Level Three Leadership[三级领导](PPT-109).ppt

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1、Level Three Leadership,1,Jim ClawsonDarden Graduate School of BusinessUniversity of Virginia,What are the biggest challenges you face today?,2,James G.Clawson,Levels of CHALLENGES&LEADING,3,SOCIETALORGANIZATIONALWORK GROUPINDIVIDUAL,James G.Clawson,They try to answer questions or solve problems they

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

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

4、 believe that intelligence and abilities are expandable,that if they work hard,they will get better at it;They believe other people have faith in their ability to learn;They believe that they can learn.,Source:The Research Academy for University Learning at Montclair State University Montclair,New J

5、ersey,People learn best and most deeply when,Developed by James Clawson,4,Leadership means,5,LEADing,STRATEGic,CHANGE,James G.Clawson,Key Leadership Initiatives,STRATEGY,ORGANI-ZATION,OTHERSRELATIONSHIPS,LEADER,Strategic Thinking,Developing Influence,DesigningOrganizations,Managing Change,Creating Q

6、uality HR bonds,6,James G.Clawson,Key Leadership Questions,STRATEGY(priorities),ORGANI-ZATION(design),OTHERS(employees),LEADER(traits),Strategic Thinking,Developing Influence,DesigningOrganizations,2.Whats Your“story?”,3.Can you“sell”your story?,4.Does yourorganizationhelp or hinder?,5.Can you lead

7、changeto keep up?,1.Who areyou?,7,James G.Clawson,8,RESULTSBalanced ScorecardFinancialCustomerOperationsLearning&Growth,Elements in Effective Leadership:Who are You?Creating Self Awareness,ORGANIZATION,TASK,OTHERS,SELF,ENVIRONMENT,James G.Clawson,Does experience lead to wisdom?,“Most people do not a

8、ccumulate 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 they are reflected on,related to general patterns,and synthesized.”Saul Alinsky,Rules for Radicals,quote

9、d by Henry Mintzberg in“The Five Minds of a Manager”HBR 11/03,9,Levels of Human Activity,75%,85%,95+%,10,James G.Clawson,Leadership is not about title.Whats your(habitual)Point of View?,Your point of view doesnt depend on your title,11,James G.Clawson,The Leadership Point of View,Do you SEE what nee

10、ds to be done?Do you UNDERSTAND ALL of the forces at play?Do you have the COURAGE TO ACT to make things better?,12,James G.Clawson,The Formative Years,Transcender?K,L,A,Newborn,Choice Theory(Glasser)IKWRFYIHARTTYWRFYIHARTPYIYDDWRFY,Key QuestionsWhen Im coldWhen Im hungryWhen Im wetWhen Im alone and

11、afraid,Two key legacies,Generation to Generation,GENESADDADHDBPDOCDEtc.,13,James G.Clawson,The Number One Question in Life,Will you ever be anything more than a vessel transmitting the genes and memes(VABEs)of previous generations on to the next?When youre no longer a defenseless child,will you beco

12、me a transcender?,14,James G.Clawson,VABE based Behavior:The missing variable,L3:VABEs,EVENTS,L1:BEHAVIOR,L2:CONCLUSIONS,FEELINGS,15,James G.Clawson,SEENOT SEE,Beware your Blind Spots!Enhancing Self Awareness,SEENOT SEE,OTHERS,SELF,PUBLIC,PRIVATE,BLINDSPOTS,16,James G.Clawson,A Personal Developmenta

13、l Balance Wheel,Physical,Intellectual,Spiritual,Emotional,Professional,Financial,Material,Political,Familial,Marital,Parental,Social,0,4,6,8,10,2,17,James G.Clawson,WorldClass,A Personal Developmental Balance Wheel,Physical,Intellectual,Spiritual,Emotional,Professional,Financial,Material,Political,F

14、amilial,Marital,Parental,Social,0,4,6,8,10,2,18,James G.Clawson,A Personal Developmental Balance Wheel,Physical,Intellectual,Spiritual,Emotional,Professional,Financial,Material,Political,Familial,Marital,Parental,Social,0,4,6,8,10,2,19,James G.Clawson,The dangerous“outside-in”nature of corporate goa

15、ls.,Assertiveness,OUTSIDE,INSIDE,0%,100%,50%,FEAR OFREJECTION,20,James G.Clawson,Summer 2009,21,Are you leading your own life or living outside-in?,21,James G.Clawson,Is leading self about managing time?,22,James G.Clawson,Leadership is about managing energy,first in yourself and then in others.,23,

16、James G.Clawson,What happens when one crosses the divide between choice and obligation?,CHOICE,OBLIGATION,Energy?Productivity?Creativity?InnovationEngagement?Commitment?Buy-In?,24,James G.Clawson,The obligatory commute,25,James G.Clawson,Managing Energy,Energizers,Drainers,26,James G.Clawson,How do

