Igniting Talent for Strategic Advantage · PDF fileIgniting Talent for Strategic Advantage...

© 2014 Harvard Business School Publishing. Harvard Business Publishing is an affiliate of Harvard Business School.

Igniting Talent for Strategic Advantage Series

Breakthrough Leadership: Transforming Good Managers Into Great Leaders13 March 2014

Linda A. HillWallace Brett Donham Professor of Business Administration, Harvard Business School


Moderator

PJ NealSenior Product ManagerHarvard Business Publishing Corporate Learning


We Are A Leadership Development Company

Our mission is to improve the practice of management and its impact on a changing world

By leveraging the management insight, thought leadership, and expertise of Harvard Business School and authors from Harvard Business Review

By creating customized, scalable leadership development solutions that drive meaningful business results

By building on decades of practical experience working with leading global organizations and governments


Featured Speaker

Linda A. HillWallace Brett Donham Professor of Business

Administration, Harvard Business School

Why do some companies falter or fail, while others thrive?

© Copyright 2011, Linda A. Hill and Kent Lineback, Being the Boss: The Imperatives for Becoming a Leader

A R E Y O U G O O D E N O U G H ?

© Copyrighted 2011, Linda A. Hill and Kent Lineback, Being the Boss: The Imperatives for Becoming a Leader

Value Creators

Game Changers

© Copyright 2011, Linda A. Hill and Kent Lineback, Being the Boss: The 3 Imperatives for Becoming a Great Leader

IDENTIFYING & CLOSING GAPS

Where We Are Now

We Should

We Could

PerformanceGap

OpportunityGap

Source: Adapted from Tushman & O’Rielly


Managing Yourself

THE THREE IMPERATIVES

Imperative 1:

MANAGE YOURSELF

“I’m the BOSS!”


IMPERATIVE 1 : MANAGE YOURSELF


IMPERATIVE 1 : MANAGE YOURSELF

“I’m your friend!”

Character + Competence = Trust


CAN PEOPLE TRUST YOU?

Imperative 2:

MANAGE YOUR NETWORK


Peers

Peers

Juniors

Seniors

In Your Organization Outside Your Organization

W H O M A R E Y O U D E P E N D E N T O N ?

Seniors

Juniors

Y O U R S T R AT E G I C N E T W O R K : DEFINING THE FUTURE


Performance Gap

Opportunity Gap

PREPARING FOR THE FUTURE

• By leveraging my strategic network, I can keep abreast of key trends (priorities, constraints, capabilities) in my organization that impact my area of responsibility.

• By leveraging my strategic network, I can keep abreast of key trends (opportunities and challenges) in the competitive environment that impact my area of responsibility.


1 2 3 4 5

1 2 3 4 5

Extremely Disagree

Extremely Disagree

Extremely Agree

Extremely Agree

Build Outward, Not Inward


Y O U R S T R AT E G I C N E T W O R K

Build Diversity


Y O U R S T R AT E G I C N E T W O R K

Y O U R O P E R ATI O N A L N E T W O R K : GETTING THINGS DONE


Performance Gap

Opportunity Gap

Describe the extent to which your relationshipsare characterized by the following? Scale from

1 (not at all) to 5 (a great deal)

Mutual 1 2 3 4 5ExpectationsMutual 1 2 3 4 5TrustMutual 1 2 3 4 5Influence


Y O U R O P E R ATI O N A L N E T W O R K


C O H E S I V E N E T W O R K


WHAT IS YOUR POSITION?

Building a Partnership


T H E S P E C I A L C A S E O F Y O U R B O S S

BUILDING PA RTNERSHIPS

• We assume the partner’s basic competence and best motives

• We value the partner’s different perspectives and talents• We bring problems to the partner’s attention promptly• We fight hard to prevent the partner from making a mistake• We are honest in letting the partner know how both of us

are doing• Foremost in our consideration is the welfare of the

enterprise of which we are a part

M A N A G I N G Y O U R B O S S

• In what ways, is he/she dependent on me?• Do I understand his/her strengths and weaknesses?• Do I understand his/her priorities and pressures?• Do I understand his/her preferred working style?• Do I really know what he/she expects of me, both in

general and in terms of specific activities?• Am I satisfied that these expectations are sensible and

fair?• Does he/she know what I expect in return? Does

he/she know what resources I need?

