Applying best practice leadership principles, process, tools and techniques in the disruption era

1. LEADERSHIP IN THE
DISRUPTION ERA
CHARLES COTTER Ph.D candidate, MBA, B.A (Hons), B.A
www.slideshare.net/CharlesCotter
PROTEA FIRE AND ICE, MELROSE ARCH
14-15 AUGUST 2017

2. TRAINING PROGRAMME
OVERVIEW – DAY 1
 SESSION #1: Management Principles: Managing Yourself and
Leading Others is Not Easy
 SESSION #2: Rethinking Leadership for the Digital Revolution
 SESSION #3: An Inspiring Leader, Smart Strategists and a
Creative Thinker: Enhancing Personal and Organisational
Creativity
 SESSION #4: Effectively Mentoring, Developing and Improving
the Performance and Satisfaction of your Employees

3. TRAINING PROGRAMME
OVERVIEW – DAY 2
 SESSION #5: Successfully Leading and Managing Change in your
Teams
 SESSION #6: Ethical Application of Influence and Persuasion
 SESSION #7: Navigating the Stages of Team Development:
Building More Effective Teams and Successful Team Dynamics
 SESSION #8: Conflict Management: Promoting Cooperation
Between Team Members

5. INTRODUCTORY LEARNING
ACTIVITY
 Complete the statement by inserting one (1) word. In order to
effectively lead in a disruption era, I need to/to be
…………………………………..
 Now find other learners with the same word as you.
 Jot these words down on the flip-chart.
 Each learner will have the opportunity to elaborate on their chosen
word.

6. SESSION 1

9. LEADERSHIP COMPONENTS

11. CONTEXT OF MANAGEMENT

12. THE NATURE OF THE BUSINESS
ENVIRONMENT – V-U-C-A

19. LEADERSHIP DEVELOPMENT
CONTINUUM

21. CHARACTERISTICS OF
TRANSFORMATIONAL
LEADERSHIP

22. LEARNING
ACTIVITY 1
 Discuss the merits of self-
leadership as the “Genesis”
of the leadership
process/continuum.
 Which leadership style
yields the best results in
your organization. Justify
and substantiate your
reasoning.
 Provide feedback in the
form of a summation of
your group discussion

23. SESSION 2

25. LEADERSHIP DEVELOPMENT
REALITIES AND TRENDS
 The bottom line: Identify potential leaders and actively develop
their skills
 For today’s digital leaders, the most difficult question to answer is
how to successfully identify and develop high-potential employees
– the future leaders who are able to thrive in more demanding
roles. Companies that successfully unlock this potential in its
leaders gain a competitive edge that very few have.
 Leadership and its most effective characteristics are changing.
Today’s millennials place less value on visible (19%), well-networked
(17%) and technically skilled (17%) leaders. Instead, they define true
leaders as: strategic thinkers (39%), inspirational (37%), personable
(34%) and visionary (31%). (Source: Deloitte, Millennial Survey)

28. LEADERSHIP DEVELOPMENT
MATURITY MODEL (BERSIN)

31. LEVEL FIVE LEADERSHIP (COLLINS)

32. LEARNING ACTIVITY 2
 Prepare a strategy to manage and develop the skills and
talent your company needs in the digital reality:
 Evaluate the current degree of leadership development
maturity in your organization.
 Given your organization’s business reality and needs,
identify the profile of the required leader – style and type.
 Identify viable strategies to enhance the leadership
development model in your organization.
 Indicate how your organization can invest in the global
sourcing and development of leaders i.e. creating
leadership pipeline. (if relevant)

33. SESSION 3: INNOVATION AND
CREATIVITY

35. STIMULATING INNOVATION AND
CREATIVITY
 Defining innovation
 The characteristics of an innovative working
environment
 Processes, actions and approaches to create
innovation
 Creativity/innovative techniques

36. COMPONENTS OF LEARNING,
INNOVATION AND GROWTH

39. THE FEATURES AND CHARACTERISTICS
OF KM
 Forging linkages between its structured and unstructured
information in a way to use it for a specific problem situation
 Organizations need to understand who has knowledge and develop
support systems for its creation and application.
 Organizations need to create knowledge maps
 Reflect on existing knowledge
 This also makes it possible to identify the gaps in the existing
knowledge, and to focus future knowledge-gathering efforts.
 Build rewards for knowledge creators and brokers
 Organizations need to harness knowledge to become innovative
 Redistribute and share the knowledge
 Apply the knowledge

