The document discusses the changing nature of leadership over time from an age of autocracy to the current "Age of Authenticity" where leadership is about inclusion, autonomy, and releasing potential. It notes that effective leadership now needs to be systemic and person-centered by leading with purpose, giving autonomy, building trust, and developing networks. However, transformational leadership is still a personal choice and studies show that only about 1 in 20 managers have real transformational leadership capabilities.

1. Cultivate
Talent
Cultivate Talent
Leadership Deck
Choosing to Lead
in the Age of Authenticity
© Cultivate 1 16 April, 2014 Talent 2014

2. Cultivate
Talent
© Cultivate 2 16 April, 2014 Talent 2014

3. Cultivate
Talent
Empowered employees
have given rise to a new era . . .
Age of autocracy
Move from agrarian
to industrial
economy.
Leadership about
positional power
and authority
Age of democracy
Post-war globalisation
and the birth of the
multinational.
Leadership about
traits and hierarchical
control
Age of the superhero
Consumer choice and
the rise of global
branding.
Leadership about
identity and charisma
Age of authenticity
The flat, lean consumer
economy and a workforce
with choice.
Leadership about
inclusion, autonomy, and
releasing potential
1900 1960 1990 2010
© Cultivate 3 16 April, 2014 Talent 2014

4. Cultivate
Talent
Leadership predicts culture, predicts results
Your employees touch the customer
Your leadership interacts with employees
Employees interact with
each other – ‘nodes’
Information
& feedback
in & out
Emergent culture
and behaviour =
customer results
Positive &
Negative
orientation
Leadership: how behaviour gets driven
© Cultivate 4 16 April, 2014 Talent 2014

5. Cultivate
Talent
Systems of leadership need reinvention
Top down, authoritarian Systemic, autonomising
Employees
• Policies drive activity
Employees
• Purpose and meaning drives activity
Leadership
• Control delivers compliance
Management
• Fixed structures become rigid
Leadership
• Delivers ‘freedom in a framework’
Management
• Balances change, innovation & resources
Processes
• Highly designed, non-discretionary
Processes
• Carry discretion and become adaptive
HR
• Measures what, not how
HR
• Drives culture by measuring what and how
© Cultivate 5 16 April, 2014 Talent 2014

6. Cultivate
Talent
But we are aiming at a moving, static target
Networks
Personal Traits
& Charisma
Technical
Function
Appointed
Authority
Values &
Beliefs
Competence
Leadership needs have
changed, but the
characteristics of great
leading have not.
Yet many CEOs still ask:
‘Where are all my leaders?’
It may come down
to something simpler…
© Cultivate 6 16 April, 2014 Talent 2014

7. Cultivate
Talent
Leading in business today
What CEOs ask for:
Transformational Ability
• Leadership of business transformation
and change
• Inspiration and motivation to achieve
employee engagement
• Innovation and ideas generation
• Development of new leaders
Transactional Ability
• Management of performance
• High technical competence
• Course correction & control
This is a performance development
agenda requiring engagement
What CEOs get 19/20 times:
Transformational Result
• No time to deal with change or
development of others – the ‘doing’
mentality
• Fear of standing out
• Inability to reconcile competing
agendas or break silos
Transactional Result:
• High technical competence
• Deeper complexity and process
• Driving stretch goals
• Compliance & control
This is a performance management
agenda only requiring authority
© Cultivate 7 16 April, 2014 Talent 2014

8. Cultivate
Talent
1 in 20 individuals make the choice to lead
• Research shows leadership
is a personal choice
• Occurs mostly in individuals
(not just managers) who
have thought deeply
about their personal values
and direction
• Is rarely rooted in technical
competence
• Is rarely driven by desire for
remuneration
1. The Choice
to Lead
2. Lead Myself
3. Leadership Skill
4. Lead Others
© Cultivate 8 16 April, 2014 Talent 2014

9. Cultivate
Talent
Implications
• In your business’ system, it is likely that only 1:20
appointed managers have transformational
leadership capability (some studies say 1:100)
– Change requires transformational leadership
– Sheep-dip leadership learning will only work on 1 in
20 individuals
• Development could be targeted at those with
appetite for leading. This might include
emergent and informal leaders as much as
traditional layers of managers
• This ratio does not transform at Executive level.
Incidence goes from 1:20 to 1:10. Therefore, on
average, only 1 person on your Board will have
transformational leadership capability
Do I want to lead?
© Cultivate 9 16 April, 2014 Talent 2014

