Manage to Lead bridges the gap between intake and
action with templates, tips, exercises, and techniques,
organized into actions in accord with seven disarmingly
simple truths to provide a game plan for organizational
performance and growth.
As such, Manage to Lead is not a book to read. It is a book to use. Peter’s students, clients, subscribers, followers, and readers call it game changing…often the difference between failure and success of an organization to perform and grow.
The Path to Product Excellence: Avoiding Common Pitfalls and Enhancing Commun...
Manage to Lead: Seven Truths to Help You Change the World
1.
2. Manage To Lead:
Seven Truths to Help You
Change the World
Peter F. DiGiammarino
National Association of Corporate Directors
November 13, 2013
Copyright 2013 IntelliVen, LLC and Peter F. DiGiammarino.
All rights reserved. Quotation, reproduction or transmission is prohibited
without written permission from IntelliVen, LLC and Peter F. DiGiammarino
3. First: Get Loose
It isn‟t easy to do.
• Why is it hard for some
people to connect nine
dots with four straight
lines without retracing
or lifting their writing
implement?
• Because it requires a
change in the way they
usually think.
3
6. One-line solutions push norms even further.
You can change perspective. In non-Euclidian
geometry all lines are the same line and connect at
infinity!
6
7. Change the Problem
• Imagine we are an organization that connects dots and
lines are our cost.
• How would we maximize dot-connectedness while
minimizing lines to make the most profit?
12 points of
connection with
no lines
16 points of
connection with
no lines
21 points of
connection with
no lines
7
8. The Seven Truths are powerful.
• Management and leadership work together.
• The truths are simple…disarmingly simple.
• They facilitate change on any level of system:
•
•
•
•
•
Personal (e.g., weight loss)
Team (e.g., work better together)
Company (e.g., enter a new market)
Town (e.g., improve attractiveness to commuters who bike)
Country (e.g., overthrow a dictator)
• Each truth drives action.
8
9. Long-term performance and growth comes with continuous and
balanced development of actions in accord with all seven truths.
9
10. Truth. An organization exists
to solve a problem for people.
Action.
Get Clear
Know whose problem
you solve, how, and how
well.
16. The Leader’s Job
In other words,
a leader…
•
•
•
•
•
develops
holds
nurtures
communicates and
drives to achieve
…a vision.
3
16
17. Decide what kind of leader to be.
SERGEANT: follow me
HERDER: get along
ICON: team carries leader
HERO: leader carries team
TEACHER: come along
LEAGUE: team of leaders
17
18. Tell a person sitting next to you what
resonates with you about the six leadership
styles.
19. Note that: consistency and predictability add
to the odds of success.
Select the style to use based on:
- Mission,
- Talent,
- Timing, and
- Leader orientation.
20. Align leaders for synergy.
Team of leaders
Each leader has
aligned followers.
Each leader‟s team
is pulling in the
same direction.
Team of aligned teams all
pulling in the same direction
creates a force to be
reckoned with.
20
21. Align Leaders for Success
3-7 top execs aligned to accomplish
objectives as a cohesive unit:
Boss
•
•
•
•
•
•
with established relationships
with desire, drive, capacity, and competence
with complementary skills and compatible orientations
with instinct and innate drive to work with each other
who give credit for success to everyone else
who are driven to grow and empower others over time
Leader
Core Leadership Group
Leadership Community
Workers
21
24. The Reality
At each step, what the
organization must do
next to stay on track is
different in some
important way than what
has been done to be
successful up to that
point.
Adapted from Catlin & Cookman
Group's Building the Profit Spiral ®
24
25. Turbulence requires action.
There are three choices of action in the face of growth and
changing internal and/or external circumstances.
No change: Most of the time, no change
is the right answer; constant change
would be chaos and could be disastrous.
GROWTH
Change a little: Always changing only a
little leads to “creeping incrementalism”
and eventual vulnerability.
TRANSFORM
TURBULENCE
Change a lot: From time to time you
need to change a lot because if you
always do only what you have done to be
successful up to now, you will surely fail
(eventually).
DEATH SPIRAL
Adapted from Catlin &
Cookman Group's Building
the Profit Spiral ®
25
26. Leadership must determine
what is most important to
change next.
What must
change next?
