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Revisioning Leadership and the Organization

Revisioning Leadership and the Organization. It Is About People-driven Performance. Naïve Engagement and Directionless Enthusiasm. Sustainable High Performance Leadership Practices & Culture. PEOPLE MATTER Transformational People Purpose Participation Passion. Roadmap to

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Revisioning Leadership and the Organization

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  1. Revisioning Leadership and the Organization

  2. It Is About People-driven Performance Naïve Engagement and Directionless Enthusiasm Sustainable High Performance Leadership Practices & Culture PEOPLE MATTER Transformational People Purpose Participation Passion Roadmap to Bankruptcy Operational Obsession and Unsustainable Delivery RESULTS ARE NON-NEGOTIABLE Transactional Performance – Persistence - Pressure – Profits

  3. Firms of Endearment 1200 We need to build organizations that are as human as the people who work in them 1000 LOVE of all Stakeholders = Sustained Competitiveness 800 600 400 200 3 Years performance 5 Years performance 10 Years performance Firms of Endearment Collins: Good to Great Companies Firms of Endearment: How World-Class Companies Profit from Passion and Purpose Rajendra S. SisodiaDavid B. Wolfe , Jagdish N. Sheth S&P 500

  4. It Is About People-driven Performance PEOPLE MATTER Transformational People Purpose- Participation Passion RESULTS ARE NON-NEGOTIABLE Transactional Performance – Persistence - Pressure – Profits

  5. The Traditional Hierarchy The ONLY way to maintain the traditional hierarchy is through the continuous exertion of adequate coercion and authoritarianism.

  6. The Impact of the Traditional Hierarchy CEO

  7. The changing requirements for success Modified: Lombardo & Eichinger Importance Leadership & Interpersonal Skills Managerial Skills Technical Skills Operational Administrative Professional Management Executive 2 3 4 5 1 8

  8. Bands of Meaningful Work Importance Leadership & Interpersonal Skills 1 2 3 4 5 5+ Managerial Skills Technical Skills Operational Administrative Professional Management Executive 2 3 4 5 1 9

  9. Impact of Compression Importance Leadership & Interpersonal Skills Potential Vacuum Managerial Skills Technical Skills Operational Administrative Professional Management Executive 2 3 4 5 1 10

  10. Reality of Organisational Life: 3-D Living Webs of Leadership 11

  11. Celebrate the Genius Within Catch people doing things right

  12. Personal Development A challenge of attitude and self-belief You are now the very best leader you can be for now. Living this belief creates the energy and courage to meet the ongoing challenge of personal growth. Your own growth and success will rely largely on your ability to continuously leverage off your strengths and use it as the springboard for your next phase of personal growth.

  13. Build in diversity Invite dissent

  14. Get the entire system into the room Build integrated value streams

  15. Build leadership webs rooted in collaboration and influence

  16. CEO Group COO Retail Bank Originators Company Secretary Motor Dealers Compliance GSPR Group Marketing Internal Audit RAJ CBDB Group IT CMB IGJ MO Group HR Investors Risk Group Schemes Insurarance Fiduciary Sourcing Finance Analysts Investments Card Offshore MME Employees Brokers Procurement Independent Brokers Business & Change Development Retail Delivery Reinsurers Private Bank Suppliers Pension Fund JVs Africa Media Regulators Contact Centers SAIA LOA Group Customer Experience Customer FSB Wealth Community Consumers New EU PF

  17. Leaders are not born, they are developed Having the courage to drive ongoing renewal and innovation Securing the wellbeing of all stakeholders for generations to come Stewardship Entrepreneurship Exercising constructive power and influence with conscious intent . Leadership

  18. The Practice of Developing Personal Authentic Leadership • Continuously propose better or new ways to do things. • Be creative without being asked to do it. • Create new ways of adding value to all parts of the entire system. • Energise people you interact with. • Contribute to enhancing their contributions. • Build win-win relationships - especially with those outside your direct areas of control. Stewardship Entrepreneurship • Exercise your power and influence in a constructive manner. • Don’t wait for instructions or present problems - offer solutions and get things done. • Work across boundaries to ensure things get done – especially where you have no direct authority. Leadership

  19. Christo Nel c.nel@nyenrode.nl

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