A presentation given as part of the MSc in Management at Leeds University Business School. Mick addresses some of the fundamentals of leadership, and 6 of today's most pressing Leadership challenges.

1. leadership
challenges
today
Mick Yates
Professor & Leadership Strategist
University of Leeds / LeaderValues

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heroes

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solo leaders pairs teams collaborative

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leadership is different to management
leaders always make changes
management is necessary but not
sufficient
managers institutionalize the “status quo”

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• 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
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implication one:
leadership combines strategy,
action, people skills and organization
it is not just about personal style

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implication two:
leadership is not just about
the person “at the top”
everyone has things to get done
and people to motivate

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implication three:
leadership as a process can be learnt

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Thomas A.
Edison
“vision without
execution
Is hallucination”

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Envision: create & communicate an
innovative & winning strategy
• the mission
• strategic choices
• numerical goals
• time frame to achieve our goals
• competitive advantages and competencies
• challenges
• next twelve months priorities

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Enable: identify & use appropriate
tools, processes, people &
structures• the right tools
• enough tools
• the right organization structure
• the right people for today and for the future
• the right training
• the right financial resources
• the right information systems
• everyone in the team can handle the complexity of the job

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Empower: develop & measure
interdependent & effective teams
• everyone in the organization has shared values
• the team is operating as an interdependent group
• clarified roles & responsibilities for everyone in the team
• we all have space to innovate
• we all have clear personal objectives
• all team members have agreed personal development plans

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Energize: consistent personal
leadership
• open with both praise and constructive criticism
• make decisions in a timely manner
• thrive in uncertain circumstances
• appreciate the value of diversity
• feel optimistic about the future
• provide clear and consistent communication at all levels
• provide timely feedback on changes to the plan
• the team helps each other constructively deal with
difference
• everyone in the team supports the final decision

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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 World".
ENABLE
The compound bow & short stirrup. The
"Yasa" 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….

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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.

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"THE COLLECTIVE
HOW"
"THE COLLECTIVE
WHAT"
ENVISION ENABLE EMPOWER
ENERGIZE
"THE INDIVIDUAL
WHY"

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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
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leadership challenges
1. high performance systems
2. democratization
3. innovation networks
4. global-local paradox
5. employee engagement
6. data revolution

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leadership challenges
1. high performance systems
2. democratization
3. innovation networks
4. global-local paradox
5. employee engagement
6. data revolution

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• best in class results
• motivated people
• sustained, superior value to customers
• sustained, superior value to all stakeholders
• continuous innovation
1. high performance systems

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“all organizations are perfectly designed
to get the results they get”
david p. hanna 1988
BUSINESS
SITUATION
BUSINESS
STRATEGY
CULTURE
BUSINESS
RESULTS
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“all organizations are perfectly designed
to get the results they get”
david p. hanna 1988

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leadership challenges
1. high performance systems
2. democratization
3. innovation networks
4. global-local paradox
5. employee engagement
6. data revolution

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distributed leadership is built on
common tasks and shared values in a
networked organization
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leadership challenges
1. high performance systems
2. democratization
3. innovation networks
4. global-local paradox
5. employee engagement
6. data revolution

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• work – daily exchange
• social – “check in,” inside
and outside the office
• innovation – collaboration
• expert advice – problem
solving
• career guidance – advice
• learning – self development
Karen Stephenson
networks we belong to

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six degrees of separation
…
… three degrees of
influence
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leadership challenges
1. high performance systems
2. democratization
3. innovation networks
4. global-local paradox
5. employee engagement
6. data revolution

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leadership challenges
1. high performance systems
2. democratization
3. innovation networks
4. global-local paradox
5. employee engagement
6. data revolution

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HEAD: How people think about their
business, their world
HEART: The feelings and emotions people
experience when confronted with the change
HANDS: The changes in skill and
competence required to function
successfully in the new state
wessel pretorious

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leadership challenges
1. high performance systems
2. democratization
3. innovation networks
4. global-local paradox
5. employee engagement
6. data revolution

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5 exabytes

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5 exabytes

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source: Qmee

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Gartner / IBM

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=
tiny data + unstructured data = big data

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customer “pull”

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customer
centricity

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a fair exchange

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governance

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policy

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tests

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you
OWN
all of
YOUR
data

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envision strategy
enable change
empower people
energize success

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envision a customer centric enterprise
• clear strategic choices
• create a case for change
that inspires people
• define an alternative and
viable future state

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enable Big Data operations
• create the right organization shape
• use the right tools & technology
• put change agents in place
• create a transition program

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empower everyone to act on Big Data
• personalise the execution
• hire, train, engage
the right employees
• execute a symbolic end
to the status quo
• build options to deal with resistance

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energize as a Big Data leader
• constantly advocate the change
– and use the data
• create a locally owned rewards plan
• walk the talk …

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Deloitte “Analytics Advantage” 2013

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leadership challenges
1. high performance systems
2. democratization
3. innovation networks
4. global-local paradox
5. employee engagement
6. data revolution

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mickyates
www.mickyates.com
www.leader-values.com
leadership challenges
today