TRANSFORM
TURBULENCE
What must
change next?
TRANSFORM
TURBULENCE
What must
change next?
TRANSFORM
TURBULENCE
26
28. Change Framework
Core leaders, the management team, and future leaders can use the
Change Framework to determine what to change next.
Case for Change
What really good things happen if we change?
What really bad things happen if we do not change?
Current State
Target State
How things
are now.
How things will be
after the change.
What must be done to achieve the Target State.
Barriers
What will be hard about implementing the
actions needed to achieve the target state?
28
29. Truth. It pays to pay attention.
Action.
Do & Review
Take action.
Review what happens.
30. Do & Review Cycle
Start
Goal Achieved?
Are
results as
expected?
No
Define Success
Annual
Cycle
Monthly
Cycle
Are
observations
correct?
Yes
Study like orgs
Set what
to track
Exception
Process
Set goal for
measures
Quarterly
Cycle
Verify goal
is still right
What‟s
next?
NOW
WHAT?
To do differently
going forward
SO
WHAT?
WHY?
Determine significance Determine why actual
and impact
differs from projection
WHAT?
Determine
what occurred
31. Truth. No leader succeeds alone.
Action.
Get Help
Build a board. Retain
experts. Get a coach.
32. Support Structure for Success
Boss
Accountability Board
Subject Matter Experts
Peer Group
Leader
Core Leadership Group
Executive Coach
Leadership Community
Inside the organization
Outside the organization
Workers
32
33. Truth. Growth is good.
Action.
Grow
Grow to increase value,
impact, and opportunity.
34. With growth in size and complexity,
add just enough structure to stay effective.
Your Co
Growth leads
to less
effectiveness
without some
increase in
structure.
X0
Effectiveness
HIGH
IBM
Accenture
Apple
X1
Systems & Process Maturity
LOW
HIGH
Government Agency
Dot.Com
Electric Utility
LOW
34
35. Someone from IBM might run Your Co into the
ground with too much structure too soon.
Your Co
X0
X1
Effectiveness
HIGH
IBM
Accenture
Systems & Process Maturity
LOW
HIGH
Government Agency
Dot.Com
Electric Utility
X2
LOW
35
36. With growth in size and complexity,
add just enough structure to stay effective.
Your Co
Growth leads
to less
effectiveness
without some
increase in
structure.
X0
X2
Add just enough
structure to
maintain or
increase
effectiveness.
Effectiveness
HIGH
• Larger organizations need
more structure.
IBM
Accenture
Apple
• In small organizations each
person does a lot of different
things.
• With growth, people need to
specialize and processes and
systems are required to get
things done well.
X1
Systems & Process Maturity
LOW
HIGH
Government Agency
Dot.Com
Electric Utility
LOW
36
37. Truth. It‟s OK to do what you
like and are good at.
Action.
Focus
Act intentionally,
persist variously.
38. Doing too many things lowers the
odds of success for each of them.
PROJECTS
1
2
PROs
• Working on many things should increase
the odds that something goes right.
• If nothing goes right, you can blame it on
being too busy.
• Time is spent based on interrupts from
email, texts, tweets, calls, conversations,
knocks on the door, etc.
• Often feel like a “hero”.
…
3
n
CONs
• Goals are not met because each gets too
little time, attention, and effort.
• Work real hard but get little done.
• Get tired, lose confidence, feel ineffective.
• Inflated sense of self importance.
38
39. Focus increases the odds of success.
PROJECTS
…
•
•
•
1
•
•
Sort projects in priority order.
Spend all time on highest priority project until one more
hour does not raise the odds of success. Assign the rest
to others, stop doing, or defer.
Guarantee that if things don‟t work out another project
will be assigned…and if that one doesn„t work out yet
another will be assigned and so on.
If six projects fail then it may be time to look for another
job.
With limited resources, don‟t try to get everything right
but be sure to get something right!
39
40. Spouse
Personal Strategy
Distance from center =>
how developed one is
in that dimension of life
Friends
Reading
Civic
Golf
SELF
House Stuff
Work
Yoga
Exercise
Spiritual
40
42. Spouse
Personal Strategy
Dashed lines show
where a person
would like to be
along each
dimension.
Friends
Flow is achieved
as one works hard
to make progress
in a specific
area.
