Leadership for Sustainability

Yasser ElFar

Definitions

What is Sales ? It is Art of convincing.

What is Marketing? It is Art of creating demand. What is Management? It is Art of doing things through people. It is the Art of Organizing, Leading, Planning & Controlling

Definitions

Efficiency:
Do things right.

Effectiveness:
Do the right thing.

Why?

Because of dog-eat-dog market, contentious innovation is the trend in Organizations. But because of imitation, competitors after a while become equals. So, Organizations (Firms) must achieve Sustainable Competitive Advantage (SCAs) to differentiate them selves in the market. If this (SCA) is achieved only through marketing mix (product, price, people and promotion) it is easily to be imitated. But if Organization achieves (SCA) through proper design for relationship with customers , it lasts for long term and it is very hard to be imitated.

Why?

2 Basic sources for SCAs:

Superior resources: Better location, prime access to

supplies, ..

Superior skills: More human talent, Know how,

competencies, managerial abilities Or all of t6hem.

The SCAs can be achieved only when 2 conditions are met:

This difference must be communicated in the market. This difference must be reflected in our organization. (products, attitude, everything)

Business History
Time Period Business Type Objective Orientation Role Of Sales Person Activities Of Sales Before 1930 Production Making Sales Short-Term Seller Needs Provider Taking orders, 1930 - 1960 Sales Making Sales Short-Term Seller Needs Persuader Aggressively 1960 - 1990 Marketing Satisfying Customer Needs Short-Term Customer Needs Problem Solver Matching available After 1990 Partnering Building Relationship Long-Term Seller & Customer Needs Value Creator Creating new alternatives, matching buyer needs with seller capabilities

convincing buyers offerings to buyer Person Delivering goods to buy products needs

OVERVIEW

What are the most significant challenges facing you as leaders? What is leadership? And what are behaviors and characteristics of effective leaders? What actions can you take to develop leadership, manage change, and control your environment?

What challenges face Leaders?

Fewer Entrants into the labor (demographics & the brain drain).

market

Employee skill sets Technology Revolution, means skills not readily available in labor Market; current employees challenged as well: Talent Wars

What challenges face Leaders?

Information Overload (data glut) and other sources of stress. The challenges of diversity and globalization (generations, values, ethnicity, gender, religion, etc.)

What challenges face Leaders?

How to attract, retain, and motivate in a new, uncertain environment. How to manage economic uncertainty when organizational and global change are rampant (uncontrolled) (military conflict, bankruptcies, conflict, and beyond)

Effective leadership is

The art of mobilizing others to want to straggle for shared aspirations (goal or desire) Motivating individuals to coalesce (unite) around and achieve extraordinary performance. Figuring out which way the troops are going and running fast enough to stay ahead of them (Ghandi)

Traits Associated with Leadership Effectiveness

Intelligence
Judgment Decisiveness Knowledge Fluency of speech

Personality
Adaptability Alertness Creativity Personal Integrity Self-Confidence Emotional balance & control Independence

Abilities
Ability to enlist cooperation Cooperativeness Popularity & Prestige Sociability Social participation Tact, Diplomacy

How do you develop your own leadership skills?

Interest in opportunities clarified Feedback seeking increased 360 input used for development Outside learning pursued

How do you develop leadership skills in others

Identification Assignments Succession planning Coaching counseling Role models

Delegation

Consider pros of delegation :more time ,developmental, empowering, creative solution Versus cons of delegation :inadequate skills or readiness, more time to train, your responsibility for errors or missed targets So, what is your job, and should you strive to give it away? Which part of it?

