Cpsp leadership analysis
Transcript of Cpsp leadership analysis
Leadership Analysis
Creating and Presenting Strategic Plans
Market Analysis
Leadership Analysis
Overall Culture & Leadership
Assessing Leadership
Group with enough power
Getting them to work together
•Invisible but real and vital
•Firm atmosphere: loyalty or sabotage
•United to disunited
•Visitors and customers
Atmosphere
Group with enough power
Getting them to work together
Confluence of:
•Leadership
•Culture•Values
Atmosphere: the Behavioural Spring
•All firms a coalition of human beings
•They give their time and talent for rewards
•People are not machines and need to be committed
The Living Firm
•Common culture
Atmosphere and Culture
•Hierarchies
•Departments
Group with enough power
Getting them to work togetherWho are, or have been, the great leaders?
The Great Leaders
Typical Answers
Jack Welch
Hitler
Eisenhower
Steve JobsMartin Luther
KingKennedy
Stalin
Thatcher
All men
Group with enough power
Getting them to work together
The next board meeting was very, very jolly
Time to Enhance the Board
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Getting them to work together
The Strengthened Board
•Is there a distinction?
Leadership Versus Management
•Is is possible to be a great leader and a poor manager?
•Is it possible to be a great manager and a poor leader?
•Is it possible to be a great leader and a poor manager?
•Which is more important?
•Does it matter?
Group with enough power
Getting them to work together
Leaders Managers
Vision Planning
Strategy Budgeting
Inspiration Organizing
Motivation Staffing
Communication Controlling
Diagnosis Efficiency
Change Profitability
Distinction Between Leaders and Managers
Management
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+0
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Lead
ersh
ipThe Leadership/Management Matrix
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Lead
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Strong
Weak
Innovative and energetic but close to chaos
Meets today’s commitments to customers and
shareholders superbly while adapting to change to ensure future success
Soon to go out of business unless a
protected monopoly
Usually a solid money maker if it has high RMS
bureaucratic and controlling and unable to adapt well to
change
Management+ ++Weak Stron
g
Quadrant 4
Quadrant 3
Quadrant 2
Quadrant 1
The Leadership/Management Matrix
Management
Lead
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+0 ++Weak StrongQuadrant 2Quadrant 1
Quadrant 3 Quadrant 4XXX
X
XXX
XXX
X X
T
(X = an individual)
We Need Leadership + Management
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++
0
Weak
Strong
•Vision
•Obsession and energy•Power
•Diagnostic skills
•Communication
•Inspiration•Motivation
•Change implementation•External benchmarking
•Self belief
Leaders: Characteristics and Tasks
Group with enough power
Getting them to work together
Collins, J., Level 5 Leadership: The Triumph of Humility and Fierce Resolve, Harvard Business Review, The High Performance Organization, July-August 2005
The research question‘Can a good company become great and if so
how does that happen?’
The measure
1. Cumulative stock returns at or below the general stock market for 15 years,
2. A transition point, (A new leader) then
3. Cumulative stock returns of at least three times the market for the next 15 years.
Leadership Research
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1,435 Fortune 500 companies from 1966 to 1995
•11 good to great examples were found. • 6.9 times the general stock market for 15 years after the transition.
Results
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The Company
The Company
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Ave StockMkt Rets
3015Years
Transition Point
Humility + Will = Level 5 leadershipFindings
Level Characteristics
Level 5: ExecutiveBuilds enduring greatness through a paradoxical
combination of personal humility and professional will.
Level 4: Effective Leader
Catalyzes commitment to and vigorous pursuit of a clear and compelling vision and stimulates the
group to high performance levels
Level 3 Competent Manager
Organizes people and resources toward the effective and efficient pursuit of predetermined
objectives
Level 2: Contributing Team Members
Contributes to the achievement of group objectives; works effectively with others in a
group setting Level 1: Highly
Capable IndividualMakes productive contributions through talent,
knowledge, skills and good work habits
The Window and the Mirror
Darwin E. Smith, 1971 CEO Kimberly-ClarkFrom paper mills to Kleenex, Huggies etc.Cumulative stock returns of 4.1 times
general stock market for 20 years
Group with enough power
Getting them to work together
The Change in Kimberly-Clark
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Getting them to work together
Duck, J., Lessons from my Three Decades with the Change Monster, Perspectives, The Boston Consulting Group, 2008.
•Be bold. •Be utterly obvious. •Be careful what you promise. •Make commitments stick. •Forget happy and create attitudes to winning.•Take culture seriously and work on it explicitly. •Be responsible and stay responsible - don’t delegate.•Stay connected - ambassadorial core.•Provide interpretation - prevent speculative vacuums. •Celebrate the accomplishments along the way.
Leading Strategic Change
Customer sales analysis and projections
Year 201X 201Y 201Z Strategy
Leadership skill
Training/Employee
Training/Sales
Labour turnover
Absenteeism
Strike days
Measuring Leadership
The End