Reading
Civic
Golf
SELF
House Stuff
Work
Yoga
Exercise
Spiritual
42
43. In order to increase the odds of happiness and top
performance learn what people like and what they are
good at so they can be aligned with what they want.
Many people want to do something other
than what they like and what they are
good at because they believe others
think that something else is more valued.
Good
At
Like
Want
Value
The leader’s job is to ask people to do
what they like and what they are good at
and also to show them that what they are
good at and like are indeed valued so that
they will WANT to do it.
Good
At
Like
Want
Value
43
44. Long-term performance and growth comes with continuous and
balanced development of actions in accord with all seven truths.
44
46. Truth. An organization exists
to solve a problem for people.
Action.
Get Clear
Know whose problem
you solve, how, and how
well.
46
47. What does ___________ provide, for
whom, and why?
____________
provides…
WHAT
for…
WHO
WHY
47
48. What therevolutionaryclub.com provides:
•
WHAT: Career coaching for women unwilling to settle for anything less than
career happiness. Help women figure out 1) what they really want to do in
terms of work...and 2) how to get off the couch and do it. 1-on-1 coaching
and large scale group coaching programs, tailored honest, supportive, and
objective guidance as well as worksheets, videos, and training materials
designed to help them take a leap forward in their careers.
•
WHO: Women ages 25-55, who want to wake up and feel happy when they
think about work. College educated, smart, and motivated- but trapped or
stuck in a job, and are wondering why they can't seem to figure their way
out of it. Too old for "mentoring" and too young/not on the right path for
executive coaching.
•
WHY: We spend over 3,000 hours a year at work - and if you don't like
what you do you are often miserable. With the changing structure of
corporations, the limited safety net, and the boost from technology, there is
less reason to stay in a job you don't like - and more push to find out what
will really make you happy. The Revolutionary Club is all about helping you
find YOUR career happiness.
48
49. What therevolutionaryclub.com provides:
Answers: WHAT
Answers: WHO
Answers: WHY
•
WHAT: Career coaching for women unwilling to settle for anything less than
career happiness. Help women figure out 1) what they really want to do in
terms of work...and 2) how to get off the couch and do it. 1-on-1 coaching
and large scale group coaching programs, tailored honest, supportive, and
objective guidance as well as worksheets, videos, and training materials
designed to help them take a leap forward in their careers.
Answer: WHY
•
WHO: Women ages 25-55, who want to wake up and feel happy when they
think about work. College educated, smart, and motivated- but trapped or
stuck in a job, and are wondering why they can't seem to figure their way
out of it. Too old for "mentoring" and too young/not on the right path for
executive coaching.
•
WHY: We spend over 3,000 hours a year at work - and if you don't like
what you do you are often miserable. With the changing structure of
corporations, the limited safety net, and the boost from technology, there is
less reason to stay in a job you don't like - and more push to find out what
will really make you happy. The Revolutionary Club is all about helping you
find YOUR career happiness.
49
50. What Executive Partner provides:
Answers: WHY
Starts to Answer: WHAT.
What kind of coaching?
• WHAT: Organizational growth results by taking a results driven
approach to understand their understanding their organizational
Answer: WHY
culture in terms of mission, involvement and adaptability. We help
leaders develop themselves and others through executive coaching
and action learning to simultaneously solve organizational challenges.
We integrate executive teams during transitions, such as on-boarding.
Any for...
particular size, stage, geography
• WHO: leaders in organizations at the C-Suite level Here we need to know what
What does it mean for an organization to be agile?
customers believe not what
you believe.
• WHY : To help organizations stay agile to meet both the functional
and people systems in the organization. We believe that
understanding organization culture identifies the implicit mindset of
how leaders in organizations realize the potential or limit the potential
of its members
50
51. Work Session Instructions
• Open up the W-W-W you submitted ahead of the session.
• With one or two others sitting with you:
– Walk through your W-W-W.
– Invite clarifying questions and suggestions for improvement.
– Switch roles.
• Prepare to share with the full group:
– An example of one upgrade you made during the exercise.
– What you noticed from the exercise.
• Those with no W-W-W or with no one to work with:
– Study the W-W-W on the next slides.
– List at least three ways it could be improved.
52. What Haines Centre provides for whom, and
why.