10. Cultivate
Talent
Effective leadership now needs to be systemic
and person-centred
3. Build Trust
Individuals & teams need
inspirational, values driven,
relational leadership
4. Develop Networks
People do things with
people, not structures or
functions
1. Lead Purpose
Change is permanent;
meaning and
engagement get results
Age of
Authenticity
2. Give Autonomy
Your workforce is socially
networked, informed,
aspirational, and has choice
© Cultivate 10 16 April, 2014 Talent 2014

11. Cultivate
Talent
…with ‘freedom in a framework’
© Cultivate 11 16 April, 2014 Talent 2014

12. Cultivate
Talent
Areas of work in leadership
1. Design of
Learning
Frameworks
3. Bespoke
Leadership
Development
2.
Identification
of Leadership
Talent
Apply learning theory &
neuroscience to how your business
actually works; design contextually
driven learning architecture
4. Executive
Coaching &
Applied
Learning
Work with business need to identify
critical talent and leadership
readiness (including existing
appointed leaders)
Design ongoing interventions that
measure impact in the business and
effect of leadership change
Tailor development
need over time
to those selected
© Cultivate 12 16 April, 2014 Talent 2014

13. Cultivate
Talent
The leadership journey
1. The Choice to Lead = the decision to stand out
• Leading is difficult. Am I ready to put my head above the parapet?
• Am I committed to leading? Do I believe in myself enough to sustain it?
• Do I have something I want to do that requires leadership? What is it I serve?
2. Lead Myself = act on what I know to be true
• Build my self awareness; my purpose, values, beliefs, what I stand for, and impact on others
• Take care of myself; my humility, integrity, health, mindfulness, and resilience
• Build my knowledge and experience: learn
3. Leadership Skill = role model behaviour
• Be conscious: adapt situationally and contextually
• Work to get facts: make decisions that build discretionary effort and appreciation of individual value
• Relate: use emotional intelligence, empathy, and compassion
4. Lead Others = transformational impact
• Appreciate diversity and inclusion; use the strengths and potential of others
• Be forward looking: generate and share ideas and aspirations
• Relentlessly, and optimistically, pursue reality
© Cultivate 13 16 April, 2014 Talent 2014

14. Cultivate
Talent
Design Menu
Personal
Purpose
Self
Belief
Courage
1. The Choice to Lead
The decision to stand out
• Many leadership interventions
are based around first
developing self awareness
• This is to jump an important
stage: are the employees you
appoint willing to lead?
• Tools:
• Individual Assessment or
Assessment Centres
• Full Range Leadership 360
(transformational leadership
audit)
• Harthill Action Logics
(leadership readiness audit)
• Interviewing and shadowing
• Purpose and courage toolset
© Cultivate 14 16 April, 2014 Talent 2014

15. Cultivate
Talent
Design Menu
2. Lead Myself
Act on what I know to be true • In studies only 30-40% of
Self
Awareness
Values &
Beliefs
Self Care
leadership programme
attendees have heard the
term ‘self leadership’
• Introspection and feedback
from others generally viewed
with suspicion or fear
• Perception of irrelevancy of
organsiational values vs.
personal values
• Tools:
• Hogan Personality Inventory
(values, shadow, & job fit)
• Strengths Deployment
Inventory (Motivational Value
System)
• Mindfulness & resilience
practice
• Values discovery
© Cultivate 15 16 April, 2014 Talent 2014

16. Cultivate
Talent
Design Menu
Situational
Leadership
Decision
Making
Building
Discretionary
Effort
3. Leadership Skill
Role Model behaviour
• Focus on Transformational
Leadership behaviours to foster
employee engagement and
discretionary effort
• Develop ability to adapt
leadership style to context
and/or person
• Develop decision making
ability based on increase in
knowledge
• Tools:
• AMP Method
• Situational Leadership Model
• Emotional Intelligence
package
• Coaching package
• Decision making method
© Cultivate 16 16 April, 2014 Talent 2014

17. Cultivate
Talent
Design Menu
Diversity
and
Inclusion
Influence
and Impact
Ideas and
Innovation
4. Lead Others
Transformational impact
• Encourage leadership activity,
not more things to do
• Translation of theory into
applied areas where results
can be measured
• Based on empowerment
techniques, not control
• Tools:
• D&I awareness & practice
• Influencing styles
• Creativity and innovation
package
• Applied learning projects
© Cultivate 17 16 April, 2014 Talent 2014