Contenu connexe


Paths to Leadership Introduction

  1. An Introduction  Leadership Matters  What Really Makes You a Leader?  Take the First Step: Learn to Lead  Contact Us © Key Consulting Group Inc.
  2. 2 | © Key Consulting Group Inc. Your organization needs leaders. Great management, technical excellence, and business acumen  are always necessary for success. But they are not enough to sustain that success in a changing world. Leaders “pursue a better future by  working with and through other  people.” Leadership is about two  things: results and relationships. Leaders have a passion for results. They are pathfinders, seeing a  problem or opportunity, knowing it  must be acted on, then doing what  is needed. Their focus may be large,  even changing the world.  But more commonly they seek to  deliver results within the reach of  any of us: enhancing a team’s  performance, implementing a new  idea, or achieving a challenging  business target.  …To your organization Leadership Matters People are the source of most  valuable results generated by an  organization. The things of your  business (strategies, structure,  systems, etc.) don’t work unless  designed and implemented well by  the people involved in the business.  Their collective capability, creativity  and intelligence will ultimately  decide the fate of the organization.  Private business, public service, or  not for profit agency, people drive  them all, as individuals and teams. Leadership is also then about  relationships. Leaders know they  must engage others to achieve big  results. They can’t do what needs  doing alone, so they extend their  own capacity by building influential  relationships, then connecting  others with the work to be done. Business Success Business Acumen Technical Excellence Leadership Management “Leaders pursue better results by working with and through others” Results Relationships +
  3. 3 | © Key Consulting Group Inc. Externally, the business environment  is demanding and dynamic. Waves of  change are driven by consumers,  communities, competition and  technology. Failure to adapt in a  timely way threatens the future of  every business, even those that have  been very successful in the past. Internally, organizations are in the  midst of a cultural transformation. Traditionally hierarchical, siloed and  formal, with power exercised from  the top, the changing nature of work  and workers now demands that  power shift to the front line. The factory is dead, and with it the  traditional “boss‐subordinate”  relationship. Too much happens, too  fast, and in too many places. No one  individual or group, no matter how  experienced or skilled, can know  everything, do it all, or control  what’s happening everywhere. …Now more than ever Leadership Matters From this… …To this. The last thing any business needs  right now is people on the job who  simply put their heads down, do as  they are told, and keep their ideas  to themselves.  Those doing the work must make  choices and take action in their  work.  They need to step up, doing  what’s needed skillfully, responsibly,  and often beyond the view or  capability of those “in charge”.  A Changing Workplace Yesterday Today Tangible (hand work-visible) Routine (same every day) Simplified (assembly line) Generic Skills (all do same thing) Individual (work done alone) Intangible (head work-invisible) Dynamic (always changing) Complex (each job unique) Specialized (need unique skills) Connected (work done in teams)
  4. 4 | © Key Consulting Group Inc. People need leaders. Not always, but  especially when things change. There are times in any human enterprise when someone must lead, seeing what others can’t, pointing the way, taking the first steps, showing others what needs to be done and how to do it. And these are changing times. At all  levels in an organization, people  can, and should, make a difference.  A new team of capable performers  and great followers is needed to  partner with leaders to bring the  pieces of a complex, dynamic, fast  paced,  business together to create  results that really matter.  …In a changing workplace Leadership Matters Traditional ‘super’ vision just doesn’t  cut it anymore.  Great leaders create the conditions  in which this new type of performer  will step up. These leaders value  capable individual contributors,  facilitate team effort, and help those  who do the real work of the business  fulfill their own needs as they help the  business succeed in challenging times. These leaders understand that being  the “boss” is not enough. They   know the authority of a “position” is  poor substitute for the “personal”  power, the influence, that can be  earned with others if they deem you  worthy of being followed.   “The difficulty lies not so much in developing new ideas as in escaping from old ones.” John Maynard Keynes A Culture Shift From the factory… To the modern workplace… This way! Which way?
