LEADERSHIP IN THE 21 ST CENTURY

1. LEADERSHIP IN THE 21ST CENTURY

2. What is leadership?

3. The Leadership Pipeline Senior Leader General Manager Functional Manager 1st Time Manager Individual Contributor

4. The leadership continuum Leading Government Business Civic Society Leading Business Leading A Team Leading Self

5. Four way view of personal leadership Work Home Community Self Source: Total Leadership, Stewart Friedman

6. Four way view of personal leadership CUSTOMERS LEADER MUST MANAGE INTERNAL STAKEHOLDERS SELF EXTERNAL STAKEHOLDERS Source: Thomas DeLong

7. Aspects of leading an organization VISION COMMUNICATION ENROLMENT AUTHENTICITY COMMITMENT INTEGRITY Source: The Handbook of Leadership

8. Leadership behaviors Leader acts as… • Consistent leadership behaviors • Independent • Autonomous • Act with limited information • Directive • Motivator • Orderly • In charge • Aggressive • Nurturing • Connecting • Helping • Collaborate • Build support • Creative • Complex • Improvisational • Observant • Creative • Integrative Leaders known for… Inward orientation without regard to external world Cowboy Ability to compete to win or beat competition Coach Desire to control or dominate company or industry Military Officer Desire to build relationships in the community Parent Ability to create equilibrium among competing forces Part of Nature Musician Ability to achieve harmony and balance Artist Ability to create patterns, innovate, form relationships Source: Ulrich & Smallwood, Leadership Brand, 2007

9. Not quite a balanced leader… Achieving Balance?

10. A galaxy of stars The sum total of the minds in the group, organized and directed to a definite end, in a spirit of harmonious cooperation is the power that got my success for me. • Henry Ford

11. The integrated leader impacts the total environment

12. A PERSPECTIVE ON INDIA

13. The Indian Leadership Crucible • Velocity of growth • Scale and volume of operation • Entrepreneurial, Can-do • Service at your doorstep – customer centricity • Business ideas at the nexus of business-society-government • Hierarchical, but changing AND • New “sunrise” sectors • Younger managers handling greater responsibility • Stretch versus break

14. The talent gap in India Global business understanding Driving P&L, aggressive execution Lead change, manage complexity Bring the best out in people Advocacy versus autocracy Grow with business, grow fast No time to invest in development Need for greater polish and structure And learn soft business power Operations to people Barely employable High degree of in-house training Churn

15. There is no “right” way… There is only “right” performance! “Diversity of India means there is no one behavior that is important, its not as marginal as a US operation might be…” “I love being with people, working with people and that makes for work being fun, that you want to be in an environment with like minded bright people who can give you food for thought, can challenge and that becomes a motivator in itself because it keeps pushing you to get on.” “What I bring about is the can-do attitude, which I use effectively to galvanize people around a strategy and an action following that strategy” “What works in South Africa doesn’t work in India, what works in India doesn’t work in Latin America so I think that ability to see the differences in people and how to use those differences to even greater advantage” Star Women Project, 2009

16. Identifying the right leader

17. Behaviors and Traits beyond the CV Integrity Authenticity Commitment avoid conflict Coaching flexible Narcissism consistency Isolation From reality Power Dominance Create cooperation Abrasive paranoia Decision-making hypomania Leading change Create teams Ability to structure Generational envy Model for team Micro management Ability to motivate Assertive Diagnosing situations Committed to action

18. It’s a match… Company Lifecycle Company Culture Family Business or not Context of role Within company

19. Leadership in family business Ownership Continuum of Company lifecycle, Ownership status (first generation or subsequent), Delegated authority and hence “fit” leadership style Board of Directors Business Family Source: John Davis on Family Business

20. What after the leader is placed? • Chasing Stars • The Myth of Talent and the Portability of Performance, Boris Groysberg, 2010 • Misalignment in… • Organizational goal and CEO vision • Organizational culture to empower (or not) • Ability to coalesce a team • Networks and colleagues • Possibilities • Wrong person • Right person in wrong role • Right person in wrong organization • Right person in right role in right organization

21. Can leadership be taught?

22. Unlearning to learn again General Manager Senior Leader Functional Manager Current processes, structures And ways of thinking Innovation Understanding cross-business And society-governance linkages Creating and enabling Vision and Organizational structure Communicating and negotiating with all stakeholders Creating and managing co-dependence Unlearn Specialization Meta level understanding Of linkages across sectors and functions Greater degree of independence And interdependence Conflict resolution Learn New Competencies Learn New Behaviors

23. Perception of an “alpha” leader Warm Cold Source: Amy Cuddy, 2009 Competent Incompetent Understanding oneself and others, verbal and non-verbal cues are essential in managing the team or executing change or negotiating or resolving conflicts