M A N A G I N G Y O U R B O S S ( C O N T I N U E D )

• How well does he/she know what I have been doing in the past few months?

• Does he/she know my career expectations? Does he/she accept them and work on my behalf?

• How well do we get along on a daily basis? Are there problems? If so, what can I do to help the situation?

• Do my boss and I share trust? Have I been trustworthy?

TA C T I C A L A D V I C E

Overestimate dependenciesPeriodically assess your networksMissing or underrepresentedOver-reliantUnderutilizedCultivate, maintain, repair, strengthen

Think long-termBroaden your viewBridging and brokeringDevelop a style that works for you


S T R AT E G I C N E T W O R KKey existing relationships Key relationships you

would like to develop

Internal (who/how)

External (who/how)

Internal (who/how)

External (who/how)

OPERATIONAL NETWORKKey existing relationships Key relationships you

would like to develop

Internal (who/how)

External (who/how)

Internal (who/how)

External (who/how)


Task

I M PA C T O F D E M O G R A P H I C S O N I N D I V I D U A L B E H AV I O R

DemographicsOrganizational Experience

Other Life Experiences

Assumptions & Perceptions Values Language

Source: Hambrick, et al.

Imperative 3:

MANAGE YOUR TEAM

Define the future—purpose, goals, plans

Turn the group into a team

Team members are individuals too


IMPERATIVE 3 : MANAGE YOUR TEAM

How effective is your team? Scale from

1 (not at all) to 5 (a great deal)

Performance 1 2 3 4 5

Member 1 2 3 4 5Satisfaction & Development

Capability of 1 2 3 4 5Team to Learn & Adapt Together


TEAM EFFECTIVENESS


WHAT IS YOUR PLAN?

PrioritiesYou

Who Knows?

Who Did You Consult?

Copyrighted © 2010 by Hill, Brandeau, Stecker

THE PURPOSE

A shared purpose brings the people in together and helps them do the hard work of execution & innovation.

CULTURE

CAPABILITIES


IMPERATIVE 3 : MANAGE YOUR TEAM

Individual

Support

Learning &Development

Improvisation

Patience

Bottom-up


Collective

Confrontation

Performance

Structure

Urgency

Top-down

ASSESSING YOUR PREFERRED STYLE

Copyrighted © 2010 Hill, Brandeau, Stecker

Unleash Harness

1 2 3 4 5

1 2 3 4 5

1 2 3 4 5

1 2 3 4 5

1 2 3 4 5

1 2 3 4 5

THE PSYCHOLOGICAL CONTRACT

Purpose

Brand PromisesMade

PromisesKept

Opportunity

Culture

Copyrighted © 2010 by Hill, Brandeau, SteckerChart © 2008 by Ready, Conger, Hill

A R E Y O U T H E B O S S Y O U N E E D A N D

WA N T T O B E ?

© Copyrighted 2010, Linda A. Hill

Results

Results

StretchAssignments

Network ofRelationships

Expertise

Fit/Learning Opportunity

Track Record/Credibility

Stretch Assignments/Positional Power

(including Formal Authority)Begins to Grow

Network Continues to Grow

DEVELOPMENTA L STRATEGIES

Track Record/Credibility

Stretch Assignments/Positional Power

(Relevance, Autonomy, Visibility) Begins to Grow

Network Grows/Centrality

Expertise

© Copyrighted 2010, Linda A. Hill

DEVELOPMENTA L NETWORK

S P O N S O R S

Sponsorship

Coaching

Protection

Exposure

Challenge

M E N TO R S

Role Modeling

Counseling

Acceptance

Friendship


Managing Yourself

THE THREE IMPERATIVES

1: Manage Yourself

Do you avoid the traps of authority and friendship?

Do people trust you?

How do people experience you?


W H E R E A R E Y O U O N Y O U R J O U R N E Y

2: Manage Your Network

Do you proactively build and maintain strong relationships with those

your team is dependent on?

Do you use your networks for mutual benefit?



3: Manage Your Team

Have you addressed performance& opportunity gaps?

Built a real team with a compelling purpose?

A culture that supports your team and its purpose?

Do you recognize team members as individuals too?



Questions


Thank You!

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