17、you want to feel?,27,James G.Clawson,FLOW,Time warps(slow or fast)Lose sense of selfIntense focusPerform at highest levelSeems effortless(flow)Internally satisfyingRegain larger sense of self,Adapted from FLOW by Mihalyi Csikszentmihalyi,28,James G.Clawson,Does how you feel affect your performance?,

18、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.Clawson,NEWBURGS CAREER SAMPLES,World Class AthletesTouring MusiciansHeart SurgeonsExtraordinary Exec

19、utivesWarriors/Naval Aviators550 World Class Performers,30,James G.Clawson,The Resonance Model,revisit your dream,dream,obstacles,prepar-ation,Doug Newburg,PhD,31,James G.Clawson,Examples of Feel,Easy speed(Jeff Rouse)Playing to win at the highest level(Dawn Staley)Out of my chestBeing at one with m

20、y surroundingsPeaceful,satisfied,aliveBuoyant,connected masteryLight,unhurried,and engaged.,32,James G.Clawson,Focusing on Feel to PerformDave Scott 49,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

21、 finding a rhythm that feels strong and sticking to it.”,Outside,9/03,p.122,33,James G.Clawson,Be careful of the“achievement orientation”,Energy,Other dangers of the achievement orientation:Winning at any costMaking the numbers is#1Emerging hollownessCharacter and ethical implications,34,James G.Cla

22、wson,“I stopped loving golf at exactly the time I decided to turn pro.”-Tom Weiskopf,Golf,July 2004,p.133,Whats the difference between“work”and a“job?”,People 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 go

23、es up and the light on the camera goes on,THAT I do for free.-Grammy winning musician,35,James G.Clawson,Typical Reaction to Obstacles:Getting stuck in the“Duty”Cycle,dream,sobstacless,“Stuck in the Have-to Duty Cycle”,preparation,36,James G.Clawson,What is“success?”,Money?Fame?Power?“afterward,you

24、want to do it again.”,37,James G.Clawson,How do you approach your work?,revisit your dream,dream,obligation,Preparation/work,38,James G.Clawson,Resonance is a question of harmony between inside and outside,“I think that what were seeking is an experience of being alive,so that our life experiences o

25、n the purely physical plane will have resonance with our innermost being and reality,so that we actually feel the rapture of being alive.”-Joseph Campbell,The Power of Myth,1988,39,James G.Clawson,Excellence is attained by those who care more than others think is wise,who risk more than others think

26、 is safe,who dream more than others think is practical.“Bud Greenspan,The Pursuit of Excellence,40,James G.Clawson,Five Key Questions,1.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?,RESONANCE,5.What are you willing to

27、work for?,41,James G.Clawson,THE PURPOSE OF LIFE,Find Your ResonanceInvest in Your ResonanceEnjoy Your ResonanceHelp Others Find Their Resonance,42,James G.Clawson,If you want more on the FEEL PERFORMANCE relationship,43,James G.Clawson,44,RESULTSBalanced ScorecardFinancialCustomerOperationsLearning

28、&growth,Elements in Effective Leadership:Strategic Thinking,Creating Your Story,ORGANIZATION,OTHERS,SELF,ENVIRONMENT,TASK,James G.Clawson,Defining Growth Trajectories,NEEDS,CUSTOMERS,Existing,New,Existing,New,Charan and Tichy,A,B,C,D,45,James G.Clawson,Push Past,Response,Quantum Leap,$XBGlobal,Your

29、Share,Porters Five Forces Model,46,INDUSTRYCOMPETITORS,James G.Clawson,RawMaterials,Transport,Processing,GENERAL VALUE CHAIN,47,Forming,Assembly,Distribution,Sales,Service,Whats your value chain?What are the margins in each link?Where are your competitive strengths?Where is your strategic intent?,Ja

30、mes G.Clawson,Balanced Scorecard,Profitability(FINANCES)Customer Satisfaction(MARKETING)Core Capabilities to Deliver Satisfaction(OPERATIONS)Intangible Assets to Build Capabilities(HC,SC,OC),48,James G.Clawson,The Balanced Scorecard Framework,Adapted from Strategy Maps,Kaplan&Norton,HBSP,2004,49,Jam

31、es G.Clawson,Problems:The Source of Change,“the starting point of any effective change effort 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

32、,James G.Clawson,The Structure of Problems:Want-Got Gaps,2.WANT,3.GOT,1.Stakeholder,Gap?,51,James G.Clawson,The Problem with Problem Solving:OSCILLATION,Recognizing 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

33、 to the problem remainingFalse 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.,52,James G.Clawson,Struc