Effective leaders Manage by Walking Around (ala peters):

Send a message about your access and concern Learn more clearly work place issues Demonstrate talents and decision making Practice listening and getting to know people

Effective leaders closely follow loyalty rules (Reichhelds)

Listen hard, talk straight (honest feedback) Preach (Lecture) what you practice Keep it simple (reward systems) Reward the right results Be picky (particular, hard to please, demanding) Play to win-win

Effective leader practice selective recruiting and promotion to build more effective work places (ala Execution by Bossidy & Charan) Effective leaders institute change rarely, but seriously - and stick with it (Moss Kanter) Effective leaders also understand the best antidote to career derailers (disrupt, or overturn) is emotional intelligence

Emotional Intelligence is:

Self-Awareness (self-confidence, realistic self-assessment, and self - deprecating sense of humor) Self - Regulation (trustworthiness & integrity, comfort with ambiguity (uncertainty, doubt, vagueness), openness to change) Motivation (strong drive to achieve, optimism, organizational commitment)

Emotional Intelligence

Empathy (expertise in building and retaining talent, cross-cultural sensitivity, and service to clients & customers) Social skills (effectively leads change, persuasive, expertise in building and leading teams)

In summary, effective leaders:

Have passion & conviction to sell their story Select & develop staff who know their roles Provide resources & opportunities to get the job done Are open , candid communicators Are close to their people and the business Give rewards beyond money

Leadership Tools for Managing change

How to Drive a Turbo-Changed Change Initiative

What Well Get Done

Learn or review a powerful 8-stage model for leading change

Turbo-change the model by learning the S-F-A principle

Leading Change: The Base

Increase Urgency Build the Guiding Team Get the Vision Right Communicate for buy-In Empower Action Create Short Term Wins Dont Let Up Make Change Stick

The Heart of Change : The Boost

Of all the obstacles to effective change, which is the one that gets in the way most often?

Emotion That Undermine New Behavior

Anger False Pride Pessimism Arrogance Cynicism (Sarcasm, Doubt, ...) Panic Exhaustion Insecurity Anxiety (Worry, Concern, Fear, Nervousness)

Emotions That Facilitate New Behavior

Faith Trust Optimism Urgency Reality-Based Pride Passion Excitement Hope Enthusiasm

Two Strategies
Plan A : Give people Analysis .as a result Date and Analysis Influence How We Think New Thoughts Change Behavior or Reinforce Change Behavior Plan B :(Plan A +) Help people (See) as a result . Seeing something New Hits the Emotions (Feel) Emotionally Changed Ideas Changed \Reinforce Behavior (Act)

Increase Urgency

Core Challenge

Get people out the bunker and ready to move

Increase Urgency

Desired New Behavior

People start telling each other, Lets go, we need to change things

Increase Urgency

The first and most critical step in a successful changed effort Report and spreadsheets are not enough Demonstrate actions that need for change

Increase Urgency

what works

Create dramatic presentation with compelling objects that people can touch

Provides evidence from outside the organization that change is required Find cheap and easy ways to reduce complacency

Increase Urgency

We See We Feel We Act Gloves on the Boardroom Table

Build the Guiding Team

Core Challenge Get the right people in place with trust, emotional commitment and teamwork to guide a difficult change process

Build the Guiding Team

Desired New Behavior A group powerful enough to guide a big change is formed and they start to work together well

Build the Guiding Team

Change in the old days was smaller and moved more slowly Today, no single leader can handle effective change alone Guiding team members are fully committed, well respected and have power and influence

Build the Guiding Team

What works Attract key leaders by showing enthusiasm and commitment Model the trust and teamwork needed in the group Structure meeting formats that minimize frustration and maximize trust

Build the Guiding Team

We See We Feel We Act General Mollo and I were floating in the water

Get the Vision Right

Core challenge Get the guiding team to create the right vision and strategies to guide action in all of the remaining stages of change

Get the Vision Right

Desired New Behavior

The guiding team develops the right vision and strategy

People often have the mistaken perception that a vision is not related to business realities Urgency may push people into action, but it is the vision that will steer them in a new direction

Get the Vision Right

What works?

