Dealing with Chaos

1. Dealing with Chaos Transformational Leadership: Leadership in the Post-Internet Age Stephen Abram

2. A look at leaders & leadership • Traits • Managers vs. leaders • A look at geeks & geezers • Ideas for developing leaders • Key leadership strategies for the Internet Age

3. Google Overture SIRSI Rooms PQNext Applied Semantics Factiva Historical Newspapers Antarcti.ca Inxight HeritageQuest Swets Blackwell Links ex Libris SFX Webex & Centra Blackboard Newmindsets Trillian LSSI and more and on and on and on Where do we see leadership?

4. Leadership is..... CHANGE

5. Untethered Access Wireless / WiFi Visual Interfaces Learning economics Federated Search CRM KM Nanotechnology Digital Vaults e-Repositories Supply chain integration Open Source Scholars’ Portals Genome Smart Dust What Kind of Change????

6. Major Leadership Theories • Traits • Behaviours • Situational • Integrated

7. Drive Motivation Honesty Integrity Self Confidence Flexibility Cognitive Ability Knowledge of Business Charisma Creativity Originality Leadership Traits

8. Interpersonal Contact Figurehead Leader Liaison Information Processing Monitor Disseminator Spokesperson Decision-making Entrepreneur Disturbance Handler Resource Allocator Negotiator Mintzberg’s Leadership Roles

9. Sages Visionaries Magicians Globalists Mentors Allies Sovereigns Guides Artisans Additional Leadership Roles

10. Theory X Manages assume people are lazy, extrinsically motivated, incapable of self-discipline or self-control and ant security and no responsibility in their jobs. Theory Y Managers assume people do not inherently dislike work, are intrinsically motivated, exert self-control, and seek responsibility. Douglas McGregor’s X & Y

11. Fiedler’s LPC Contingency Theory • Task-oriented, or controlling, active, and structuring; or • Relations-oriented, or permissive, passive, and considerate.

12. Good at his/her job Effects results Liked by followers Could be easily forgotten Workers know what is expected and do it Of the highest calibre Effects strong positive feelings culminating in results Long remembered and influence lives on Wins followers trust and confidence - inspires new greatness Transactional Vs Transformational Leaders

13. Provides Structure Very good at providing directives Established as the knowledge base for the group Work focused and task-oriented Provides motivation Good listener, open minded Shares knowledge and information willingly, eager to learn Stimulates others intellectually, can excite and exhilarate Transactional Vs Transformational Leaders

14. The Trouble with most organizations’ responses to turbulent times is that they tend to overmanage..... ..... and underlead

15. Leadership Truisms • Largely, Leaders have failed to instill a vision, meaning and trust in their followers. They have failed to empower them. • There is no lack of brilliant strategies or ideas in business. There is a lack of people who can lead organizations. • No brilliant strategy can succeed if you cannot implement it.

16. Leadership Truisms • Strategic thinking and cultures building work in tandem. • Actions based on strategic thinking must effectively satisfy customer need. • Actions based on implementation must fit the culture that values commitment to deliver superior performance.

17. New Leadership Definition • Managers enact contractual exchanges “You do this for this reward” • Leaders generate a sense of meaning in work that acts as the energy for superior performance This is called “Transformational Leadership”

18. Managers Nouns Information Knowledge Organization Rules Stability Leaders Verbs Inform Know Organize Think and create Innovate and Change Easier to remember

19. Activities of mastering daily routine efficiently Concern with the nuts and bolts and how to’s Makes decisions and solving daily problems Talks about today Activities of vision and culture shaping Concern with the basic purposes and general direction Articulates business philosophy Talks about the future Management Vs Leadership

20. Focus on physical resources Motivates by contractual exchanges Results: Compliance or spiteful obedience Focus on spiritual or emotional resources Motivates by helping employees sense meaning in their work Results: Creative problem finding and pride in superior performance Management Vs Leadership

21. Not efficiency but... Not inputs but... Not effort, but... Not control, but... Not competition, but... Not the “Urgent”, but... Effectiveness Outputs Results Programs Collaboration The “Important” Leaders pay attention to..

