fully and willingly
committed to a new and sustainable
course of action, to meet commonly
agreed objectives whilst having
commonly held values
page 45