Professional Documents
Culture Documents
EMBA Zagreb 2011 Day3
EMBA Zagreb 2011 Day3
COTRUGLI
Business School
Day 1 Leading in Context
Day 2 Understanding Leadership
Day 3 Whole Leadership
Day 4 Leading Teams
Day 5 Leading Innovation & Growth
COTRUGLI
Business School
STOP
AND
THINK
COTRUGLI
Business School
High
CREATING MOVEMENT
Managing ambiguity,
complexity, diversity,
DISAGREEMENT
pace of change,
Challenging the paradigm
Managing across cultures
and different business
practices
MAINTAINING STABILITY
Managing performance
Measuring & monitoring
Controlling
Planning & budgeting
Based on R. Stacey & B. Critchley
COTRUGLI
Business School
COTRUGLI
Business School
Todays successful business leader must be
a whole leader
Heart
Head
Understand, work with,
Provide clear purpose, and develop others.
direction, and strategy.
Guts
Do the right thing
based on clear values.
COTRUGLI
Business School
Short-term success Potential risks
COTRUGLI
Business School
Short-term success Potential risks
COTRUGLI
Business School
Short-term success Potential risks
COTRUGLI
Business School
Companies appear to have the
greatest supply of leaders who are
strategic, analytical, and purposeful.
COTRUGLI
Business School
Head
10
0
5
5
Guts 10 10
Heart
COTRUGLI
Business School
Partial leaders cannot succeed in a complex, diverse, and
uncertain world. Future leaders will need the following:
COTRUGLI
Business School
10% Distinguishing competencies
Set star performers apart
COTRUGLI
Business School
Researchers studied 286 organizations
from all over the world and all levels of
management. They identified 21 generic
competencies that distinguished high
performers from average performers.
COTRUGLI
Business School
Emotional Intelligence refers to the
capacity for recognising our own
feelings and those of others, for
motivating ourselves, and for managing
emotions well in ourselves and our
relationships.
Daniel Goleman, 1998
People skills
Empathy Social radar
Social skills The arts of
influence
COTRUGLI
Business School
The inner rudder
Knowing ones internal states, preferences, and intuitions
COTRUGLI
Business School
Self-control
Managing ones internal states, impulses, and resources
COTRUGLI
Business School
In times of change, the pressure on leaders is ever increasing
Pressure from above to meet change objectives
Pressure from subordinates to alleviate anxiety
Your own pressure on yourself to perform
Under pressure, leaders derail more frequently.
Awareness of ones leadership derailers helps avoid this and
creates a more effective leader.
Leadership derailers are many times very visible in 360
results and therefore the assessment is a good supplement to
a 360 evaluation.
COTRUGLI
Business School
Derailer
the tendency to engage in a particular set of
behaviours that can limit or undermine your
effectiveness as a leader
They occur most often under stress
All adults have them theyre part of ones
personality.
Some derailers create more problems than others.
COTRUGLI
Business School
Behaviours that normally are strengths
become derailers when taken too far.
COTRUGLI
Business School
Healthy Potential for failure
COTRUGLI
Business School
Being habitually skeptical
and argumentative
Pessimism; always looking
for flaws
Suspicion of others
intentions
Taking offense easily
Constantly questioning
decisions and new ideas
Failing to inspire or trust
others
Defensiveness
COTRUGLI
Business School
Healthy Potential for failure
COTRUGLI
Business School
Risk-aversion
Being slow to make
decisions
Over-studying problems
Being motivated not to fail,
rather than to succeed
Reluctance to take the
initiative
Performing unnecessary
tasks
Resistance to change
COTRUGLI
Business School
Healthy Potential for failure
COTRUGLI
Business School
Preferring to work alone
Avoiding confrontation
Failing to communicate
Having distant relationship
with colleagues
Not speaking up at
meetings
Lacking interpersonal
sensitivity
Discomfort around
strangers
COTRUGLI
Business School
Healthy Potential for failure
COTRUGLI
Business School
Appearing outwardly
supportive, but silently
resisting
Resenting or defying agreed-
upon decisions or direction
Blaming others for failure
Saying one thing but doing
another
Failing to live up to
commitments
Being a reluctant team player
Stubbornness
COTRUGLI
Business School
Healthy Potential for failure
Saying one thing and doing Saying one thing and doing
another only when theres no
another most of the time
other option
COTRUGLI
Business School
Self-centeredness and
self-promotion
Overestimating your talents
and accomplishments
Having a strong sense of
entitlement
Taking credit for the
accomplishments of others
Putting your personal agenda
ahead of your teams
Not admitting to your mistakes
Resisting feedback
COTRUGLI
Business School
Healthy Potential for failure
Never giving up a fight, no matter
Fighting for what you believe in
what
COTRUGLI
