Level Three Leadership[三级领导](PPT109)

1、level three leadership1jim clawsondarden graduate school of businessuniversity of virginiawhat are the biggest challenges you face today?2 james g. clawsonlevels of challenges & leading3societalorganizationalwork groupindividual james g. clawson1.they try to answer questions or solve problems they f

2、ind interesting, intriguing, important, or beautiful;2.they can try, fail, receive feedback, and try again before anyone makes a judgment of their work;3. they can work collaboratively with other learners struggling with the same problems;4.they face repeated challenges to their existing fundamental

3、 paradigms;5.they care that their existing paradigms do not work;6.they can get support (emotional, physical, and intellectual) when they need it;7. they feel in control of their own learning, not manipulated;8.they believe that their work will be considered fairly and honestly;9.they believe that t

4、heir work will matter;10.they believe that intelligence and abilities are expandable, that if they work hard, they will get better at it;11.they believe other people have faith in their ability to learn;12.they believe that they can learn.source: the research academy for university learning at montc

5、lair state university montclair, new jerseypeople learn best and most deeply when developed by james clawson4leadershipleadership means 5leadingstrategicchange james g. clawsonkey leadership initiativeskey leadership initiativesstrategyorgani-zationothersrelationshipsleaderstrategic thinkingdevelopi

6、ng influencedesigningorganizationsmanaging changecreating quality hr bonds6 james g. clawsonkey leadership questionskey leadership questionsstrategy(priorities)organi-zation(design)others(employees)leader(traits)strategic thinkingdeveloping influencedesigningorganizations2. whats your“story?”3. can

7、you“sell” your story?4. does yourorganizationhelp or hinder?5. can you lead changeto keep up?1. who areyou?7 james g. clawson8resultsbalanced scorecardfinancialcustomeroperationslearning & growthelements in effective leadership: who are you? creating self awarenessorganizationtaskothersselfenvironme

8、nt james g. clawsondoes experience lead to does experience lead to wisdom?wisdom?“most people do not accumulate a body of experience. most people go through life under-going a series of happenings which pass through their systems undigested. happenings become experiences when they are digested, when

9、 they are reflected on, related to general patterns, and synthesized.” saul alinsky, rules for radicals, quoted by henry mintzberg in “the five minds of a manager” hbr 11/0391. 1. visible behavior2. 2. conscious thought3. 3. vabes (values, assumptions, beliefs, and expectations)habitual?75%85%95+%10

10、10 james g. clawsonleadership is not about title.whats your whats your (habitual) point (habitual) point of of view?view?leaders point of view?povthings they sayfollowers point of view?bureaucratic point of view?your point of view doesnt depend on your title11 james g. clawsonthe leadership point of

11、 view1.do you see what needs to be done?2.do you understand all of the forces at play?3.do you have the courage to act to make things better?12 james g. clawsonthe formative years the formative years transcender?k, l, a newbornvabesmemesgeneschoice theory (glasser)1. ikwrfy2. iharttywrfy3. ihartpyiy

12、ddwrfylocus of controlexinkey questions1.when im cold2.when im hungry3.when im wet4.when im alone and afraidtwo key legaciesgeneration to generationgenesgenesaddadhdbpdocdetc.13 james g. clawsonthe number one question in the number one question in lifelifewill you ever be anything more than a vessel

13、 transmitting the genes and memes (vabes) of previous generations on to the next?when youre no longer a when youre no longer a defenseless child, will defenseless child, will you become a transcenderyou become a transcender? 14 james g. clawsonvabe based behavior: vabe based behavior: the missing va

14、riablel3: vabeseventsl1: behaviorl2: conclusionsfeelings15 james g. clawsonseenot seebeware your blind spots! beware your blind spots! enhancing self awarenessenhancing self awarenessseenot seeprivate16 james g. clawsona personal developmental balance wheelphysicalintellectualspiritualemotionalprofe

15、ssionalfinancialmaterialpoliticalfamilialmaritalparentalsocial046810217 james g. clawsonworldclassa personal developmental balance wheelphysicalintellectualspiritualemotionalprofessionalfinancialmaterialpoliticalfamilialmaritalparentalsocial046810218 james g. clawsona personal developmental balance

