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LEADERSHIP IN CHALLENGING TIMES

LEADERSHIP IN CHALLENGING TIMES. The pressure for new models of leadership Inverting lines of communication Leading change. TRUST IN BUSINESS. A survey across 20 countries found that 62% of people trust business less than a year earlier Edelman PR, 2009 ‘Trust in US business is

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LEADERSHIP IN CHALLENGING TIMES

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  1. LEADERSHIP IN CHALLENGING TIMES The pressure for new models of leadership Inverting lines of communication Leading change

  2. TRUST IN BUSINESS A survey across 20 countries found that 62% of people trust business less than a year earlier Edelman PR, 2009 ‘Trust in US business is even lower than it was after Enron and the dot.com bust.’ Fortune, March 2009 Richard Edelman, 2009

  3. Gary Hamel HBR, Feb 2009

  4. SIX ROLES OF THE LEADER • Reality master • Pioneer • Change master • Learning master • Strategy master • Value/culture master

  5. INVERTING THE COMMUNICATION PYRAMID • Dissenters just don’t understand • They need to be silenced • Dissent is DANGEROUS ‘Do you agree with the rest of us yet, Johnson?’

  6. ‘We are getting less than 40 hours of work from a large number of our EMPLOYEES. The parking lot is sparsely used at 8am; likewise at 5pm… As managers, you either do not know what your EMPLOYEES are doing or you do not CARE. You have created expectations on the work effort which allowed this to happen inside Cerner, creating a very unhealthy environment. In either case, you have a problem and you will fix it or I will replace you… NEVER in my career have I allowed a team which worked for me to think they had a 40-hour job. I have allowed YOU to create a culture which is permitting this. NO LONGER… I STRONGLY recommend that you call some 7a.m., 6p.m. and Saturday a.m. team meetings… My measurement will be the parking lot… The pizza man should show up at 7.30p.m. to feed the starving teams working late… You have two weeks. Tick, tock.’ Neal Patterson, CEO of Cerner Corporation

  7. A MAJOR SOURCE OF ERROR??? ‘The temptation to tell a Chief in a great position the things he most likes to hear is one of the commonest explanations of mistaken policy. Thus the outlook of the leader on whose decision fateful events depend is usually far more sanguine than the brutal facts admit.’ Winston Churchill (1931) INGRATIATION...

  8. ‘A lot of times in politics you have people look you in the eye and tell you what's not on their mind.’ --George W. Bush, Sochi, Russia, April 6, 2008

  9. AN ISSUE OF LEADERSHIP ‘We are left with a paradox: the most successful leaders appear to be those who cultivate the least compliant followers, for when leaders err – and they always do – the leader with compliant followers will fail.’ Keith Grint

  10. WAYS FORWARD? • Transformational leadership??? • Servant leadership? • Distributed leadership? • Authentic leadership? • Humble leadership?

  11. Performance Future State Transition State Current State Time Change Management -The Expectation...

  12. Performance Future State (success) Transition State Current State Future State (failure) Time Change Management -The Reality...

  13. The Dilbert Principle ~ No.18 ‘People hate change, and with good reason. Change makes us stupider. It adds new information to the world; information we don’t know. And so, our knowledge, as a percentageof all the things that we know – goes down a tick every time something changes.’

  14. SOME IMPLICATIONS • Are more ‘humble’ models of leadership now needed? • How can we eliminate old hierarchical based models of decision making? • How do you secure adequate upward communication within the police service? • How do police leaders get buy-in for change?

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