WHAT: Powerful yet easy-to-use solutions to help you set and reach
organizational goals faster and more effectively in this competitive world,
based on our Systems Thinking Approach (TM).
WHO: Leaders who envision success for their organizations and
themselves, and strive to achieve it with the support and engagement of
key stakeholders.
WHY: Thinking and acting strategically to achieve success is challenging
in today‟s competitive, information-rich world. And it will only get harder
in the future. We can help you sort it out, make sound decisions and act
on them consistently to reach and exceed your goals.
52
53. What WGL Holdings, Inc. provides:
• WHAT: A portfolio of clean and efficient energy solutions such as
natural gas service and distribution, solar PV, solar thermal, electricity
supply (both conventional and renewable), combined heat and power,
fuel cells, and energy efficiency.
for...
• WHO: Natural gas distribution is for customers in the DC metro area.
Competitive natural gas and electricity supply in the mid-atlantic, and
Distributed generation and energy efficiency on a nation-wide scale.
• WHY: To help customers save money, reduce their carbon footprint,
and simplify the complex energy choices available to them.
53
54. What ASP NorCal provides for whom, and
why.
WHAT: learning and sharing opportunities about the MOST
relevant, cutting-edge approaches to effective strategy
development and deployment
WHO: Organizations, Entrepreneurs and Strategy
Professionals in the SF Bay Area
WHY: enhance individual and organizational success by
improving the quality and effective alignment of
organizational strategy and operations
54
55. What WorldFish incubator provides for
whom, and why.
•
•
WHAT: Technology to improve efficiency of aquaculture. Assistance to connect
fledgling businesses to grow. Learning platform for sharing of series and creating wider
impact
WHAT: Technological input to improve efficiency and reduce environmental impact. It
also provides assistance on how to plan, organise and structure fledgling businesses
into an investor ready state.
•
•
WHO: Poor farmers and actors in value chains for aquaculture products
WHO: Poor farmer producers and other disadvantaged actors in aquaculture and other
aquatic related supply chains.
•
WHY: Improve food security. Provide a route to lift the poor and disadvantaged out of
poverty in a sustainable way.
WHY: To improve food security and provide a route to lift the poor & disadvantaged
permanantly out of poverty in a sustainable way.
•
55
56. Wrap-up
• Share one example of an upgrade to your
W-W-W.
• What did you notice when working with others on
your W-W-W?
– There was room for improvement.
– It is harder than expected to sort out and articulate a
clear W-W-W.
– It is worth the trouble to improve it.
57. Offerings
Free
Fee-based
•
Subscribe to IntelliVen blog
•
•
•
Follow @intelliven
•
IntelliVen templates
•
Front-matter, chapter on Inkling
•
PDF of today‟s slides
CEO advising, coaching, training
Management Team Workshops
–
–
–
–
•
Manage to Lead Workbook
–
–
•
Strategy Development
Initiative-to-Action
Contracting and Governance
Culture Development
Interactive, digital title from Inkling
Softcover or e-Book from Amazon
Manage to Lead Course
–
–
Classroom
Teacher Training (if interest)
57
Thank you for that very nice introduction. I greatly appreciate it. It is a pleasure to be here with you all and I look forward to our time together.While my name is Peter DiGiammarino, most people call me PeterD and you are welcome to as well. I introduce myself as a professional CEO who has run organizations over 30 years that collectively generated more than $1B in economic value and social impact. Along the way I read as many management and leadership books as I could get my hands on to get whatever edge there was to be had. While I don’t regret the time spent with any of them as they were uniformly, individually and collectively, enormously helpful, I found that reading was one thing and turning what was read into action was often left for me to figure out.If I had known everything I know now from the beginning, the organizations I led would have performed even better and grown even more and even faster. According to the Small Business Administration, less than half of all startups make it five years and accoryding to Capers Jones, among others, over 90% yof all initiatives never produce their intended results across organizations of all sizes and stages of maturity up to and including most notably Healthcare.Gov. It doesn't have to be this way and the world would be better off if the success rate were higher.Leaders, future leaders, and those who help and support leaders have open and easy access to popular leadership and management content via relatively inexpensive texts, open lectures (such as this one), and now also to Massive Open Online Courses (or MOOCS) but usability is not so easy to access. Manage to Lead bridges the gap between intake and use. As such, Manage to Lead is not a book to read. It is a book to USE. Students, clients, subscribers, followers, and readers numbering now over a thousand tell me the material is not just helpful, but game-changing...often the difference between success and failure of their organizations to perform and grow.Over the next hour we will review ~50 slides that present an overview of a game-plan for performance and growth that, while it doesn't guarantee success, changes the odds profoundly in its favor.
