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The Challenge of Walking & Chewing Gum!

The Challenge of Walking & Chewing Gum!. Professor Emeritus Roger Collins. PURPOSE. To introduce some ideas and tools, that enable better conversations, that enable better decisions and actions, that ensure better outcomes for your students, yourselves and Sydney Institute. AGENDA.

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The Challenge of Walking & Chewing Gum!

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  1. The Challenge of Walking & Chewing Gum! Professor Emeritus Roger Collins

  2. PURPOSE • To introduce some ideas and tools, that • enable better conversations, that • enable better decisions and actions, that • ensure better outcomes for your students, yourselves and Sydney Institute

  3. AGENDA • A way of seeing is a way of not seeing ! • Great leadership can make a great difference. • So what can we do for our people? * • Change begins with me! * * Takeaways !

  4. Mindset a way of seeing what we pay attention to, how we interpret and thinking how we make decisions and solve problems

  5. Change over Our last decade+ Y2k Dotcom Meltdown 9/11 Climate change Problematic regional conflicts and now the GFC and its aftermath

  6. 1. CHANGE: CYCLES OR TRENDS ? Cycle: When the tide goes out ! correction and destruction

  7. Cycle: correction and destruction Buffett Trend: creation, reinvention Analogy: Newtonian physics

  8. 2. CHANGE Threat: caution, prudence, risk management Opportunity: Boldness, imagination, bias for action

  9. 3. Need for a clearer distinction between:OPERATIONALand STRATEGICManagement & Leadership

  10. 1. PERCEPTION Two characteristics of a strategic mindset How we see things and how we gather information

  11. Ability to move Across time horizons

  12. Sustained high performance Horizon 3 Horizon 2 Horizon 1 Create viable options Build emerging businesses Extend and defend core businesses Time Source: Baghai: The Alchemy of Growth (1999) 12

  13. THE CHALLENGE OF WALKING & CHEWING GUM 10 1 ORGANISATIONAL RENEWAL PERFORMANCE MANAGEMENT Adaptive leadership Divergent, associative thinking Discontinuity Technical leadership & management Convergent, linear thinking Continuity

  14. Compete&Collaborate

  15. pioneer phase • client focus • Leadership • 5.The connected cellular firm • Networks • informal linkages • cross silo teams • collaborationcoordinationintegration • devolution – SBUs • segmentation: services,products, markets, clients • practice areas • silos • long table sustaining your success • formalisation • controls • systems, discipline • values high low complexity of your organisation

  16. So what does all this mean for me,my people, and the Institute?

  17. E A G F I D B C Walking & Chewing Gum (Charles Handy) H I

  18. 1. THE CRITICAL DISTINCTION BETWEEN LEADERSHIP AND MANAGEMENT Analogy: Depression 18

  19. THE DISTINCTION BETWEEN MANAGEMENT & LEADERSHIP EFFECTIVE LEADERSHIP OUTSTANDING PERFORMANCE THE VOLUNTEER ZONE SATISFACTORY PERFORMANCE THE COMPLIANCE ZONE UNSATISFACTORY PERFORMANCE EFFECTIVE MANAGEMENT 19

  20. HOW MANAGERS AND LEADERS EXERCISEINFLUENCE 10 1 MANAGEMENT LEADERSHIP Structural role influence: job descriptions, policies procedures, rewards, feedback. A quasi legal, business ,financial contract Personal behavioral influence words, pictures, conversations, inspiration, engagement, care, Futures. A quasi psychological, interpersonal contract

  21. Broad consensus CULTURE TOOLS LEADERSHIP TOOLS Vision Role modeling Leader communication Roadshows Leadership development Values Stories Folklore Rituals Participation AGREEMENT ON OBJECTIVES Financial incentives Planning ( S & Op ) SOPs, policies Training Measurement systems Management development Coercion Control systems Hiring & firing Negotiation POWER TOOLS MANAGEMENT TOOLS No consensus AGREEMENT ON MEANS, CAUSE & EFFECT No consensus Broad consensus

  22. THREE LEVELS OF LEADERSHIP • 1. EXECUTIVE, CORPORATE LEADERSHIP 2. LOCAL / DIRECT LEADERSHIP 3 SELF LEADERSHIP 22

  23. The rising importance of “distributed leadership”

  24. So when is the Round Table critical to organisational performance? • Brand and reputation • Integration, cross referral, seamlessness • Synergies: eg $$ and KT • Freedom within a framework: defining “tight” and “ loose” • In pluralist, service and geographically dispersed organisations • Corporate transformation