42. THE ROLE OF THE MANAGER IN
IMPLEMENTING KNOWLEDGE
MANAGEMENT AND LEARNING
 Creating a conducive working environment for knowledge management
 Act as a role model and leading by example
 Developing, implementing, communicating and revising plans for KM systems
 Creating processes and structures for KM systems
 Stimulating knowledge creation and transfer of learning
 Rewarding and recognizing knowledge creation
 Liaising with other important role players and stakeholders
 Building a culture of learning and a learning organization

45. LEARNING ACTIVITY 3
 By referring to the characteristics of an innovative working
environment, evaluate the degree to which your organization
is an innovative organization. Identify areas of improvement
and recommend change strategies.
 Also indicate which creativity/innovation techniques are most
appropriate in your working environment.
 By referring to the features and characteristics of a Knowledge
Management working environment, evaluate the degree to
which your organization is promoting KM and a learning
organization. Identify areas of improvement and recommend
change strategies.
 Also indicate the role of the manager in stimulating and
creating knowledge and learning in your working environment.

46. SESSION 4:
MENTORING

47. MENTORING REALITIES
 71% of Fortune 500 companies offer mentoring programs to their
employees
 Mentorship is popular, and for good reason: there’s nothing like
being able to turn to a top-level executive for guidance and
support.
 If you’re able to teach potential leaders those lessons successfully,
you’ll be one step closer to developing your future leaders.

48. DEFINING MENTORING
 Mentoring is a process for the informal transmission of
knowledge, social capital and the psychosocial support perceived
by the recipient as relevant to work, career, or professional
development.
 Mentoring entails informal communication, usually face-to-face and
during a sustained period of time, between a person who is
perceived to have greater relevant knowledge, wisdom or
experience (the mentor) and a person who is perceived to have less
(the protégé).

49. Mentors focus on the person, their career and
support for individual growth and maturity
the coach is job-oriented and performance
oriented.
Coaching and mentoring use the same skills and
approach, but coaching is short term task-based
mentoring is a longer term relationship.

50. THE BENEFITS OF MENTORING –
INDIVIDUAL EMPLOYEE

51. THE BENEFITS OF MENTORING -
ORGANIZATION

52. BEST PRACTICE MENTORING
GUIDLEINES
 The value of the mentor-mentee relationship
 Responsible and committed mentee behaviour and actions
 Constructive and nurturing mentor behaviour and actions
 Mentors exhibiting and practicing the right characteristics

53. CHARACTERISTICS OF EFFECTIVE
MENTORS
 Integrity
 Show genuine interest in their protégés as a person
 Share their experiences and insights
 Ask open questions to encourage reflection
 Listen be an objective sounding board
 Offer positive (constructive) feedback
 Offer only solicited advice
 Celebrate and acknowledge achievements

58. THE
HARMONIOUS
RELATIONSHIP
TRIANGLE

59. “The best mentors strike a balance between providing
Directive and Supportive mentee-directed behaviour and
action. “
(Charles Cotter, 2014)

60. THE G-R-O-W MENTORING
MODEL

61. MENTORING PROCESS

62. LEARNING
ACTIVITY 4
 Evaluate the current degree
of effectiveness of your
organization’s mentoring
practices and process, as a
leadership development
tool.
 Identify gaps and
recommend improvement
strategies
 Present a summary of
group discussion

63. SESSION 5:
CHANGE
MANAGEMENT

64. THE NEED FOR CHANGE

65. STRATEGIC CHANGE
MANAGEMENT
 Strategic change management is the process of
managing change in a structured and thoughtful
way in order to meet organizational goals,
objectives and missions.
 Therefore, change management and related
processes present many managerial challenges
and, consequently, requires a systematic,
structured, purposeful and integrated approach.

66. FORCES OF CHANGE

69. CHANGE MANAGEMENT SUCCESS
TRACK RECORD
 The literature on “change management” is clear: over 70% of
change initiatives fail.

75. CHARACTERISTICS OF CHANGE-
CAPABLE/FRIENDLY ORGANIZATIONS
 #1: Linking the present and the future
 #2: Make learning a way of life (learning organization)
 #3: Actively supporting and encouraging day-to-day improvements
and changes (continuous improvement processes)
 #4: Ensuring diverse teams
 #5: Encourage out-of-the-box thinking (innovation)

76. CHARACTERISTICS OF CHANGE-
CAPABLE/FRIENDLY ORGANIZATIONS
 #6: Protect and shelter breakthrough ideas (intellectual property)
 #7: Integrate technology to implement changes
 #8: Build and deepen trust (creating an organizational culture of
management credibility and integrity)
 #9: Streamline and align processes, systems and structures
 #10: Leadership have the will and conviction to change