Run time: 10:30-11:00
Run time: 10:30-11:00http://www.ccandc.co.uk/tipc4.html
Run time: 10:30-11:00
We start with a few words about the seven truths which, taken as a whole, are really quite powerful.Some ask: “Do I need to be a better manager?” or “Do I need to be a better leader?”The 7 truths show that doing things that look like management works with leadership and in that sense you really can Manage to Lead.Each truth is really quite simple…some say disarmingly simple. Academics point out that the truths apply equally well at any “level of system” which is OD terminology that means they apply to:an individual trying to do something like, say, get fit, to a group of people who want to accomplish something important as a team, to a company trying to enter a new market or rollout a new product, a township trying to improve its attractiveness, and even to a country campaigning to over through a dictator.It is in this context that the truths help you change the world whatever your world happens to be. There is structure to the truths in that each drives clear and specific action. We will look at each truth and the action it drives and also an introduction to how to carry out that action.Finally, all the truths are present and active all the time. They are not steps or stages. You and your organization should assess where you are in light of each truth all the time and try to progress towards ever more clarity and maturity of action on each.
Fred Nader introduced me to this model. A leader sets a direction represented in the first figure by the target with a bull's-eye in the middleThen the leader aligns resources – i.e., gets a collection of followers all looking at the same targetThen the leader motivates action that progresses towards that target. Another way to say it is that a leader develops, holds, nurtures, communicates and drives to achieve a vision - not really any different. It is like Harry Potter- the leader is holding and looking at a map that is always changing, making sense of it, and navigating the course accordingly
A leader sets a direction represented in the first figure by the target with a bull's-eye in the middleThen the leader aligns resources – i.e., gets a collection of followers all looking at the same targetThen the leader motivates action that progresses towards that target. Another way to say it is that a leader develops, holds, nurtures, communicates and drives to achieve a vision - not really any different. It is like Harry Potter- the leader is holding and looking at a map that is always changing, making sense of it, and navigating the course accordingly
6 different versions of a leader through my journey. They are all right and all wrong. Have to look at the team, yourself, and the model.Come on team I’ll show you the way. Problem the leader can get so far out they lose the team. The leader driving the team…can be tiring and wear out the teamTeam carrying the leader…the leader needs to do some work tooThe leader carrying the team- hero model. Doesn’t last, doesn't scale. Leader clearing the way- a leader consciously letting leaders grow their way. A team of leaders each with their own team all headed in the same direction
Run time: 9:30-10:30The leaders job is just another job- There are lots of things that need to get done and the leader is just another thing that has to get done. Small group at the top no less than 3 no more than 7. Have to be do-sell-grow and one person can’t do it, two, still not enough, more than seven is too much. Each leader has their aligned resources all headed in the same direction. It is amazing how much gets done when we don’t worry about who gets credit.
Run time: 9:30-10:30Here is you as the leader, know what you are trying to do, try to build and develop a team1st. Thing to do is build the leadership team- executive committee2nd the executive team works within a larger community. To grow the organization, grow the leaders a level down- this is how the organization scales.
Run time: 10:45-11:45Describe the current state, how things are todayWhat really good things happen if we change/bad thingsIf we did this and the good things happened what would the future be likeWhat would be hard about getting from today to futureThe first three things can happen before the offsite- could talk to the team before and find out 1,2,3 roll that out in the offsite. Show the responses and where there are similar responses. In the offsite get everyone on the same page for 1,2,3If the leader thinks they already know all of this what would you say? How do you know that? Want to verify it?
Run time: 9:30-10:30Here is you as the leader, know what you are trying to do, try to build and develop a team1st. Thing to do is build the leadership team- executive committee2nd the executive team works within a larger community. To grow the organization, grow the leaders a level down- this is how the organization scales.
Many people talk about focus. Here is how to actually do it!