Unleashing your Leadership beast with Kanban (LLKD15)
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Kanban preaches about Leadership at Every Level, through its 4th Foundational Principle. However, does this suffice to remedy organisational dysfunction, counter the decaying effects of entropy, and avoid leadership waste? Despite significant progress toward self-organisation, the misconception that leadership activity is still grounded in the individual is evident. Are we ready to accept the separation of leadership from people? Could leadership be –more usefully– perceived as a resource to be managed, as a distinctive and strategic asset of the company? How about that the organisational system has separate leadership capability than the sum of all leaders working for it? And finally, is Systemic Leadership an anthropomorphic attribute for organisations, similar to what psyche, mind and morality are for humans? This talk aims to challenge perceptions and explore different ways to manage the beast of leadership more effectively.
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Unleashing your Leadership beast with Kanban (LLKD15)
- 2. SO
- 3. LEADERSHIP
- 10. Leadership
- 17. QHow can the Organisation deliver Leadership, appropriate for its future?
- 18. QHow can Leadership support the Organisation, appropriate for its future?
- 20. GAPS
- 23. + -
- 28. GAPS ‣ Leaders' Aspirations vs Current Organisational Reality [Unrealistic] ‣ Leaders' Aspirations vs Current Organisational Capacity to Respond [Lack of Capacity] ‣ Relationships between Key Individuals [Teamworking] ‣ Relationships between Departmental Functions [Silos]
- 29. GAPS ‣ Organisation's Legitimate System vs the underlying Shadow System [Politics, for a better word] ‣ Organisation's Awareness about What It Needs to Know vs What It Actually Does Know [Organisation Learning Opportunity] ‣ Organisation's Awareness about What It Doesn't Know It Needs to Know and What It Actually Knows [Blind Spot] ‣ Leaders' Public Rhetoric vs Private Values and Beliefs [Hypocritical]
- 30. WASTE
- 33. “ “If the capacity of the system is the work and its waste, the way to improve capacity is to get rid of the waste [...] the waste is caused by the regime. – Taiichi Ohno
- 35. DEFECTS ‣ Substandard outcomes ‣ Failure to meet specification ‣ Imbalanced effort on change management processes instead of inspecting results ‣ Deficit of leadership capability > Inadequate leaders ‣ Individual's skills / role mismatch ‣ Premature promotion ‣ Favouritism ‣ Promotion based on the length of service (Buggins' Turn) ‣ Promotion based on success in current role rather on abilities required for the next role (Peter Principle) ‣ Late new employee onboarding
- 36. OVERPRODUCTION ‣ Supply in excess of actual Demand ‣ Developing too many leaders ‣ Hiring too many supervisors / managers (e.g. imbalanced ratio of project managers to software engineers)
- 37. WAITING ‣ Underutilisation ‣ Time Efficiency Issues ‣ Procrastination ‣ Unnecessary Decentralisation (from a communication standpoint) ‣ Unnecessary Centralisation (from a communication standpoint) ‣ Delayed Backfilling (usually after departure) ‣ Waiting for committee decisions ‣ Waiting for long approval processes ‣ Delays, queues and bottlenecks
- 38. EMPLOYEE TALENTNON-USED ‣ Competence Mismatch ‣ Inappropriate Assignments ‣ Nepotism vs Meritocracy
- 39. TRANSPORTING ‣ Cost of Separation of the Parts Involved ‣ Excessive Travelling Cost ‣ Timezone Differences ‣ Inappropriate Means to Disseminate Leadership Messages
- 40. INVENTORY ‣ Stock mismanagement ‣ Unsuitable stock ‣ Appropriate stock levels ‣ Distorted view of resource availability ‣ Allocating resources incompatible with the skills required ‣ Misusing hierarchy as an available resource ‣ Non-instant availability ‣ Available competencies not suitable for customers' needs ‣ Allowing development providers to impose their views on what the organisation needs
- 41. MOVEMENT ‣ Effort and Time spent on Networking and Lobbying activities, and establishing Connections inside and outside the organisation to achieve Goals ‣ Resource Mobilisation ‣ Excessive Travelling Time
- 42. PROCESSINGEXCESSIVE ‣ "Doing things right" vs "Doing the Right Things" ‣ Inappropriate leader swarming (in too many baton passes, approval steps) ‣ Allowing the urgent –however trivial– to shadow the important ‣ Micromanagement ‣ Perfectionism vs healthy striving ‣ Measuring success based on individual rather than systemic criteria ‣ Spontaneous decisions w/out plan ‣ Expecting managers to speculate what the organisation's needs are
- 45. “ “Where customers (leaders, managers, employees) can 'pull' what they need from the organisation without friction or barriers, wasted effort can be rigorously stripped out and, critically, the capacity of the system increases – Simon Caulkin
- 47. EMPOWER
- 53. “ “[Organisations] that make a lot of noise about [empowerment] generally lack it: they have been spending too much of their own past disempowering everybody. – Henry Mintzberg
- 55. “ “Empowerment is a weaker expression of Leadership.
- 61. DIMENSIONS
- 62. QIs the system optimised to foster or inhibit empowerment?
- 63. QWhat is people's actual experience when they put their decision-making into action? How does the system respond? Does it allow? Does it prohibit?
- 64. QWhat are people's perceptions in the case they decide to take action, especially when the move bears some risk or is relatively bolder?
- 66. LENS
- 67. “ “Systems tend to suppress anything perceived as a threat. The more dysfunctional the system, the more likely the distortion of trust and 'dark' behaviour becomes, including possible 'illegal' activity. – John Renesch
- 69. 1
- 71. 2 1
- 74. 3 1 2
- 76. SYSTEM 3 Pull
- 77. SYSTEM 3 Pull
- 78. SHADOW
- 79. 3 1 2 4
- 82. ELEMENTS ‣ Directives ‣ Strategic Plans ‣ Organisation Charts ‣ Job Titles ‣ Policies ‣ Training Courses ‣ Budgets ‣ Trust ‣ Friendships ‣ Jealousy ‣ Abuse ‣ Fear & Insecurity ‣ Power ‣ Ambition ‣ Grapevine Rational Non- Rational
- 83. FACTORS ‣ Announcements ‣ Mission Statement ‣ Goals & Objectives ‣ Strategies ‣ Systems ‣ Job Titles ‣ Job Descriptions ‣ Appraisal Procedures ‣ Culture & Climate ‣ Greed & Ambition ‣ Power Issues ‣ Turning a Blind Eye ‣ Bullying, Intimidation ‣ Sabotage & Ploys ‣ Self-Interest ‣ Territorial Disputes Rational Non- Rational
- 84. END
- 85. “ “The organisation is a beast that needs taming and understanding. And a lot of TLC…
- 86. “ “We all have our darker side. We do our best to conceal it, to disguise it –show our positive, well-mannered selves. Beware of the shadow. The brighter the spotlight, the denser our shadow becomes.
- 87. “ “Just embrace it . Be aware of it. Fall in love with it. It is a part of ourselves, after all...
- 88. THANKS