Essence Of Leadership
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The Essence of Leadership
Subroto Bagchi February, 2004
Page 0
Defining Leadership
Thinking through the organization’s mission, defining it and establishing it, clearly and visibly - Peter Drucker, 1966
Page 1
Who is a Leader?
A Leader is a person others opt to follow to a place they would not have gone by themselves - Joel Barker
Page 2
Leaders vs Managers
Page 3
Leaders
Managers
Creates a new order
Maintains existing order
Defines risks
De-risks
Opportunity focused
Resource focused
Comfort in ambiguity
Comfort in clarity
Opportunity centric
Constraint centric
Big picture oriented
Detail oriented
Innovative
Adaptive
Leading vs Managing
Which is more important – right or the left brain? Creativity or Execution? The essential difference is the degree to which people initiate, own, anticipate, experiment It is the difference between path creation & path dependence Greater the complexity of business, higher is the need to blend both the capabilities How leading is changing from pyramidical ‘create once and use many times model’? Page 4
Structural vs Situational Leadership
The Bison Herd Model The Bird Model
Page 5
The Bison Herd Model
Page 6
Early settlers immobilized bison herds by seeking out and killing the alpha male! Organizations led by leadership base on permanent precedence are vulnerable
The Bird Model
Migratory birds are a good example of both situational leadership and outstanding followership. As they fly, they keep changing the lead, yet reach their destination Page 7
Leading Change vs Leading Continuity
The theory of Planned Abandonment Focus on opportunities Preserving Values Learning from non-profit organizations
Page 8
Values drive Leadership
Caring Learning Achieving Sharing Socially Responsible
Page 9
Leadership Q – Conventional vs Emergent
Humility
Balance EQ / IQ
Tenacity
Recognize, create & address larger constituents Ability to go against the flow Network
Page 10
To set a Vision
Leverage
Facilitate
Create content
Negotiate
Create simultaneity
Articulate
Creativity
Leadership Q – Conventional vs Emergent
Manage conflicts Understand business issues Detachment, egolessness Tough expectations Personal discipline Personal Health & Fitness Comfort with Limitations Scalability Ability to take difficult decisions with speed Page 11
Innovative – what is new and different Work with more competent people Strategy & tactics Execution is everything Planned abandonment Ability to seek help Ability to “make sense” Ability to engage
What good leaders do not do
Compete with their own people Consider that they have a lousy team Place popularity ahead of effectiveness Sacrifice the means for the end Create a future that enables self preservation Sacrifice the team to prove a point Say, “I told you so…” When a new order is ushered, let people say, we did it by ourselves Page 12
The Price of Leadership Quite often, it is a lonely trek Anger, disappointment and subversive compliance come with the territory The price is often deeply personal – Gandhi, Moses, Wallace, Christ, Mandela People do not like to see their leaders as human beings. There is a human side, unseen side. We need to accept that fact
Page 13
In closing….
Page 14
“be sunshine, be joy be the sparkle on the crests of waves in untamed oceans be strong of mind, soft of heart, and live of spirit be earth and water”
Page 15
Imagination
Action
Joy
Subroto Bagchi February, 2004
Page 0
Defining Leadership
Thinking through the organization’s mission, defining it and establishing it, clearly and visibly - Peter Drucker, 1966
Page 1
Who is a Leader?
A Leader is a person others opt to follow to a place they would not have gone by themselves - Joel Barker
Page 2
Leaders vs Managers
Page 3
Leaders
Managers
Creates a new order
Maintains existing order
Defines risks
De-risks
Opportunity focused
Resource focused
Comfort in ambiguity
Comfort in clarity
Opportunity centric
Constraint centric
Big picture oriented
Detail oriented
Innovative
Adaptive
Leading vs Managing
Which is more important – right or the left brain? Creativity or Execution? The essential difference is the degree to which people initiate, own, anticipate, experiment It is the difference between path creation & path dependence Greater the complexity of business, higher is the need to blend both the capabilities How leading is changing from pyramidical ‘create once and use many times model’? Page 4
Structural vs Situational Leadership
The Bison Herd Model The Bird Model
Page 5
The Bison Herd Model
Page 6
Early settlers immobilized bison herds by seeking out and killing the alpha male! Organizations led by leadership base on permanent precedence are vulnerable
The Bird Model
Migratory birds are a good example of both situational leadership and outstanding followership. As they fly, they keep changing the lead, yet reach their destination Page 7
Leading Change vs Leading Continuity
The theory of Planned Abandonment Focus on opportunities Preserving Values Learning from non-profit organizations
Page 8
Values drive Leadership
Caring Learning Achieving Sharing Socially Responsible
Page 9
Leadership Q – Conventional vs Emergent
Humility
Balance EQ / IQ
Tenacity
Recognize, create & address larger constituents Ability to go against the flow Network
Page 10
To set a Vision
Leverage
Facilitate
Create content
Negotiate
Create simultaneity
Articulate
Creativity
Leadership Q – Conventional vs Emergent
Manage conflicts Understand business issues Detachment, egolessness Tough expectations Personal discipline Personal Health & Fitness Comfort with Limitations Scalability Ability to take difficult decisions with speed Page 11
Innovative – what is new and different Work with more competent people Strategy & tactics Execution is everything Planned abandonment Ability to seek help Ability to “make sense” Ability to engage
What good leaders do not do
Compete with their own people Consider that they have a lousy team Place popularity ahead of effectiveness Sacrifice the means for the end Create a future that enables self preservation Sacrifice the team to prove a point Say, “I told you so…” When a new order is ushered, let people say, we did it by ourselves Page 12
The Price of Leadership Quite often, it is a lonely trek Anger, disappointment and subversive compliance come with the territory The price is often deeply personal – Gandhi, Moses, Wallace, Christ, Mandela People do not like to see their leaders as human beings. There is a human side, unseen side. We need to accept that fact
Page 13
In closing….
Page 14
“be sunshine, be joy be the sparkle on the crests of waves in untamed oceans be strong of mind, soft of heart, and live of spirit be earth and water”
Page 15
Imagination
Action
Joy
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