77. LEARNING
ACTIVITY 5
 Diagnosis: By referring to
each of the characteristics
of change capable/friendly
organizations, measure the
degree of your
organization’s readiness to
change.
 Analysis: Identify those
areas which need to be
improved and recommend
strategies to close these
gaps.
 Present a summary of
group discussion

78. CHANGE TRANSITION CURVE

80. THE ROLE OF LEADERSHIP IN
CHANGE MANAGEMENT
 “Leaders should not only administer and manage change, but pioneer,
pilot and drive change towards barrier-busting heights of performance
improvement.” (Cotter, 2005)
 Managerial Roles and Actions
 Change Agents (internal and external)
 Building resilience and change-hardiness
 Transformational Leadership
 Develop Employee engagement strategies
 Scaling the Hierarchy of Commitment

81. CHANGE LEADERSHIP ROLES AND
ACTIONS
 Provide a future vision for change
 Leaders should possess diagnostic ability to read, scan and respond
to the changing environment in the perpetual quest for business
growth and expansion opportunities
 Be a catalytic driver of change
 Guide, support and lead people through the change transition
cycle
 Be a change agent
 Lead by example during change i.e. be a role model/ambassador
and advocate for change
 Be a transformational leader
 Break down resistance to change
 To build resilience and change hardiness amongst the workforce

82. BUILDING RESILIENCE AND
CHANGE HARDINESS
 The five attributes of resilience include:
 Positive (they see life as complex but filled with opportunity)
 Focused (they have a clear vision of what they want to achieve)
 Flexible (they demonstrate pliability when responding to uncertainty)
 Organized (they develop structured approaches to managing
ambiguity)
 Proactive (they engage with change rather than defending against it)

85. WHY PEOPLE RESIST CHANGE?
 Uncertainty (i.e. fear of the unknown)
 People’s self-interest is threatened
 A lack of trust and misunderstanding
 Belief that change is incompatible with the goals and the interest of the organization
 A low tolerance for change is also a barrier to organizational change
 Other general reasons (e.g. include inertia where people do not want to change the status quo,
poor timing, and unexpected, extreme or sudden change and peer pressure)

86. MANAGERIAL TECHNIQUES TO
REDUCE RESISTANCE TO CHANGE

90. A-D-K-A-R

95. PROSCI’S CHANGE MANAGEMENT
METHODOLOGY

96. LEARNING ACTIVITY 6
 As a manager, describe how you can accelerate and guide
employees through the change transition cycle to the most
sophisticated/mature stage, i.e. commitment.
 Apply the leadership roles in effectively managing change.
 In your work environment, identify the five (5) foremost reasons why
employees resist change. For each of these 5 reasons, describe the
ways and means that you as a leader can use to break down these
“walls of resistance”.
 By referring to each of the 6 techniques to manage employee
resistance to change, describe how you as a leader can apply these
techniques in your working environment. Also indicate at which
stage of the change process, each of these techniques is most
appropriate.
 Evaluate the merits and application and utility value of Prosci’s
Change Management methodology to your organization. Is there a
viable, feasible and sustainable business case for it’s implementation
value at your organization. Justify your response.

97. SESSION 6:
INFLUENCE AND
CREDIBILITY

99. ARISTOTLE’S RHETORICAL
TRIANGLE

102. BUILDING CREDIBILITY
 The Credibility Formula as: Credibility = Integrity + Expertise.
 Achieving a distinguishable level of follower faith and loyalty is
certainly not an overnight occurrence and can be achieved only
through openness; committed people investment and a proven
scorecard of leadership and performance excellence.
 Leader behaviour, actions and decisions congruent with reliability,
fairness, consistency and transparency are instrumental values
which can enhance follower perception of the leader’s reputation,
standing and eventually, their willingness to follow and support that
leader.

103. LEARNING
ACTIVITY 7
 Develop strategies for how
you can expand your
leadership influence in your
organization.
 Develop strategies for how
you can increase your
leadership credibility in your
organization.