Business School
Unwillingness to conform to
organisational norms
Pushing the limits for the sake
of the challenge
Exceeding authority
Betraying trust by constantly
violating the rules
Taking ill-advised risks without
considering the implications
Ignoring commitments
Inability to learn from past
mistakes
COTRUGLI
Business School
Healthy Potential for failure
Using your charm and creativity Using your charm and creativity
to achieve organisational goals as a matter of personal style
COTRUGLI
Business School
Being overly dramatic and
expressive
Having poor listening skills
Seeking attention
Not following through on
commitments
Being domineering
Not developing others
effectively
Missing social cues regarding
others behavior
COTRUGLI
Business School
Healthy Potential for failure
Being able to turn off the style Always being on stage and
and listen to and learn from rarely reflecting on what youre
others trying to achieve
COTRUGLI
Business School
Acting and thinking in
unusual ways
Being viewed as creative
or peculiar
Failing to adapt to cultural
standards
Dressing or behaving in
unconventional ways
Making off-the-wall remarks
Being unaware of your impact
on others
Having difficulty influencing
and persuading others
COTRUGLI
Business School
Healthy Potential for failure
Having a million great ideas that
Having a million great ideas rarely get executed
Keeping people on their toes with
Confusing and confounding
your unpredictable and offbeat people with your style
style
Launching many important Launching many initiatives, but
initiatives rarely following up on them
COTRUGLI
Business School
Being meticulous and
precise
Inflexibility about rules
and procedures
High need to control
Tendency to micro-manage
(delegating reluctantly)
Setting unreasonably
high standards
Struggling to relate to the
big picture
Resisting change
COTRUGLI
Business School
Healthy Potential for failure
Focusing on the details Failing to see the big picture
Trying to impose structure in
Feeling uncomfortable with every situation to get rid of
uncertainty and ambiguity uncertainty and ambiguity
Managing processes to the
Managing processes with skill extent that peoples needs
and determination
become secondary
Not letting go of any task, no
Being conscientious about your matter how small, until its
responsibilities completed exactly as you want
COTRUGLI
Business School
Compliance
Depending on others for approval
Reluctance to act independently
Unwillingness to challenge the
status quo
Failing to stand up for others
Focusing on your relationship with
your boss rather than on your
relationships with your associates
and colleagues
Withdrawing from politically
charged situations
COTRUGLI
Business School
Healthy Potential for failure
COTRUGLI
Business School
What moves us
Emotional tendencies that guide or facilitate reaching goals
COTRUGLI
Business School
Social radar
Awareness of others feelings, needs, and concerns
What Was The Why was it satisfying? What was the underlying cause?
Experience?
COTRUGLI
Business School
Think of an experience at work that you found dissatisfying
What Was The Why was it dissatisfying? What was the underlying cause?
Experience?
COTRUGLI
Business School
HYGIENE FACTORS SATISFIERS
COTRUGLI
Business School
SELF
FULFILMENT THE SATISFACTION OF DOING WELL
Secondary
ESTEEM PRAISE, RECOGNITION TO
NEEDS SHOW SOMEONE THEY ARE
VALUED
Primary
SECURITY REASSURANCE TO RELAX
NEEDS SOMEONE WHO FEELS UNSAFE
BASIC
FOOD TO MEET HUNGER NEEDS
NEEDS
COTRUGLI
Business School
Funded by General Electric
Conducted by The National Research Council (NRC) of the
National Academy of Sciences with engineers from MIT
Measured Light Intensity vs. Worker Output
Conclusions:
Light intensity has no conclusive effect on output
Productivity has a psychological component Researchers
interaction with the workers influenced higher performance
COTRUGLI
Business School
Western Electric wanted more information
Harvard researchers brought in to analyze the results Elton Mayo & Fritz
Roethlisberger
Group of 6 Women (5) Assemblers and (1) Layout Operator
Manipulated factors of production to measure effect on output:
Pay Incentives
Length of Work Day & Work Week
Use of Rest Periods
Company Sponsored Meals
Conclusions:
Experiments yielded positive effects even with negative influences
workers output will increase as a response to attention
Strong social bonds were created within the test group. Workers are
influenced by need for recognition, security and sense of belonging
COTRUGLI
Business School
Achievement
The need for achievement is characterized by the wish to take responsibility
for finding solutions to problems, master complex tasks, set goals, get
feedback on level of success
Affiliation
The need for affiliation is characterized by a desire to belong, an enjoyment
of teamwork, a concern about interpersonal relationships, and a need reduce
uncertainty.