34、tural Conflict leads to Oscillation,Hunger,Eat,Overweight,Diet,TENSION,RESOLUTION,53,James G.Clawson,Oscillation drains energy,CentralizeCustomer OrganizationGrowAcquireDiversify,DecentralizeGeography OrganizationContractOrganic SalesStick to Knitting,54,James G.Clawson,“Problems”are Insolvable,“All

35、 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 investigation to require a new level of consciousness.One higher or wider interest appeared on the patients horizon,and through this broadening

36、 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 urge.”-Carl Jung,55,James G.Clawson,The Path of Least Resistance,Robert Fritz1984,1989Random House,56,James G.Clawson,Fritzs Alternative:O

37、rient to the Creative Process,Describe accurately where you are(Collins“confront the brutal facts”)Make a vision of what you want to create with your life/work.Make sure its something you want so bad,you are magnetically attracted to it.Formally choose the result you want.Move on(if you really want

38、it,you will naturally flow in that direction.),James G.Clawson,What do you want to create?,57,58,RESULTSBalanced ScorecardFinancialCustomerOperationsLearning&growth,Elements in Effective Leadership:Selling Your Story,ORGANIZATION,TASK,OTHERS,SELF,ENVIRONMENT,James G.Clawson,Levels of BUY-IN,59,Passi

39、on(“What you ask is the#1 thing in my life.”)Engagement(“I want to do what you ask.”)Agreement(“I will do what you ask.”)Compliance(“Okay”but where are the loopholes?)Apathy(“I just dont care.”)Passive Resistance(“Oops.”)Active Resistance(“No way in hell.”),James G.Clawson,Levels of Influence,VISIBL

40、E BEHAVIORCONSCIOUS THOUGHTVABEs(Values Assumptions Beliefs and Expectations about the way the world is or should be),60,James G.Clawson,Level One Techniques,ForceIntimidationCoercionManipulationDeceitIncentivesRewardsPunishments,James G.Clawson,61,“The more significant problem is precisely that the

41、 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 activities they might otherwise enjoy.”Alfie Kohn,Punished by Rewards,p.74,62,James G.Clawson,Level Two T

42、echniques,DataLogicAnalysisReasonEvidenceChartsPrintoutsQuoting gurus,James G.Clawson,63,Level Three Techniques,VisionInclusionStories/AnecdotesMusicHonestyAuthenticityCaring,James G.Clawson,64,Leadership Technique and Consequence,Level One Techniques:Pay,rewards,punishments,threats,coercion,intimid

43、ationLevel Two Techniques:logic,data,evidence,reason,statistics,charts,analysisLevel Three Techniques:vision,purpose,values,stories,music,symbols,strategy,TPOV,BUY-INPassionEngagementAgreementComplianceApathyPassive ResistanceActive Resistance,65,James G.Clawson,The Language of Leadership:tiny tips,

44、Replace your“buts”with“ands.”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.Clawson,67,RESULTSBalanced ScorecardFinancialCus

45、tomerOperationsLearning&Growth,Elements in Effective Leadership:Designing Effective Organizations,TASK,OTHERS,SELF,ENVIRONMENT,ORGANIZATION,James G.Clawson,Leaders have only an Indirect Influence on Outcomes,CULTUREDesign+People,Back-groundFactors,Leader-shipVABEs,DESIGNDECISIONS,ResultsFinancialsCu

46、stomersEfficiencyLearning,68,James G.Clawson,CULTURE EATS STRATEGY FOR BREAKFAST!,69,James G.Clawson,70,RESULTSBalanced ScorecardFinancialCustomerOperationsLearning&Growth,Elements in Effective Leadership:Leading Change,TASK,OTHERS,SELF,ORGANIZATION,LEADING CHANGE,ENVIRONMENT,James G.Clawson,We live

47、 in a world of dramatic and on-going change,71,James G.Clawson,72,“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 escape it.We can let it destroy us or

48、 we can embrace it.We must embrace it.”Michael EisnerDisney 1994 Annual Report,James G.Clawson,73,Population Growth,World Population in Billions,Source:US Census Bureau,Population Reference Bureau,adapted from Breathing Space,by Jeff Davidson,ThePlague,Industrial Revolution,Medical&InformationRevolu

49、tion,Bio&Energy Revolution?,James G.Clawson,What will it take to deal with/lead in turbulent times like these?,74,James G.Clawson,Society,Can you change anything in the world“out there”without changing yourself first?,Organization,Team,Self,75,James G.Clawson,Change and Learning,76,In a world of cha

50、nge,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,James G.Clawson,Models of Change,77,Kurt LewinMichael Beer John KotterTim GallweyMIT ModelElizabeth Kubler-RossJames O.ProchaskaPeter SengeJim C