16、wheelphysicalintellectualspiritualemotionalprofessionalfinancialmaterialpoliticalfamilialmaritalparentalsocial046810219 james g. clawsonthe dangerous “outside-in” the dangerous “outside-in” nature of corporate goals.nature of corporate goals.assertivenessoutsideinside0%100%50%fear ofrejection20 jame

17、s g. clawsonsummer 200921are you leading your own life or living outside-in?21 james g. clawsonis leading self about managing time?22 james g. clawsonleadership is about managing energyenergy, first in yourself and then in others.23 james g. clawsonwhat happens when one crosses the what happens when

18、 one crosses the divide between choice and obligation?divide between choice and obligation?choiceobligationenergy?productivity?creativity?innovationengagement?commitment?buy-in?24 james g. clawsonthe obligatory commute 25 james g. clawsonmanaging energyenergizers drainers 26 james g. clawsonhow do y

19、ou to feel?27 james g. clawsonflowflowvtime warps (slow or fast)vlose sense of selfvintense focusvperform at highest levelvseems effortless (flow)vinternally satisfyingvregain larger sense of selfadapted from flow by mihalyi csikszentmihalyi28 james g. clawsondoes how you feelfeel affect your perfor

20、mance?how many times have you been asked by supervision at work how you want to feel? how do you want to feel?the pervasive management assumption:pwd wthtd rohtfthis is a formula for mediocrity.29 james g. clawsonnewburgs career samplesnewburgs career samplesvworld class athletesvtouring musiciansvh

21、eart surgeonsvextraordinary executivesvwarriors/naval aviators550 world class performers550 world class performers30 james g. clawsonthe resonance modelthe resonance modelrevisit your dreamdreamobstaclesprepar-ationdoug newburg, phd31 james g. clawsonexamples of examples of feelfeel veasy speed (jef

22、f rouse)vplaying to win at the highest level (dawn staley)vout of my chestvbeing at one with my surroundingsvpeaceful, satisfied, alivevbuoyant, connected masteryvlight, unhurried, and engaged.32 james g. clawsonfocusing on feel to performfocusing on feel to performdave scottdave scott 49, six-time

23、ironman hawaii champion49, six-time ironman hawaii champion“during a race, i never wear a wristwatch, and my bike doesnt have a speedometer. theyre distractions. all i work on is finding a rhythm that feels strong and sticking to it.” outside, 9/03, p. 12233 james g. clawsonbe careful of the “achiev

24、ement orientation”energyenergyother dangers of the achievement orientation:1. winning at any cost2. making the numbers is #13. emerging hollowness4. character and ethical implications34 james g. clawson“i stopped loving golf at exactly the time i decided to turn pro.” - tom weiskopf , golf, july 200

25、4, p. 133people pay me a lot of money to go away from my family, stay in cheap motels, ride on the bus all night, and eat rubber chicken. but when the curtain goes up and the light on the camera goes on, that i do for free.- grammy winning musician35 james g. clawsontypical reaction to obstacles:get

26、ting stuck in the “duty” cycledreamdreams sobstaclesobstacless spreparatipreparationon36 james g. clawsonwhat is “success?”what is “success?”money?fame?power?“afterward, you want to do it again.”37 james g. clawsonrevisit your dreamdreamobligationpreparation/work38 james g. clawsonresonance is a que

27、stion of resonance is a question of harmony between inside and harmony between inside and outsideoutside“i think that what were seeking is an experience of being alive, so that our life experiences on the purely physical plane will have resonance with our innermost being and reality, so that we actu

28、ally feel the rapture of being alive.”- joseph campbell, the power of myth, 198839 james g. clawsonexcellence is attained by those who care more than others think is wise, who risk more than others think is safe, who dream more than others think is practical.“bud greenspanthe pursuit of excellence40

29、 james g. clawsonfive key questionsfive key questions1. how do i wantto feel today?2. what does it take to get that feeling?3. what keeps me from that feeling?4. how can iget it back?resonance5. what are you willing to work for?41 james g. clawsonthe purpose of lifethe purpose of lifevfind your reso

30、nancevinvest in your resonancevenjoy your resonancevhelp others find their resonance42 james g. clawsonif you want more on the feel performance relationship 43 james g. clawson44resultsbalanced scorecardfinancialcustomeroperationslearning & growthelements in effective leadership: strategic thinking,