Power
The need for power is characterized by a drive to control and influence
others, a need to win arguments, a need to persuade and prevail.
COTRUGLI
Business School
COTRUGLI
Business School
Myers Briggs Type Indicator
Extraversion Introversion
Sensing Intuition
Thinking Feeling
Judging Perceiving
COTRUGLI
Business School
Extraversion Introversion Where do you prefer to focus your
E - I Dichotomy attention and get your energy?
COTRUGLI
Business School
Words used to describe preferences in psychology do not
mean the same thing as they do in everyday life
COTRUGLI
Business School
Most people who prefer Most people who prefer
Extraversion Introversion
Prefer action over reflection Prefer reflection over action
May act quickly w/out May not take action at all
thinking Attuned to inner world
Attuned to external Prefer to communicate in
environments writing
Prefer to communicate by Learn best through
talking thorough mental practice
Learn best through doing or and reflection
discussing Private and contained
Sociable and expressive Enjoy working alone or in
Enjoy working in groups pairs
COTRUGLI
Business School
Most people who prefer Most people who prefer
Sensing Intuition
Emphasize the pragmatic Emphasize the theoretical
Prefer facts & details/ Prefer general concepts/
specific information high-level plans
Oriented to future
Oriented to present realities possibilities
Value realism Value imagination
Observe and remember See trends and patterns in
specifics through 5 senses specific data
Build carefully and Use a sixth sense
thoroughly to conclusions Move quickly to conclusions,
Trust experience follow hunches
Trust inspiration
COTRUGLI
Business School
Most people who prefer Most people who prefer
Thinking Feeling
Analytical Empathetic
Use cause-and-effect Guided by personal values
reasoning Assess impact of decisions
Solve problems with logic on people
Strive for objective standard Strive for harmony and
of truth positive interactions
Reasonable Compassionate
Search for flaws in an Search for point of
argument agreement in an argument
Fair want everyone treated Fair want everyone treated
equally as an individual
COTRUGLI
Business School
Most people who prefer Most people who prefer
Judging Perceiving
Scheduled/Organized Spontaneous/Flexible
Strive to finish one project Start many projects but may
before starting another have trouble finishing them
Like to have things decided Like things loose and open
May decide things too to change
quickly May decide things too
Try to avoid last-minute slowly
stresses; finish tasks well Feel energized by last-
before deadline minute pressures; finish
Try to limit surprises tasks at the deadline
See routines as effective Enjoy surprises
See routines as limiting
COTRUGLI
Business School
With similar types on a team:
The team will understand each other easily and quickly
Will reach decisions quickly, but will be more likely to make
errors due to not taking in all viewpoints
May fail to appreciate gifts of the outlying types
COTRUGLI
Business School
Extraverted Types
COTRUGLI
Business School
Introverted Types
COTRUGLI
Business School
Sensing Types
COTRUGLI
Business School
Intuitive Types
COTRUGLI
Business School
Thinking Types
COTRUGLI
Business School
Feeling Types
COTRUGLI
Business School
Judging Types
Work best when they can plan their work and follow the plan
Like to get things settled and finished
May decide things too quickly
May dislike to interrupt the project they are on for a more urgent one
Tend to be satisfied once they reach a judgment on a thin, situation, or
person
Want only the essentials needed to begin their work
Schedule projects so that each step gets done on time
Use lists as agendas for action
COTRUGLI
Business School
Perceptive Types
COTRUGLI
Business School
Spontaneous
Amiable Expressive
Analyst Driver
Self-Controlled
COTRUGLI
Business School
Spontaneous Amiable Expressive
Supportive Ambitious
Dependable Stimulating
Agreeable Enthusiastic
Helpful Amusing
People/
Team Analyst Driver
Serious Determined
Industrious Efficient
Persistent Decisive
Exacting Practical
Self-Controlled
75
Listen 50 I Tell
25
Self-controlled 0
0 25 50 75 100
COTRUGLI
Business School
The difference between success and failure in
leadership is not skill, technique, credentials,
networking, or even experience.