22. Making people want to do things Getting the employee’s needs met Making decision- makers Listening & asking questions Motivating not making people do things not getting the manager’s needs met not just making decisions not just talking and telling not just training Leaders emphasize...

23. Focus through Vision Trust through Positioning Communications of Meaning Deployment of Self Captures attention Important identity Widely shared commitment and enthusiasm Optimism about desired outcome Transformational Leadership is Bennis’...

24. Duties constrain managers....Results liberate them!

25. Pulling Planning Organizing Leading Coordinating Guiding Pushing Planning Organizing Directing Coordinating Controlling Leading Vs. Directing

26. Transformational Leadership is: • Focus through Vision • An image of a desired future state that is attainable, challenging and attractive.

27. Vision is: • A target that beckons • An image of a possible desired future state of affairs • A state that does not presently exist and never existed before • Realistic, credible and compelling • As vague as a dream, or solid as a mission

28. Leadership and Vision • Visions require a metaphor or slogan

29. A clear mental picture of a desirable future gets your hands off the rear view mirror and on to the steering wheel. It puts you in touch with future possibilities, not just the past.

30. Leadership is values driven... • Values are generalized beliefs, emotionally charged, highly change resistant, directors of behaviour • “A culture is a community of shared values”

31. A leader's values are... • Clear • Few in number • Publicly declared • And consistently applied in words and deeds

32. Transformational Leadership is... • Trust through positioning • with a visible niche in the external environment that satisfies all stakeholders. • The organization’s vision and core values must be meaningful at the emotional level. They have to tug at your employees’ heartstrings - make them want to belong

33. Transformational leaders are trusted because they are predictable, their positions are known, and they keep at it.

34. Transformational leadership is... • Communication of Meaning • with metaphor or values and unbridled clarity, intensity, reliability, persistence, precision, and consistency.

35. If you do not provide service directly to the customer, you better service the Hell out of someone who does.

36. Transformational Leadership is... • Deployment of self • with positive self regard and interpersonal sensitivity to model the values

37. Deployment of Self • Select, develop and retain the right people • Architects and developers of strong teams • Treat all people with courteous attention • Aware of your influence as a role model • Take and encourage risks • Perceive desired outcomes with optimism • Seek/value personal learning opportunities

38. Transformational Leaders don’t use the word “failure” • “If I have an art form of leadership, it is to make as many mistakes as quickly as I can” • Whenever I make a bum decision, i just go out and make another one” • It’s like learning to ski. If you’re not falling down, you are not learning • If I haven’t ever made a mistake, i haven’t been trying hard enough” • “A mistake is another way of doing things”

39. Management by Walking Around • Communicating the vision • Modeling the values • Rewarding the behaviour that fits • Disciplining behaviour that doesn’t fit • Learning about people, opportunities, and problems

40. Empowerment is: • Empowerment is the collective effect of transformational leadership. • Empowerment is the reciprocal of exercising power. • Transformational leaders empower others to translate their intention into reality and sustain it. • This IS Larry Prusak’s “Idea economy”

41. Effects of Transformational Leadership • People feel significant • Learning and competence matter • People are part of a community • Work is exciting

42. Just imagine for a moment what would happen if every employee understood where you wanted to go and was eagerly striving to make the impossible happen.

43. Transformational Leaders • concern themselves with the organization’s basic purposes, vision, and value system (culture), and general directions

44. They lead by: • Pulling rather than pushing • Using a carrot instead of a stick • Creating achievable, challenging expectations and rewarding progress toward goals rather than manipulation of power • Enabling people to use their own initiative and experiences rather than denying or constraining their experiences and actions

45. Paradigm Shifts Everything and everyone goes back to zero - Your past success guarantees nothing

46. Paradigm Pioneers In our samples I started out with, what were the qualities that allowed them to see or create the future and embrace change?

47. The Paradigm Shift Question What today is impossible to do in your business/industry, but if it could be done would fundamentally change what you do?

48. The $60 Million Dollar Question How do we more speedily process our organizations through this cycle?

49. Innovators Early Adopters Early Majority Middle Majority Laggards Non-Adopters 2.5% 13 % 17 % 34 % 17.5% 16% The Classic Corn Research

50. The Classic Corn Research