1 / 52

Leaderful Moments

Leaderful Moments. Dr Katalin Illes Workshop at the British Academy of Management Conference, Brighton, 2009. Overview What is a “leaderful moment”? Wood and Ladkin’s work Jyske Bank overview Case study Discussion.

robynr
Download Presentation

Leaderful Moments

An Image/Link below is provided (as is) to download presentation Download Policy: Content on the Website is provided to you AS IS for your information and personal use and may not be sold / licensed / shared on other websites without getting consent from its author. Content is provided to you AS IS for your information and personal use only. Download presentation by click this link. While downloading, if for some reason you are not able to download a presentation, the publisher may have deleted the file from their server. During download, if you can't get a presentation, the file might be deleted by the publisher.

E N D

Presentation Transcript

  1. Leaderful Moments Dr Katalin Illes Workshop at the British Academy of Management Conference, Brighton, 2009

  2. Overview What is a “leaderful moment”? Wood and Ladkin’s work Jyske Bank overview Case study Discussion

  3. Leaderful moments are continuous interactions and penetrations of the past and the present where something new is emerging and becoming. Leaderful moments are not the already existing representations of past images.

  4. Martin Wood and Donna Ladkin (2008) The Event is the Thing: Brief Encounters with the Leaderful Moment In Kim Turnbull James ed. Leadership Perspectives

  5. Process Philosophy Heraclitus – philosophy of evolution “Becoming” – All in Flux” Whitehead – the importance of interconnectedness

  6. “Life and society are conceived as a process of creative advances in which many past events are integrated in the events of the present, and in turn are taken up by future events – just as people living in Europe are affected by particles released from Chernobyl, so too do business practices in Japan affect the global community.” (Wood, M. 2005)

  7. Concrete things –for example leaders, followers, and organizations – are surface effects. They are simple appearances we employ to give substantiality to our experience, but under whose supposed ‘naturalness’ the fundamentally processual nature of the real is neglected. By making the abstraction we reduce complexity and cut the underlying connectedness of all things. (Wood, 2005)

  8. “Perception involves an appreciation of both the up-close appreciation of a particular moment AND a larger awareness of the maelstrom from which it momentarily emerges” (Wood and Ladkin, 2008) Reality is the change process itself.

  9. Wood and Ladkin’s research question: How attentiveness to aspects of context that contribute to leaderful moment can be developed? Methodology Using photography to explore the perceptual world of individuals. Participants take photos and reflect on the events.

  10. Key themes from the research • Photography de-centralised a preoccupation with the ‘leader’. • Limitations of the photographic method highlighted further process aspects of leadership. • Engaging in the project affected collaborators’ perspective of leadership.

  11. Jyske Bank – Case study Semi-structured interviews “Special moments of leadership” The impact such moments can make on organisational culture.

  12. Established 1967 in a merger of four banks in the mid-Jutland area, Second-largest, independent bank in Denmark, 3.950 employees, 514.000 customers, 250.000 shareholders, 118 domestic branches, Subsidiary banks in Switzerland and Gibraltar, branches in Hamburg (Germany), Cannes (France) and Weert (Netherlands) A full range of financial solutions to private customers and to small and medium-sized enterprises, Profile…

  13. What is value-based leadershipin Jyske Bank? • In everyday operations you have to think for yourself and decide case by case – with the values of the bank in mind. That is what we call valuebased leadership. Letter from the board to all employees, 25.09.1996

  14. Our foundation– a common frame of reference…

  15. The principle of balance… • Jyske Bank is an independent bank as well as being the parent company of the Jyske Bank Group with is registrered office in Silkeborg. • Our core values are carved in stone. They are common to us all and govern the way we behave towards each other and towards others. • In the eyes of both customers and employees, our values are what make us special. Shareholders Customers Employees The relationsship between shareholders, customers and employees is characterised by interdepence and equity

  16. Values… • Jyske Bank is undisputedly an independent bank as well as being the parent company of the Jyske Bank Group with is registrered office in Silkeborg. • The core values are carved in stone. They are common to us all and govern the way we behave towards each other and towards others. • In the eyes of both customers and employees, our values are what make us special.

