Cpsp leadership analysis

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Leadership Analysis Creating and Presenting Strategic Plans

Transcript of Cpsp leadership analysis

Page 1: Cpsp leadership analysis

Leadership Analysis

Creating and Presenting Strategic Plans

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Market Analysis

Leadership Analysis

Overall Culture & Leadership

Assessing Leadership

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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

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Group with enough power

Getting them to work together

Confluence of:

•Leadership

•Culture•Values

Atmosphere: the Behavioural Spring

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•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

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•Common culture

Atmosphere and Culture

•Hierarchies

•Departments

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Group with enough power

Getting them to work togetherWho are, or have been, the great leaders?

The Great Leaders

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Typical Answers

Jack Welch

Hitler

Eisenhower

Steve JobsMartin Luther

KingKennedy

Stalin

Thatcher

All men

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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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Group with enough power

Getting them to work together

The Strengthened Board

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•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?

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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

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Management

+

+0

++

++0

Lead

ersh

ipThe Leadership/Management Matrix

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0

++

0

+

Lead

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ip

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

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Management

Lead

ersh

ip

+0 ++Weak StrongQuadrant 2Quadrant 1

Quadrant 3 Quadrant 4XXX

X

XXX

XXX

X X

T

(X = an individual)

We Need Leadership + Management

+

++

0

Weak

Strong

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•Vision

•Obsession and energy•Power

•Diagnostic skills

•Communication

•Inspiration•Motivation

•Change implementation•External benchmarking

•Self belief

Leaders: Characteristics and Tasks

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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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Group with enough power

Getting them to work together

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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Group with enough power

Getting them to work together

The Company

The Company

0

Ave StockMkt Rets

3015Years

Transition Point

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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

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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

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Group with enough power

Getting them to work together

The Change in Kimberly-Clark

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Group with enough power

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

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Customer sales analysis and projections

Year 201X 201Y 201Z Strategy

Leadership skill

Training/Employee

Training/Sales

Labour turnover

Absenteeism

Strike days

Measuring Leadership

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The End