A brief survey of management and leadership shared this evening.

1. Awareness:
Leading Practices in
Leadership and
Management
June 2016 Michael Netzley, Ph.D.

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. 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. Leadership v.
Management

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. “ So, what is the
difference between a
manager and a leader?

7. Leadership vs Management #1
Prof. John Kotter, Harvard Business School

8. Leadership vs Management #2
Tom Flick, NFL Quarterback (retired) Washington Redskins

9. Let’s Spend a Moment
on Management…

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

12. Building Your Network
§ How do managers
use their network
every day, and why?
Why is it so important to managing and get work done?

13. 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.

14. 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

15. Let’s Discuss Your
Reactions

16. Application Moment
What lesson will you take back to the office, and what steps
will ensure that you act on your insight? Be Specific.

17. Communicating with
Influence Rather Than
Authority
Let’s optimize the message you crafted in response to
our case study.

18. Art and Science to Persuasion
Two different research traditions
Vs.

19. Art of Persuasion

20. 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

21. Science of
Persuasion

22. § 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

23. Central Versus Peripheral Processing
Giving some context to our biases – we frown upon, but always use, shortcuts

24. 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

25. § 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…

26. Illustration #1: Reciprocity
26

27. § 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

28. § 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

29. Illustration #2: Loss and Scarcity
29

30. § 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

31. § 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

32. § 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

33. Illustration #3: Liking
33

34. CROSS-CULTURAL APPLICATIONS
§ Individualistic Cultures (e.g., USA)
§ Collectivist Cultures (e.g., China)
§ Meanings can differ (e.g., differences of authority)

35. Developing Your
Talent Pipeline

36. Superbosses
Becoming an exceptional developer of talent

37. 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

38. Everything is Driven
by the Strategy

39. 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.

40. 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”

41. Integrating the Pieces

42. 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?