  25. LEVEL TWO LEVEL ONE LEVEL THREE FOCUS TEAMS: PERFORMANCE MANAGEMENT CAPABILITIES TEAMS: ORGANISATIONAL RENEWAL CAPABILITIES INDIVIDUAL: COMPETENCIES VALUE PROPO- SITION ENHANCE CURRENT PERFORMANCE AND/OR DEVELOP POTENTIAL ENHANCE PERFORMANCE OF YOUR EXISTING BUSINESS MODEL ENSURE EFFECTIVE AND TIMELY ORGANISATIONAL RENEWAL

  26. So what can we do to enable our people to come with us? Develop resilience …. Assist some to reinvent themselves…

  27. WELLBEING 27 A STATE OF MIND IN WHICH WE THINK AND FEEL THAT WE: HAVE CONTROL OVER OUR OWN DESTINY, HAVE FREQUENT POSITIVE EXPERIENCES,AND HAVE THE ABILITY TO CONTROL THE IMPACT OF NEGATIVE EVENTS AND OUTCOMES

  28. THE PSYCHOLOGICAL CONTRACT& THE VIRTUOUS CYCLE HIGH ENGAGEMENT + WELLBEING THE VIRTUOUS CIRCLE GREAT LEADERSHIP HIGH PERFORMANCE REWARDS, RECOGNITION & DEVELOPMENT 28

  29. WHAT DEVELOPS ENGAGEMENT + WELLBEING ? • PLEASURE: feeling good is better than just being OK! • Pay, peers, fun, physical conditions, back rubs

  30. WHAT DEVELOPS ENGAGEMENT + WELLBEING ? PLEASURE: feeling good is better than just being OK! Pay, peers, fun, physical conditions, back rubs The problem: hedonic adaption EXPERIENCES THAT LEAD TO HUMAN FLOURISHING : utilising strengths and achieving flow 3MEANING identifying with and contributing to something higher than, beyond ourselves: the shift from success to significance

  31. So what are the special benefits of well-being? • Well-being brings reciprocal benefits which make it more sustainable than engagement, • Flow, reservoirs for resilience • Physical and mental health • Life expectancy • Stronger self efficacy: self directedness and proactivity, and • Cognitive functioning

  32. FIVE STEPS TO WELLBEING Research from the Foresight Mental Capital and Wellbeing Project.

  33. CONNECT ! Connect with family, friends, colleagues, neighbours. At home, work, school or your local community. Think of these as the cornerstones of your life and invest time in developing them. Building these connections will support and enrich your every day.

  34. KEEP LEARNING … Try something new. Rediscover an old interest. Sign up for that course. Take on a different responsibility at work. Fix a bike. Learn a new language or to play an instrument or or how to cook different food. Set a challenge that you will enjoy achieving. Learning new things will make you more confident . It will refresh your brain and create challenge, uncertainty and fun.

  35. BE ACTIVE … Go for a walk or a run. Step outside. Cycle. Play a game. Garden. Dance. Exercise makes you feel good. Most importantly, discover an activity that fits your lifestyle. Level of mobility and fitness. Activity refreshes and energises both body and mind

  36. TAKE NOTICE … Be curious. Catch sight of the beautiful. Remark on the unusual. Notice the changing seasons. Savour the moment whether you are walking to work, eating lunch or talking to friends. Take notice of the world around you and what you are feeling. Reflecting on your experiences will help you appreciate what really matters to you.

  37. GIVE…. Surprise or do something well meaning for a friend or stranger. Thank someone. Smile. Volunteer your time. Think about and act on the needs of others. These acts enable you to move from success to significance. They provide positive, higher level experiences that build resilience and worthiness.

  38. E A G F I D B C Occupational / Professional Reinvention H I

  39. SUCCESSFUL TRANSITIONSREQUIRE : • ENDINGS • A NEUTRAL ZONE : LIMINALITY • BEGINNINGS

  40. Finally….. CHANGE BEGINS WITH ME ! 2 things that you can start with next Monday

  41. Level of Team Performance Low Medium High 1:1 0.7:1 0.1:1 0.3:1 1:1 3:1 Ratio of Inquiry/advocacy Positivity/Negativity  3to 1 ratio of encouragement & support to disapproval & sarcasm Same ratio found for successful relationships Model suggests an upper limit of positivity  

  42. The power and impact of gratitude !

  43. “The future is not a place to which we are going. It is a place we are creating. The paths to the future are not found but made and the activity of making them changes both the maker and the destination.” Martha Cleary

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