It is the clarity about who one is.
COTRUGLI
Business School
Leading Ethics
COTRUGLI
Business School
Leading Ethics
Situation:
COTRUGLI
Business School
You are a senior manager in a company producing generic drugs.
Your company has developed a process which will give you a competitive
advantage
The drug your company produces could also save thousands of lives in Africa
but is too expensive for these individuals to purchase
Your CEO identified an opportunity to attract positive media coverage by
supplying these drugs to charities in Africa at a reduced cost
The company still makes a profit from supplying these charities
There is no legal requirement to disclose the costs of producing these drugs
The companys share price has been falling over the last two quarters
You are asked by a representative of one of the charities to disclose the actual
cost of production
COTRUGLI
Business School
Is it ethical to make facilitating payments to get things done in
foreign countries?
Facilitating Payment
The practice of low level bribery of public officials to move goods
through customs. These payments are relatively small, uniformly
assessed and are made to expedite services that would normally
be rendered.
Bribery
A company is competing for a bid in a foreign country and must
make a payment, not to a public official, but to the employee of
another private company for facilitation. It is however, obvious
that the employee will pass the money to others who will be
favorably influenced in their decision concerning the award of the
contract.
COTRUGLI
Business School
It is ethical not to invest $15 million in pollution
controls in a plant in India because the Indian
government does not require it?
(community/shareholders interests)
COTRUGLI
Business School
Is it ethical for a company to make the kind of professional
contract with its workers that strains their professional and
personal stamina, offers no job security beyond today, yet
rewards them handsomely, simply because the company is big
enough and profitable enough to operate in this manner?
(workers/shareholders interests)
COTRUGLI
Business School
Is it ethical to leave a female co-worker in her hotel in the
evening when local customs dictate that evening social
activities are carried out in all-male venues.
(customer/employee interests)
COTRUGLI
Business School
Human resource issues
Discrimination
Hiring and Work Assignment
Terminations
Diversity
Harassment
Local Human Right Abuses
Customer Confidence
Confidentiality
Product safety
Truth in advertising
COTRUGLI
Business School
Human Customer Use of Responsible Conflict of
resource issues confidence corporate technologies interest
resources
Discrimination Confidentiality Use of Environment Bribes and
corporate friendly kickbacks
Hiring and Product safety
reputation Sustainable Privileged
work Truth in
assignments Corporate information
advertising
Terminations financial
resources
Diversity
Proving
Harassment honest
Local human information
rights abuses
COTRUGLI
Business School
Knowledge without character
Science without humanity
Wealth without work
Commerce without morality
Politics without principles
Pleasure without conscience
Worship without self-sacrifice
Mahatma Gandhi
COTRUGLI
Business School
For every complex question
there is a simple answer
and
it is wrong
COTRUGLI
Business School
Making ethical decisions is easy when the facts are clear and the
choice black and white. But it is a different story when the situation
is clouded by ambiguity, incomplete information, multiple points of
view and conflicting responsibilities. In such situations which
managers experience all the time ethical decisions depend on both
the decision-making process (moral philosophy), and the integrity of
the decision-maker (moral development).
COTRUGLI
Business School
Principled
Stage 6: Ethical principles
Principled
Level III:
Level III:
(Following self-chosen ethical principles of justice)
COTRUGLI
Business School
Questions to ask:
RULES
What are the rules (corporate and government) (Rule Compliance)
INTEGRITY
How do our and my principles guide us? (corporate and personal) (Principled Conscience)
GOOD
Who would benefit and how? (various stakeholders) (Social Conscience)
HARM
Who could be harmed and how? (various stakeholders) (Social Conscience)
TRUTH
Am I being honest and accountable? (personal moral development) (Principled Conscience)
COTRUGLI
Business School
Leadership and ethical decision making
COTRUGLI
Business School
Life is like a game of cards.
the hand you are dealt
is determinism;
The way you play it
is free will.
Jawaharlal Nehru
COTRUGLI
Business School
The Role of the Ethical Leader
COTRUGLI
Business School
What are your values?
What is important to you in your
life?
How do you express these things
at work?
Give examples
COTRUGLI
Business School
What is trust for you?
When do you trust or not trust
COTRUGLI
Business School
What is your vision for the work
that you do?
What motivates you?
What gives life a sense of
purpose?
COTRUGLI
Business School
What is your personality profile?
What are your strengths and
weaknesses as a leader?
COTRUGLI
Business School