31、 creating your storyorganizationothersselfenvironmenttask james g. clawsondefining growth trajectoriesneedscustomersexistingnewexistingnewcharan and tichyabcd45 james g. clawsonpush pastresponsequantum leap$xbglobalyour shareporters five forces model46industrycompetitorssubstitutesbuyerssuppliersnew

32、 entrants james g. clawsonrawmaterialstransportprocessinggeneral value chain47formingassemblydistributionsalesservicewhats your value chain?what are the margins in each link?where are your competitive strengths?where is your strategic intent? james g. clawsonbalanced scorecardprofitability (finances

33、)customer satisfaction (marketing)core capabilities to deliver satisfaction (operations)intangible assets to build capabilities (hc, sc, oc)48 james g. clawsonthe balanced scorecard frameworkfinancial perspectivefinancial perspectiveproductivityrevenue growthlong termshareholdervaluecustomer perspec

34、tivecustomer perspectivepricequalitytimefunctionpartnershipbrandimagerelationshipproduct/service attributesinternal process perspectiveinternal process perspectivemanageoperationsmanagecustomersmanage regulatory & social processesmanage innovationadapted from strategy maps, kaplan & norton, hbsp, 20

35、04learning and growth perspectivelearning and growth perspectivehuman human capitalcapitalsocialsocialcapitalcapitalorganization organization and it and it capitalcapital+49 james g. clawsonproblems: problems: the source of changethe source of change“the starting point of any effective change effort

36、 is a clearly defined business problem.” beer, eisenstadt, spectorwhy change programs dont produce change. hbrwhat problems do you see?what kind of problem is strong enough to motivate you to initiate change?50 james g. clawsonthe structure of problems:the structure of problems:want-got gapswant-got

37、 gaps2. want3. got1. stakeholdergap?gap?51 james g. clawsonthe problem with the problem with problem solving: oscillationproblem solving: oscillationrecognizing the problem leads to action to solve the problem leads to less intensity of the problem leads to less action to solve the problem leads to

38、the problem remainingfalse sense of securityfalse sense of security: you know just what you are supposed to do: find and solve problems. if you didnt have problems, what would you think about? how would you spend your time?what drives the action is the intensity of the problem reactive oscillation.5

39、2 james g. clawsonstructural conflict leads to structural conflict leads to oscillationoscillationhungerhungereateatoverweighoverweight tdietdiettensionresolution53 james g. clawsonoscillation drains energyoscillation drains energycentralizecustomer organizationgrowacquirediversifydecentralizegeogra

40、phy organizationcontractorganic salesstick to knitting54 james g. clawson“problems” are insolvable“problems” are insolvable“all of the greatest and most important problems of life are fundamentally insolublethey can never be solved, but only outgrown. this “out growth” proved on further investigatio

41、n to require a new level of consciousness. one higher or wider interest appeared on the patients horizon, and through this broadening of his or her outlook, the insoluble problem lost its urgency. it was not solved logically in its own terms, but faded when confronted with a new and stronger life ur

42、ge.” - carl jung55 james g. clawsonthe path of the path of least least resistanceresistancerobert fritz1984, 1989random house56 james g. clawsonfritzs alternative:fritzs alternative:orient to the orient to the creative processcreative process1.1.describedescribe accurately where you areare (collins

43、“confront the brutal facts”)2.make a visionvision of what you want to create with your life/work. make sure its something you want so bad, you are magnetically attracted to it.3.formally choosechoose the result you want.4.4.movemove on (if you really want it, you will naturally flow in that directio

44、n.) james g. clawsonwhat do what do you want you want to create?to create?5758resultsbalanced scorecardfinancialcustomeroperationslearning & growthelements in effective leadership: selling your storyorganizationtaskothersselfenvironment james g. clawsonlevels of buy-inlevels of buy-in591.passion (“w

45、hat you ask is the #1 thing in my life.”)2.engagement (“i wantwant to do what you ask.”)3.agreement (“i will do what you ask.”)4.compliance (“okay” but where are the loopholes?)5.apathy (“i just dont care.”)6.passive resistance (“oops.”)7.active resistance (“no way in hell.”) james g. clawsonlevels