  5. 5 | © Key Consulting Group Inc. The value of front‐line leaders is often ignored, largely in the belief that  level in the hierarchy is key to leadership, that position defines who leads.  But every day, leaders on the front‐line have real opportunities to step up,  influence others, and move individuals, teams, and organizations forward.  These front‐line leaders typically occupy three groups…  Formal Leaders: The job descriptions of supervisors, foremen, lead hands,  etc. include accountability for the performance of others. Their positions  grant them authority to assign, direct and assess the work of individual  contributors and small teams. They are expected to represent the interests  and expectations of more senior leaders as the work is done. Helpful Advisors: There is a growing cadre of individual contributors  expected to achieve goals beyond their own capacity, but to do it without  the formal authority to require others to help them. Many work as advisors in support functions like HR, IT, or Safety. Their influence is largely founded  in specialized expertise, complemented by a willingness to help.  Mature Performers: When less experienced front‐line people don’t know  what to think or do, they look to the opinions and actions of more  “seasoned” performers who have “been there and done that”. Intentional  or not, the example set by these mature workers is leadership, and it  critically impacts the decisions and actions of other front‐line people,  especially when things need to change.  This way! Front-Line Leader Types Formal Informal I can help! Helpful Advisors Seasoned Performers …Especially at the front-lines Leadership Matters
  6. 6 | © Key Consulting Group Inc. Push To Results Managers What Really Makes You a Leader? Leader and manager are terms often  used interchangeably. Managers and  supervisors are regularly referred to  as, and assumed to be, leaders.  But management and leadership are  not the same. Managers and leaders  do different things, and impact a  business in different ways. These  differences are not trivial. Neither is  “better”; both are needed in a  successful business.  A manager or supervisor may also  be a leader, but this isn’t necessarily  so. Becoming a better leader starts  by understanding the differences  between these two key functions.  Good managers keep a business  running smoothly, headed steadily  toward its goals. Their efforts create  order, stability and predictability so  plans are executed on schedule, to  standard, and within budget. They  “push” an organization forward on  the track it is already on, planning,  controlling, monitoring and ready to  improve how things are done.  Managers succeed in their role by  controlling the “things” of an  organization – policies, processes,  practices, tools, time, etc.. Those  things include human resources.  People are assets to be deployed in  the best interests of the business. Two Important Functions Pull For Results Leaders “Leaders are the architects. Managers are the builders.” John Marriotti, Author …It isn’t being a manager
  7. 7 | © Key Consulting Group Inc. Manager Leader Reduce Risk Improve Plan Efficient (Do Things Right) Coordinate Communication Policy Control People Compliance Supervise Pursue Opportunity Transform Purpose Effective (Do Right Things) Inspire Conversation Values Engage People Commitment Coach …3 things distinguish leaders What Really Makes You a Leader? Managers and leaders do different things, and impact a business in  different ways. They differ in at least three key ways… Change vs. Continuity Where managers seek stability now, leaders  look down the road, setting themselves and  others on a path to the future in spite of the  ambiguity and uncertainty of going forward. People vs. Things Leaders recognize their capacity to deliver  results is rooted in the capacity of those  who choose to follow them. These people  have needs and interests they expect to  fulfill through their work. Helping them get  what they want, helps the business. Person vs. Position Managers get things done using the  legitimate authority of a position given to  them by their organization. Followers  choose their leaders, opening themselves to  the influence of those they respect, trust,  and believe can deliver a better future. “A leader takes people where they want to go. A great leader takes people where they don’t necessarily want to go, but ought to be.” Rossalynn Carter “Leadership is the capacity and will to rally men and women to a common purpose and the character which inspires confidence.” Bernard Montgomery