Literally seeing or visualizing possible futures. Visions that can be articulated in one minute or summarized in one page Bold strategies, quickly executed

Get the Vision Right

We See We Feel We Act

The plane will not move

Communicate for Buy In

Core Challenge

Get as many people as possible acting to make the vision a reality

Communicate for Buy In

Desired new behavior:

People begin to buy into the change and this shows in their behavior

Communicate, Communicate, Communicate Sending clear, credible, heartfelt messages establishes genuine, gut-level buy-in

Communicate for Buy In

What works?

Literally seeing or visualizing possilble futures. Visions that can be articulated in one minute or summarized in one page Bold strategies, quickly executed

Communicate for Buy In

What works?

Keep communication simple and heartfelt Find out what people are really feeling Speak to their issues Rid communication channels of junk Use new technologies

Empower Action

Core Challenge

Remove key obstacles that stop people from acting on the vision

Desired new behavior

More people feel able to act, and do act, on the vision

Empower Action

Empowerment means removing barriers for those whom we want to assist in pushing the change effort Removing obstacles inspires, promotes optimism and builds confidence

Empower Action

What Works

Bring in experienced change leaders Create recognition and reward systems Give constructive feed back Help disempowering managers powerfully experience the need for change

Create Short-Term Wins

Core Challenge

Produce enough Short-Term wins fast enough to

Energize the change helpers Enlighten the Uncertain Defuse the Cynics (Pessimist, Doubter) Build momentum for the effort

Create Short-Term Wins

Desired new behavior

Momentum builds as people try to fulfill the vision, while fewer and fewer resist change

Create Short-Term Wins

Short-Term Wins

Nourish faith in the change effort Emotionally reward the hard workers Build Momentum

Reported progress has to match stakeholders perceptions

Create Short-Term Wins

What Works

Cheap and easy wins that are

Timely Unambiguous (Definite and Clear) Meaningful to others

Dont Let Up

Core Challenge

Continue with wave after wave of change, not stopping until the vision is a reality no matter how big the obstacles

Dont Let Up

Desired new behavior

People remain energized and motivated to push change forward until the vision is fulfilled

Dont Let Up

You are not done until your change has been entrenched (deep-rooted, well-established) People build on the momentum of wave after wave of change until the vision ia a reality Dont declare victory too soon

Dont Let Up

What Works

Eliminate or delegate non-priority work Show people powerful reasons to keep urgency up Use new situations opportunistically to launch the next wave of change

Make Change Stick

Core Challenge

Create a supporting structure that provides roots for the new ways of operating

Make Change Stick

-

Desired New Behaviour

-

New and desired behaviours continues despite

-

The pull of tradition Turnover of change leaders Etc.

Make change stick

Remember that leaps into the future frequently slide back into the past Create a new, supportive, strong culture A strong culture provides roots for the new ways of operating

Make Change Stick

What Works

Refuse to declare victory too soon Use new employee orientation Use vivid stories to visibly and compellingly (engagingly) reinforce the vision

Make Change Stick

- We See We Feel We Act - The Boss Goes to Switzerland

The Turbo-Charging Principle

See Feel Act

Help People See

as a result

Seeing Something New Hits the Emotions Emotionally Charged Ideas Change Behaviour / Reinforce Changed Behaviour

See
Identify a problem / solution in one stage of the change process

Show the problem / solution in an emotionally engaging, dramatic, vivid, compelling way

To See use

Live Presentations Modelling Video Stories Physical Environment Visible Results New Demands Placed on people Old Demands Taken Away Physical Symbols That People See Every Day

See Leads to Feel

Feel

Dramatic, vivid visualizations catch peoples attention

They reduce undermining emotions

Anger Confusion Panic

They increase facilitative emotions

Passion Faith Trust Pride Urgency Hope

Feel Leads to Act

Different feelings a change of heart transform behaviour

The new behaviour helps groups and organizations effectively move through the eight steps and leap into a prosperous future

THANK U
Dr. Yasser ElFar