David Ulrich - Results-Based Leadership

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Leadership for the Future: How to Sustain Leadership d B ild Eff ti L d hiand Build Effective Leadership

CoBank Southeast Customer MeetingAmelia Island

Dave Ulrich

Partner, The RBL Group (www.rbl.net)

Professor, University of Michigan

e-mail: [email protected]

June 2012

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Goals for Workshop

• THINK: – About how to define and improve leaders and p

leadership

• BEHAVE:– Be able to sustain leadership

CoBank / © The RBL Group June 2012 / Results Based Leadership

• FUN:– Enjoy the experience together

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Recent books


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Purpose of Today

As a result of this session, you should be able to answer the questions:

Leadership Overview1. Why does leadership matter?

Leadership adds value to stakeholders such as employees, customers, organizations, communities, and investors.

2. What is new in leadership?

Leadership brand combines trends in leadership.

3 H d b ild l d hi d ?


3. How do we build our leadership code?

Leadership code has five elements

4. How do I build our leadership brand?

5. How can I sustain leadership?

Implications for my personal leadership agenda

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Why does leadership matter?

If we have better leadership, what will happen?


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Why does leadership matter?

InvestorIntangibles/confidence

If we have better leadership what will happen?

HR Stakeholders( t l i )

Quality of l d hi

CustomerCustomer share

CommunityReputation


(external view)leadership

Line managerStrategy execution

EmployeeToday/tomorrowProductivity:Competence * commitment * contribution

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Purpose of Today






3 How do we build our leadership code?







8The leadership brand combines two trends in leadership

Trend 1:Trend 1:

Leader to Leadership

Trend 2:

Inside to O tside


Inside to Outside

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Leader and Leadership


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Inside and Outside


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11When integrated, these transitions provide a value lens to view areas for improving quality of leadership

External

Competent Leaders Leadership Systems

Celebrity LeadersLeadershipBrand


Internal

Leaders Leadership

p p y

12Leadership Brand: Shared Theory of Leadership

LEADERSHIP

Leadership Code(Common)

Leadership Differentiators

LEADERSHIP BRAND

COMPETENCIES


1. What percentage of leadership is basically the same?2. If there are common rules for any leader, what are they?

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Purpose of Today






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14Leadership Code: DNA of Effective Leadership


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15Count as high as you can in 45 seconds, starting from 1


16Count again:Creates a framework for leadership


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Leadership Code: Implications for action

Long-termStrategic

Strategist: I…

•Have a point of view about our future•Think and act in a customer-centric view of strategy

Human Capital Developer: I …

•Empower employees•Manage careers•Create an employee brand

Individual Organization

Personal Proficiency

•Have a personal leadership brand•Maintain my physical resources•Develop intellectual agility•Create emotional reserves•Build social networks•Have a strong moral coce

strategy•Create strategic traction throughout my company•Communicate with strategic stories

p y•Map the workforce•Systematically review future talent


Near-termOperational

Talent Manager: I …

•Coach others •Communicate effectively•Develop competencies in others•Build commitment from others•Ensure contribution (am a meaning maker)

Executor: I …

•Make change happen•Follow a decision protocol•Ensure accountability•Build teams•Ensure technical proficiency

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Leadership Code: Strategist


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Leadership Code: Execution


20Leadership Code: Talent Manager


These contractors are installing steel pillars in concrete to stop vehicles from parking on the pavement outside a Sports Bar downtown. They are now in the process of cleaning up at the end of the day and anxious to climb in their truck and go home.

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21Leadership Code: Human Capital Developer


22Leadership Code: Personal Proficiency


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Purpose of Today


L d hi O iLeadership Overview1. Why does leadership matter?











24Translate firm brand into leadership differentiators

Firm Brand Leadership Brand

This organisation is known for… Leaders at this organisation are known for…

Wal-mart Always low prices Managing costs efficiently, getting things done on time

FedEx Absolutely, positively, doing whatever it takes

Managing logistics, meeting deadlines, solving problems quickly

Lexus Pursuit of perfection Managing quality processes (lean manufacturing and design, Six Sigma) for continuous improvement

Procter & Gamble

Brands you know and trust Developing consumer insights, precisely targeted marketing, product innovation

McKinsey CEO’s trusted adviser Leading teams that deconstruct business problems, synthesise data, and develop solutions

Boeing People working together as a global Solving global problems working as teams possessing


Boeing People working together as a global enterprise for aerospace leadership

Solving global problems, working as teams, possessing technical excellence in aerospace

Apple Innovation and design Creating new products and services that break the industry norms

PepsiCo Appealing to the younger generation Building the next generation of talent

Your Company

?? ??

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FIRM BRAND:What are the top 3 things we (the Group) want to be known for by our target customers?

Turn firm brand into leadership differentiators

Leadership Differentiators

Firm Brand

LEADERSHIP DIFFERENTIATORS:What are the leadership behavioursthat would reflect each firm brand?


•••

•••

•••

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Levels of branding…

1.Product Brand

2. Firm Brand


3. Leadership Brand

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Purpose of Today


L d hi O iLeadership Overview1. Why does leadership matter?











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Why leadership sustainability matters

A group of turkeys attend a 2 day training program to learn how to fly. They learn the principles of aerodynamics and they practice flying in the morning, afternoon and evening. They learn to fly with the wind and

i t it t i d l i d t th d b th lagainst it, over mountains and plains, and together and by themselves. At the end of the two days, they all walk home.


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Leadership sustainability: Overview

Leadership sustainability practices

Where should I focus

What should I do

Simplicity (focus on 1 to 3Simplicity (focus on 1 to 3 behavior changes)

Time: put it in my calendar

Accountable: make a public commitment to change

Resources: get support from coaching and systems

Tracking: measure and report


Tracking: measure and report my progress

Meliorate: learn and be resilient to always improve

Emotion: find and share the passion for what I am doing

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Key Ideas Summary

• Leaders matter; leadership matters more• The most effective leadership is from the outside/in• There are some basic things that every leader should know do and be:• There are some basic things that every leader should know, do, and be:

– Strategist– Executor– Talent manager– Human capital developer– Personal proficiency

• Effective leaders should build a brand• Ultimately, leadership has to be sustainable


David Ulrich - Results-Based Leadership

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