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People-Centric Leadership Good Intentions Are Not Enough

People-Centric Leadership Good Intentions Are Not Enough. Radiant Systems June 20, 2007. Edward D. Hess Professor and Batten Executive-in-Residence Darden Graduate School of Business University of Virginia. Objectives:. Share with you converging research on:

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People-Centric Leadership Good Intentions Are Not Enough

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  1. People-Centric LeadershipGood Intentions Are Not Enough Radiant Systems June 20, 2007 Edward D. Hess Professor and Batten Executive-in-Residence Darden Graduate School of Business University of Virginia

  2. Objectives: Share with you converging research on: • High performance organizations (HPO) • High performance leadership • Manager best practices Begin thinking about what effective leadership means. Begin drilling down to the mission critical behaviors necessary for effective leadership.

  3. The Real Challenge • Leadership attitudes and beliefs • Leader values • Leadership principles • Leadership philosophy Most people figure out what leadership is Most people fail to execute Translating theory into consistent daily behavior Behavior

  4. Vignettes Jimmy Blanchard story Bill Turner story Dr. DeBakey story My Story: Age 33 1987 – age 40 1989 – age 42 1994 – age 47 Leadership is about people: the emotional ‘gumbo” of life

  5. High Performance Orgs 5 different lines of research all come to the same conclusion: • HBS – Heskett et al – The Service Value Chain • Stanford Business School – O’Reilly & Pfeffer – The Hidden Value • University of Michigan & Case Western – Positive Organizational Scholarship • Emory Center – Leading with Values and High Growth Companies • Gallup – Manager Best Practices

  6. Clear and Compelling $$$ Employees Customers

  7. NOT $$$ Employees Customers $$$ Customers Employees $$$ Employees Customers

  8. What Does It Mean? • Gallup – Employee satisfaction • Michigan – Energized employees • Emory – Employee empowerment All are trying to describe the same thing

  9. What Does Employee Engagement Mean? 4. 5.

  10. What Behaviors Evidence High Employee Engagement?

  11. Results Of Having Engaged Employees Are Clear • Happier employees • More productivity • More intensity and focus • Lower turnover • Satisfied customers • You make more $$$ (Sysco, Best Buy)

  12. How Do You Create Employee Engagement? • Is it your culture? • Is it having fun? • Is it $$? • Is it perks? • Is it hiring the right people? • Is it being a great place to work? • Is it charismatic leadership? • Is it having the right mission?

  13. #1: Most Critical: Most Important Factor Leaders OR Leaders OR Leaders

  14. Emotional Intelligence Research Case Western 50-70% of how employees perceive their job can be traced to 1 person = their boss Does my boss: • truly care about me ? • help me grow and advance? • give me feedback fairly and consistently ? • listen to my opinion ? • treat me as a person ?

  15. Let’s Step Back • How many direct reports do you have? • Well, you can only impact so many people? • How does this stuff go from the CEO all the way to the tech support rep?

  16. The “Domino Effect” of Leadership Leadership cascades down an organization People think it is okay to treat their people like they are treated People imitate, role model acceptable behaviors

  17. Leaders Impact Employees What do employees want from leaders?

  18. Team Reports • What do your employees need or want from you? • What makes you feel good about your job? • Compare the lists

  19. What Do Employees Want?

  20. Team reports and discussion

  21. 10 minute break

  22. Welcome Back… I took a break after the last session for a purpose. I wanted you to reflect on our discussion and see if there were any “AHA’s” Were there?

  23. Reactions Some people feel “sick”… They think: Wow – I had no idea how many behaviors I exhibit daily that send the wrong message…. I realize now that my behavior does not correlate with my beliefs This is NOT how I want to come across

  24. Should Anyone Follow You? Why?

  25. Common Reasons • You are smarter • You are better educated • You have more experience • You have positional power • You can coerce them • Fear of losing job • People want to be led

  26. Think about… How did you get to a leadership position? Why you want(ed) to be a leader?

  27. Leaders Most people want to lead because of the: 5 Ps • Power • Prestige • Pay • Promotions • Perks

  28. Leadership Perspective Your underlying philosophy, attitudes and beliefs about leadership frame and colors your behavior. From this perspective emerges a fundamental and pivotal choice…

  29. Leadership Perspective Is it all about YOU? OR Is it all about THEM?

  30. Leadership Perspective If it truly is all about YOU, You will want to learn how to be effective to get results yourself OR If it truly is about THEM, you will want to learn to be an effective people leader to inspire others to get results

  31. Leadership Perspective

  32. Leadership Principles Straightforward and simple, really only 4: • Golden Rule • Take care of your people • Lead by example • Do what’s right

  33. Leadership Principles Principles are Simple, Daily Execution is Hard • Consistency • Discipline • Thousands of little acts • Leadership fishbowl Expertise research

  34. Leadership Principles Communication happens through: 50% Body language 38% Tone 7% Words Professor Jane Dutton Energizing Your Workplace

  35. High Performance Organizations Research says that leaders in HPO’s are: • Jim Collins Level 5 types • Humble, passionate operators • Most grew up in one company 20+ years • Can relate to, understand and care about line employees • Paranoid about complacency and arrogance • Devalue elitism and executive perks • Not necessarily charismatic nor visionary, nor MBAs • Attribute success to others, luck, being in right industry, right place at the right time.

  36. Serendipity In Life and Leadership • Think of all the unplanned events that got you here. • Your success is because of many other people giving to you • When is it payback time? • Outback, Best Buy stories

  37. HPLs of HPOs

  38. Humble – The Common Thread

  39. Humble Definitions: Behaviors:

  40. Arrogance Definitions: Behaviors:

  41. Humble and Arrogance Can we rank order humble behaviors? And Arrogant behaviors?

  42. What Have We Just Done? Any insights or AHA’s? • Discuss work of Karl Weick

  43. Wait – A Major Problem The Leadership Paradox

  44. Effective Leadership Execution Fight the daily killers of Effective Leadership Leadership Skills How to Lead Five Steps Leader’s Self-management tools Right Leadership Attitudes and Beliefs 4 Fundamental Leadership Principles

  45. In Conclusion… Effective Leaders employees • What behaviors do we reward? • What behaviors do we devalue? • How do we change behavior?

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