  8. 8 | © Key Consulting Group Inc. …It isn’t what you have What Really Makes You a Leader? Does position, a lofty title and the  authority that goes with it, make  you a leader. In hierarchical  organizations, most do defer to the  “boss”, perhaps out of habit or fear.  But borrowing power from their  position is a coercive short‐cut over‐ used by some managers to get  things done. And, it isn’t leadership.  Are leaders born or made? It is an  ages‐old question. No doubt some  get a head start as leaders due to  natural traits or talents . And, all  leaders benefit from acquiring new  knowledge or skills. Innate ability or  learned competence won’t matter  though if these advantages are not  acted on, if you don’t use them.  Choose to Lead Another view holds that great  events or crisis make leaders. In this  thesis, leaders are defined by having  these opportunities, lucky to be  where they are, when they are. But  watch people in crisis. You see some  step up, while more step back. So is  it the crisis that defines a leader, or  is it the actions of leaders in crisis?  Leaders are defined by what they  “do”, not what they “have”. Every  day, each of us is confronted with  “moments of truth”, opportunities  to lead by stepping up, influencing  others,  and moving ourselves, our  teams, or our organizations forward.  The leader you are depends on the  choices you make in these moments.  Choose to act as leader, responsibly,  capably, consistently, and others will  make the choice to follow your lead. 1 2 4 3 Choose to Learn … …About What’s Happening Observe, inquire, and listen with an open mind. Choose to Control… …What Only You Can Especially your own thinking, emotion and behaviour. Choose to Influence… …Whoever Can Help You Allies, decision makers and key stakeholders. Choose to Let Go… …of What You Can’t Change Don’t waste your energy on things outside your reach. “The only thing that will dependably happen from the top down is the digging of your own grave.” Stan Slap, CEO-Consultant
  9. 9 | © Key Consulting Group Inc. Ultimately, leaders are chosen by their followers. The perceptions others  have of you define the leader you are – they watch what you choose in  those moments of truth, then decide to follow, or not. Their expectations,  at least in part, define the leader you need to become.  Whether we’re talking about a simple task, a large project, or changing the  world, followers expect two key things from their leaders. If you want to  have others follow you, prepare to answer questions like those below for  them every day, questions about who you are and where you are going.  …Followers – plain and simple What Really Makes You a Leader? What Makes You a Leader? “A leader without followers is just someone out taking a walk.” Mark Goffman, writer “The West Wing” Followers! PathPresence Positive Beliefs About You Current Reality Better Future + Attracted by… Presence – positive beliefs about  who you are as a person. Are you worthy of my respect? Can I trust you? Are you helping me grow? Do you care about  what I care about? Can you help me get to  where I want to be? Path – a clear, compelling way  forward to a better future. Is it clear where we’re going? Can we really get there? What can I do to help? Will it be better for me there than it will be for me here? Are you doing what you ask of me?
  10. 10 | © Key Consulting Group Inc. …Learn to play 5 leader roles Take the First Step: Learn to Lead The only thing you control in the  leader‐follower dynamic is your own  behaviour – what you choose to do,  and how well you do it.   No one is born ready‐made to lead. Every leader has strengths that help,  and weaknesses that hinder, their  efforts to lead. Habits of thinking  and acting, developed over a  lifetime, can be difficult to undo. New leaders in particular need to  acquire concepts and skills different  from what helped them stand out as  individual contributors. Past success  can be their biggest barrier to doing  what’s right as leaders, right now.  Even experienced leaders must  constantly improve and develop. A  dynamic business environment  demands it. What worked yesterday,  may not work for you tomorrow.  5 Roles Leaders Play Model Be responsible in every situation, and learn from each experience. Partner Connect with others in ways that encourage them to work with you. Coach Help followers perform at their best and develop to their potential. Sponsor Create the conditions for high performance by your followers. Guide Offer a compelling vision of a better future, and a path toward it. Paths to Leadership is designed  specifically for front‐line leaders. It  offers ways of thinking and acting  that prepare an aspiring leader for  success in five interrelated domains  or roles played by all leaders.  Every leader is different in talent  and style, and the situations in  which they lead are unique. But the  challenges they will face as they  develop are somewhat predictable.
