You Don't Scale: Why Today's Leaders are Engineering Trust Into Their Company's Culture
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The document discusses how modern leaders are building trust into their company's culture. It argues that today's management techniques originate from the 1920s Industrial Era and that millennials expect a culture based on trust. The document promotes an "anti-heroic" leadership approach of empowering people and focusing on their strengths rather than strict command-and-control methods. It encourages leaders to practice accountability through enabling people to explain themselves rather than just imposing rules.
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You Don't Scale: Why Today's Leaders are Engineering Trust Into Their Company's Culture
- 1. You Don’t Scale: David J Bland Wednesday, May 20th, 2015 @davidjbland Why Today’s Leaders Are Engineering Trust Into Their Company’s Culture
- 2. @davidjbland David J Bland Principal Advisor Neo San Francisco David J Bland Principal Advisor @Neo
- 3. @davidjbland “Leadership is one of the most observed and least understood phenomena on earth.” James MacGregor Burns (1978)
- 11. @davidjbland Mistakes are Made Process to Prevent Mistake Process has Side Effects Repeat several hundred times
- 12. @davidjbland
- 13. @davidjbland Leads to this type of culture
- 14. @davidjbland We launch a 2015 product with a 1970s software process using management techniques from the 1920s.
- 15. @davidjbland Dr. Winston W. Royce - 1970
- 16. @davidjbland Dr. Winston W. Royce - 1970
- 18. @davidjbland Industrial Era Frederick Winslow Taylor “In the past the man has been first, in the future the system must be first.”
- 19. @davidjbland Industrial Era Frederick Winslow Taylor “In the past the man has been first, in the future the system must be first.” (and he compared workers to draft animals)
- 20. @davidjbland Pre-Industrial Era “It's a much bigger, more powerful question to ask, If today we are using management techniques that were also used on slave plantations.” http://hbswk.hbs.edu/item/7182.html - CAITLIN C. ROSENTHAL
- 21. @davidjbland David J Bland Principal Advisor Neo San Francisco Enough of what’s broken.
- 22. @davidjbland David J Bland Principal Advisor Neo San Francisco Where are we going?
- 23. @davidjbland Rise of the Trust Based Economy Forbes.com
- 24. @davidjbland David J Bland Principal Advisor Neo San Francisco Millennials expect trust to be present in the system.
- 25. @davidjbland David J Bland Principal Advisor Neo San Francisco Millennials expect trust to be present in the system. (and you’re going to be hiring them)
- 26. @davidjbland David J Bland Principal Advisor Neo San Francisco Millennials expect trust to be present in the system. (and you’re going to be hiring them) (and they’re going to run all of this soon)
- 28. @davidjbland Heroic Anti-Heroic accountability (noun) - the condition of being accountable
- 29. @davidjbland Heroic Anti-Heroic accountability (noun) - the condition of being accountable - the ability to be able to give account
- 30. @davidjbland Heroic Anti-Heroic Heroic leaders hold people accountable.
- 31. @davidjbland Heroic Anti-Heroic Anti-Heroic leaders empower people to give an account.
- 32. @davidjbland simple complicate d complex chaos (best practice) (good practice)(guidelines) (principles) disorder Cynefin Model – David Snowded
- 33. @davidjbland simple complicate d complex chaos (best practice) (good practice)(guidelines) (principles) disorder Cynefin Model – David Snowded Heroic
- 34. @davidjbland simple complicate d complex chaos (best practice) (good practice)(guidelines) (principles) disorder Cynefin Model – David Snowded Anti-Heroic
- 35. @davidjbland Run to Great Purpose Upend the Pyramid Build on Strengths Raise the Bar Blaze the Trail The Serving Leader
- 36. @davidjbland Run to Great Purpose Upend the Pyramid Build on Strengths Raise the Bar Blaze the Trail The Serving Leader
- 37. @davidjbland Run to Great Purpose Upend the Pyramid Build on Strengths Raise the Bar Blaze the Trail The Serving Leader
- 38. @davidjbland Run to Great Purpose Upend the Pyramid Build on Strengths Raise the Bar Blaze the Trail The Serving Leader
- 39. @davidjbland Run to Great Purpose Upend the Pyramid Build on Strengths Raise the Bar Blaze the Trail The Serving Leader
- 40. @davidjbland The Vice President of Product, a long time employee that’s been promoted from within, isn’t working out. You call him into your office to discuss next steps.
- 41. @davidjbland The Vice President of Product, a long time employee that’s been promoted from within, isn’t working out. You call him into your office to discuss next steps. Heroic: - Assign the VP to a different position - Terminate the VP
- 42. @davidjbland The Vice President of Product, a long time employee that’s been promoted from within, isn’t working out. You call him into your office to discuss next steps. Anti-Heroic: - Ask the VP about his ideal position in the organization - Help the VP build on his strength
- 43. @davidjbland Your leadership team keeps revisiting the same conversation over the course of several meetings. They cannot seem to make a decision or identify action items.
- 44. @davidjbland Your leadership team keeps revisiting the same conversation over the course of several meetings. They cannot seem to make a decision or identify action items. Heroic: - Why are we talking about this again? - Assign action items based on what you think is right.
- 45. @davidjbland Your leadership team keeps revisiting the same conversation over the course of several meetings. They cannot seem to make a decision or identify action items. Anti-Heroic: - What is the main obstacle? - What is the cost of not acting?
- 46. @davidjbland Heroic Anti-Heroic Transactional I / My / Me / Mine / Myself Command and Control
- 47. @davidjbland Heroic Anti-Heroic Transformational We / Us / All / Who Catalytic
- 48. @davidjbland To Recap - Don’t be quick to replace trust with process. - Leading through the known isn’t the same as leading through the unknown. - Find opportunities to practice Anti-Heroic Leadership.
- 50. @davidjbland Questions? (I’ll answer the rest on neo.com)