104. SESSION 7: TEAM
LEADERSHIP

107. STAGES OF TEAM DEVELOPMENT

108. PERFORMANCE EQUATION

109. BENEFITS OF A MOTIVATED
WORKFORCE
 Quality performance
 High levels of productivity (“a team member is a
productive team member”)
 High levels of commitment (to both the team and
organization)
 High levels of team cohesion

113. PERCEPTUAL GAP

114. TEAM LEADER MOTIVATION
ACTIONS
 Set specific goals for employees
 Goals should be realistic and attainable
 Job must suit the employee’s personality
 Provide immediate feedback to employees on their performance
 Rewards should be individualistic
 Link rewards to performance
 Honour the principle of internal equity (i.e. fairness for all employees)
 Motivational theories should be regarded as cultural bound
 Respect and recognise individual differences

117. RECOGNITION
 40% of employees who do not meaningfully feel recognized will
not go above and beyond their formal work responsibilities to
get the job done. 86% of those who feel recognized will.
 83% of employees cited recognition for contributions is more
fulfilling than rewards and gifts.
 Type of recognition matters – 68% favoured individual above
team-based recognition; 88% found recognition from their
managers as very/extremely motivating and 76% found praise
from peers as very/extremely motivating.
 Recognition strategies

119. PERFORMANCE MATRIX

120. LEARNING
ACTIVITY 8
 Identify your team’s stage
of maturity. Describe the
leadership strategies to
graduate/sustain level 4:
Performing.
 Identify the motivators in
your work team. Describe
the leadership strategies to
unlock optimal levels of
motivation.
 By referring to the
Performance Matrix,
describe the leadership
strategies to optimize
performance in your team.

121. SESSION 8: CONFLICT
MANAGEMENT

122. FUNCTIONAL AND
DYSFUNCTIONAL CONFLICT
 Functional conflict leads to open discussion, a better understanding
of differences, innovative solutions and greater commitment.
 Functional conflict contributes to the achievement of organizational
goals and enhances relationship-building.
 Dysfunctional conflict tends be more focused on emotions than on
the goal/task at hand known as affect conflict/interpersonal conflict, it
is destructive when a solution is not reached, energy is diverted away
from the core problem and morale is negatively affected.
 Dysfunctional conflict is detrimental to relationships within the team
and team performance.

123. OPTIMAL LEVELS OF CONFLICT

124. ADVANTAGES OF OPTIMAL LEVELS
OF CONFLICT
 Co-operation from team members
 Improved performance and productivity
 Reduced stress and preserved integrity
 Solve problems as quickly as possible
 Improved relationships and teamwork
 Enhanced creativity
 Increased staff morale

126. THE 4-STEP CONFLICT
RESOLUTION PROCESS –
THERAPEUTIC MODEL
 Step 1: Identify sources of potential and actual conflict
(DIAGNOSIS)
 Step 2: Develop conflict resolution strategies/techniques
(EXAMINATION)
 Step 3: Apply conflict resolution strategies/techniques
(REMEDY)
 Step 4: Control and review the effectiveness of the conflict
resolution strategy/technique (FOLLOW-UP)

127. STEP 1: DIAGNOSIS
 Identify the sources/causes of conflict:
Intra-personal
Interpersonal
Intra-group or Inter-group
 The best approach to manage conflict effectively is
to be proactive.

128. STEP 2: EXAMINATION
 Develop conflict resolution strategies/techniques:
 Shark (Competing)
 Turtle (Avoiding)
 Fox (Compromising)
 Teddy-bear (Accommodating)
 Owl (Collaborating)
 There is no one best way to deal with conflict. It is dependent on the current
situation as well as the team members involved in the conflict.
 The golden rule is that managers should take prompt action in resolving conflict.
 By failing to act, it may result in the conflict escalating beyond control and
“spreading like a cancer” negatively affecting team performance and
relationships.

129. CONFLICT RESOLUTION STYLES

130. STEP 3: REMEDY
 Apply conflict resolution strategies/techniques
 The key is to match strategies to situations
 Influential considerations:
 Time pressure
 Issue importance
 Relationship importance
 Relative power

131. STEP 4: FOLLOW-UP
 Managers will need to confirm whether this technique has
adequately resolved the conflict.
 In the event that this dysfunctional conflict persists, managers may
have to resort to alternative (third party) strategies:
 Mediation
 Counseling
 Organizational development (OD) interventions

132. CONFLICT MANAGEMENT GUIDING
PRINCIPLES – TIPS AND TECHNIQUES

133. LEARNING
ACTIVITY 9
 Identify a current conflict
situation in your work
team. Apply the 4-step
conflict resolution process,
to find a solution for this
conflict.
 Develop a set of 10 best
practice leadership
guidelines for effectively
managing conflict in your
organization.
 Present a summary of
group discussion

134. CONCLUSION
Key points
Summary
Questions

135. CONTACT DETAILS
Charles Cotter
 (+27) 84 562 9446
 charlescot@polka.co.za
 LinkedIn
 Twitter: @Charles_Cotter
 http://www.slideshare.net/CharlesCotter