Tipping Point Leadership
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Agile Gurgaon 2016, 27th and 28th May
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Tipping Point Leadership
- 2. www.agilegurgaon.com Who am I? 2 Sanjay Saini I am married and lives with two cute terrorists Would like to fly a fighter plane, horses in my farm and dolphins in my pool Agile learner, practitioner and mentor Will be a co-learner along with you guys for the session Email - saini2000@yahoo.com Mobile - 9891001391
- 3. www.agilegurgaon.com References and acknowledgements 3 Disclaimer - I don’t own any of the images been used in this slide deck, thanks to all the owners Don’t compete with rivals, make them irrelevant
- 4. www.agilegurgaon.com Tipping Point Leadership Harvard Business Review – April 2003 4
- 5. www.agilegurgaon.com Flashback to 1994 5 New York City 1. Murders at all time high, armed robberies, gang wars 2. Press referred to the Big Apple as the Rotten Apple. 3. A front page headline in the New York Post had screamed – “Dave do something” 4. The best the police could do was react to crimes once they were committed 5. New Yorkers were under siege, city was veering towards anarchy
- 6. www.agilegurgaon.com Flashback to 1994 6 William Bratton was appointed police commissioner of New York City
- 7. www.agilegurgaon.com Fast forward to 1996 7 Bratton turned New York into the safest large city in the US 1. Felony crime fell 39% 2. Murders by 50% 3. Theft by 35% 4. Public confidence in NYPD jumped from 37% to 73% 5. Job satisfaction and motivation in the police department reached all time high He featured on the cover of the Time magazine
- 8. www.agilegurgaon.com Theory of Tipping Point Leadership 8 In an organization, once the beliefs and energies of a critical mass of people are engaged, conversion to a new idea will spread like an epidemic
- 9. www.agilegurgaon.com Conventional Wisdom vs Tipping Point Leadership 9 The theory of organizational change rests on transforming the mass and these efforts require steep resources and long timeframes. To achieve a strategic shift at low cost, focus on the extremes – the people, acts, and activities that exert a disproportionate influence on performance
- 10. www.agilegurgaon.com Organizational hurdles to strategy execution 10 Cognitive Hurdle An organization wedded to the status quo Political Hurdle Opposition from powerful vested interests Motivational Hurdle Unmotivated staff Resource Hurdle Limited resources
- 11. www.agilegurgaon.com Cognitive Hurdle An organization wedded to status quo 11 Business cases are prepared using numbers The worst thing about Data is that it lacks emotions Let people see and experience the realty
- 12. www.agilegurgaon.com12 Ride the ‘Electric Sewer’ Cognitive Hurdle An organization wedded to status quo
- 13. www.agilegurgaon.com13 Cognitive Hurdle An organization wedded to status quo 1. Do we make our case just with numbers? 2. Or do we get our supervisor and employees face-to-face with the operational problems? 3. Do we get them into the market and listen to customers? 4. Or do we outsource our eyes and send out market research questionnaires?
- 14. www.agilegurgaon.com14 There will never ever be unlimited amount of resources Cold spot Hot spot Resource Hurdle Limited resources Horse trading
- 15. www.agilegurgaon.com15 Resource Hurdle Limited resources 1. Where are our hot spots? 2. Where are our cold spots? 3. Do we have anything to trade?
- 16. www.agilegurgaon.com16 Zoom in on Kingpins Motivational Hurdle Unmotivated staff Place Kingpins in a Fishbowl
- 17. www.agilegurgaon.com17 Motivational Hurdle Unmotivated staff 1. Who are our Kingpins? 2. Do we put the spotlight on Kingpins using a fair process? 3. Or do we just demand high performance and cross our fingers until the next quarter numbers come out?
- 18. www.agilegurgaon.com18 Political Hurdle Opposition from powerful vested interests
- 19. www.agilegurgaon.com19 Secure a Consigliere on your top management team Political Hurdle Opposition from powerful vested interests Leverage your angels and silence your devils
- 20. www.agilegurgaon.com20 Political Hurdle Opposition from powerful vested interests 1. Do we have a consigliere – a highly respected insider – in our top management team? 2. Do we know who will fight with us – Devils? 3. Do we know who will align with the new strategy – Angels?
- 21. www.agilegurgaon.com Tipping Point Leadership 21 To achieve a strategic shift at low cost, focus on the extremes – the people, acts, and activities that exert a disproportionate influence on performance