  17. Our values… • Common sense ”With both feet placed firmly on the ground, we think before we act” • Open and honest ”We are open and honest in word and action” • Different and unpretentious ”We think and act differently and are generally unpretentious” • Genuine interest and equal respect ”We demonstrate insight and respect for other people” • Efficient and persevering ”We work consistently and with determination to reach our goals”

  18. Welcometo a different bank

  19. Bank Library Shop A mix of three environments…

  20. The welcome area Advisers' area The market place Conference rooms Four "stages”… v

  21. The customers' experience is enhanced… • Learning • Individualisation • Inspiration • Humour and unpretentiousness • become a bit wiser • work with your own figures • feel like realising your dreams - get a good laugh and relax

  22. Pre-1996 interior design In 1996 they chose to abandon thetraditional office environment…. "The employees' office - not the customers' platform"

  23. Interior design 1996 - 2006 Open plan environment 80% of the area for the customers before 20% of the area for the customers Cafe Team desks Pleasant conference rooms Let's see where they are heading.....

  24. The welcome area… Screens in the window displays - and "hands-on" doorknobs A different poster stand

  25. Products are strengthened - physically and virtually…

  26. Why physically - in packages? • In order to: • make them visible • make them easierto understand • make them inspiring • give experiences • offer customers the opportunity to take the product home

  27. Products alsoon the Netbank site – the virtual part New product zone Inspiration Information - always at the tip of your fingers

  28. The market place… AskBar:Your host is ready to help you Ask any question - and have most of them answered

  29. The market place… Theme Island displaying current offers Supportedby screen messages

  30. The market place… • CoffeeBar: • Enjoy a cup of- coffee- tea- cappuccino - latte - chocolate • Enjoy!

  31. The market place… The Oasis:Take a seat and get inspired Study product packages or find inspiration from magazines and books

  32. The market place… • MoneyBar:Cards or cash? • no beating around the bush

  33. The market place/the advisers' area… TryBar: The virtual fitting room where you 'try on' packages Use the scanner and watch a video about the product.

  34. The advisers' area… Go directly to your adviser or account manager at the round table Have brief meetings and make minor decisions here

  35. Different conference rooms… ”Børsen” (the Stock Exchange)

  36. Different conference rooms… "Inspirationen" (Inspiration)

  37. Different conference rooms… ”Rejsen” (the journey)

  38. Communication… • Digital video images in many ways • The aim is: • better exposure of products • useful and open information for customers • a friendly atmosphere

  39. Communication… An integrated customer experience is created by interior design, products, employee behaviour and the content shown on the screens come together in a way not previously seen in a bank or anywhere else…

  40. Case Study • What are the lessons of the case? • How can we do research in a process mode? • What are the methodological challenges of working with the “Leaderful Moment” method? • How could we research the process in order to deepen our understanding of leading and following?

  41. New forms of communication…

  42. Spreading the news… • Live TV • Internal news programmes • Daily briefings from Jyske Markets Trading & Investment to the advisers • Ad hoc news • Video-on-demand integrated in the Intranet • Archive for live TV spots - they can be viewed later • Product presentations • Internal use: introduction of new systems • Etc. - only your imagination is the limit • jyskebank.tv

  43. Why Value Based Leadership… • A wide and stable framework, • Ethics and personal responsibility, • It is motivating, • Situational approach to clients, • Abolish bureaucracy,

  44. Value Based Leadership… • Began in 1990 • Proactive approach, • Rules were replaced, • De-centralized and flat organisation, • Focus area in 2002 • Shared frame of reference, • Myths and misunderstandings, • Fundamentals • Leadership is universal, • Good leadership makes the difference, • Leadership is a profession, • Leadership is dynamic, • Leadership contains both tasks and processes,

  45. Transformation of the bank • From • Bureaucracy • Centralized control • Campaign marketing (nationwide) • Standard products • Traditional branches • Hierarchy • Fixed policies and rules • To • Two-/single tier decisions • Local authority • Personally and locally based marketing • Taylor-made solutions • Shop-like interior • Flexible teams • Common values and goals

  46. Structure Values and relations Structure Values and relations Leadership and/or management? • Equilibrium? even pure network organizations need structure and control!

  47. The system theory… The strategic focus area The technological focus area OUTPUT of products and services INPUT of human, financial, material and information ressources Leadership system The social focus area The organisational focus area

  48. Value Based Leadership… • Possibility of evaluating • Financial results, • Leadership system, • Leadership behaviour, • The right efforts generate value!

  49. Standard ISO 9004 System theory Leadership system Quality behaviour Leadership behaviour Illustrating the thoughts of evaluating leadership… Quality Management Management Quality Is the leadership system ideal for the branch? ISO-9000 auditing Quality Man. System Is the leadership system reflected in the everyday life of the branch? Aim: An improving dialogue…

More Related