  11. 11 | © Key Consulting Group Inc. Model Your behaviour is the best evidence for  others of your character and capability.  Learn, Then Lead: Be open to new  experiences and feedback that challenge you to improve and grow your capability. Choose to Lead: Do the “right” thing,  responsibly, even when it will be difficult  or other paths seem easier. Partner Followers choose their leaders. Be the  kind of person others want to work with.   Connect With Others: Nurture influential  relationships with others to extend your  personal power and capacity.  Have Constructive Conversations: Listen  considerately, then speak authentically  about what you know, believe and feel. Coach People largely want to do good work. Be  the catalyst that helps them do it. Engage Performers: Facilitate a satisfying,  fulfilling connection between the work to  be done and those who need to do it. Empower Capability: Provide the mix of  structure and support that allows others  to find their own way to high performance. Challenge Everyone: Negotiate performance  promises that draw out the best effort of  every performer. Hold Others Response‐Able: Respect every  performer’s capacity to choose when  confronting breakdowns in their work. Sponsor The path to change or great results goes  through resistance and breakdowns. Enable High Performance: Champion the  interests of your team of followers, while  mitigating barriers to their performance. Collaborate: Problem solve with others to  find creative solutions that satisfy the  interests of key stakeholders. Guide Success is fleeting. Organizations change  only when the people in them change. Think Strategically: Keep your head up,  aware and purposeful, then choose a way  forward toward a better future. Inspire Change: Sustain the focus and  energy of others as they work to bring  about needed change. …The Paths to Leadership© Take the First Step: Learn to Lead The challenges faced by leaders as they develop are  somewhat predictable. We help front‐line leaders  learn to face these challenges by playing five roles  well, and following twelve Paths to Leadership©.
  12. 12 | © Key Consulting Group Inc. …We can help. Take the First Step: Learn to Lead How We Help Leaders Learn to Lead Learning to lead takes discipline,  time, and just a little courage. There  is no short cut, no easy path to the  leader you can become or others  expect you to be. Most leaders can  use some help along the way.  The partners and associates of Key  Consulting Group have trained and  coached leaders at all levels, on 5  continents, for more than 30 years.  We developed Paths to Leadership© to support aspiring leaders as they  learn, in the ways they learn today.  We know most of that learning  doesn’t happen in a classroom, or by  reading a book. Those options can  help set you on the right path if they  are relevant and ready when you  need them. In our workbooks or  presentations, we strive to offer just  the information you need, in an  accessible way, then have you apply  it right away to your situation. Experience …reflecting on successes or breakdowns on the job • Personal coaching • Action learning programs • On-line leader support Exposure …to the thoughts and actions of good people around you • 360 assessment • Facilitated team sessions • Leader forums Education …via workshops or reading • Custom workshops • On-line learning • Presentations & keynotes 70% 20% 10% Our workshops, whether in a  physical classroom or virtual forum,  are interactive, even fun. They allow  lots of opportunity to work with  other leaders on common issues. But, most of what you will learn  about leading, you will learn on the  job. All our content is available to  you on‐line, a ready reference for  you any time. And, we use the best  available communication technology  to be sure you can talk to us via  phone, email or the web whenever  you need personal, one on one help. Let us know how we can support you  on your own path to leadership.
  13. 13 | © Key Consulting Group Inc. Contact Us Head Office Toll Free: General: Email: Mail: 888.4KEYINC (453.9462) 403.264.7200 33 Shannon Circle SW Calgary, Alberta Canada   T2Y 2K4 Calgary Partner Direct: Mobile: Email: Randy Parkin 403.256.6869 403.607.9888 Robert Craddock 403.257.3399 403.870.5339 Edmonton Partner: Direct: Mobile: Email: Don Beeken 780.423.1869 780.909.7766 Web