46、of influence1.1.visible behaviorvisible behavior2.2.conscious thoughtconscious thought3.3.vabes vabes (values assumptions beliefs and expectations about the way the world is or should be)60 james g. clawsonlevel one techniqueslevel one techniques force intimidation coercion manipulation deceit incen

47、tives rewards punishments james g. clawson61“the more significant problem is precisely that the effects of rewards do last, but these effects are the opposite of what we were hoping to produce. what rewards do, and what they do with devastating effectiveness, is smother peoples enthusiasm for activi

48、ties they might otherwise enjoy.”alfie kohn, punished by rewards, p. 7462 james g. clawsonlevel two techniqueslevel two techniques data logic analysis reason evidence charts printouts quoting gurus james g. clawson63level three techniqueslevel three techniques vision inclusion stories/anecdotes musi

49、c honesty authenticity caring james g. clawson64leadership technique and consequence1.1.level one techniques: level one techniques: pay, rewards, punishments, threats, coercion, intimidation2.2.level two techniques:level two techniques: logic, data, evidence, reason, statistics, charts, analysis3.3.

50、level three level three techniques: techniques: vision, purpose, values, stories, music, symbols, strategy, tpovbuy-inbuy-in1.passion2.engagement3.agreement4.compliance5.apathy6.passive resistance7.active resistance65 james g. clawsonthe language of leadership: tiny tipsreplace your “buts” with “and

51、s.”speak in the first, not second, person.dont disguise your opinions as questions. (creates defensiveness)make invitations rather than giving orders. (allows choice)pay attention to the “buy-in” level below the surface.66 james g. clawson67resultsbalanced scorecardfinancialcustomeroperationslearnin

52、g & growthelements in effective leadership:designing effective organizationstaskothersselfenvironmentorganization james g. clawsonleaders have only an leaders have only an indirect influence on indirect influence on outcomesoutcomesculturedesign + peopleback-groundfactorsleader-shipvabesdesigndecisi

53、onsresultsfinancialscustomersefficiencylearning68 james g. clawsonculture eats strategy for breakfast!69 james g. clawson70resultsbalanced scorecardfinancialcustomeroperationslearning & growthelements in effective leadership:leading changetaskothersselforganizationleading changeleading changeenviron

54、ment james g. clawsonwe live in a world of dramatic and on-going change71 james g. clawson72“ten short years. the one thing that we have done consistently is to change . it may seem easier for our life to remain constant, but change, really, is the only constant. we cannot stop it and we cannot esca

55、pe it. we can let it destroy us or we can embrace it. we must embrace it.”michael eisnerdisney 1994 annual report james g. clawson73 population growth6.05.04.03.02.01.00.5500300100100300500700900110013001500170019001950world population in billionssource: us census bureau, population reference bureau

56、, adapted from breathing space, by jeff davidsontheplagueindustrial revolutionmedical & informationrevolutionbio & energy revolution? james g. clawsonwhat will it take to deal with / deal with / lead in lead in turbulent times like these?74 james g. clawsonsocietycan you change anything in the world

57、 “out there” without changing yourself first?organizationteamself75 james g. clawsonchange and learningchange and learning76in a world of change, learners will inherit the earth, while the learned shall find themselves perfectly suited for a world that no longer exists.eric hoffer, ordeal of change

58、james g. clawsonmodels of changemodels of change77v kurt lewinv michael beer v john kotterv tim gallweyv mit modelv elizabeth kubler-rossv james o. prochaskav peter sengev jim clawson (+16)(l3l 4e, ch. 24, p. 339) james g. clawsonkurt lewinkurt lewinvunfreezevretrainvrefreezeretrain78 james g. claws

59、onbeers leading beers leading changechange79cp =dxmxp ccp= probability of changed= dissatisfaction with status quom= clear model or vision of the futurep= clear process for managing the changec= cost of making the changefrom leading change, michael beer, hcs james g. clawsonkotters 8 errors kotters

60、8 errors in leading changein leading changevallowing complacencyvfailing to create a guiding coalitionvunderestimating the power of visionvunder-communicating the vision by 10, 100, or 1000vallowing obstacles to block the visionvfailing to create short-term winsvdeclaring victory too soonvneglecting