Six Box Leadership. Reinvent leadership to increase value. Turn your people s potential into results. How to make the change. How to get started

Transcription

1 Europe

2 Six Box Leadership Reinvent leadership to increase value Turn your people s potential into results How to make the change How to get started

3 Reinvent leadership to increase value

4 Six Box Leadership increases value Sustainably improve results Discover hidden areas of strengths in your organisation Discover hidden dependencies and blockages to organisational performance Improve innovation and personal engagement Uncover strengths and opportunities and systematically turn potential into results Turn staff engagement insights into value drivers

5 Different organisations benefit differently FTSE100 company: Used to improve performance and innovation Central government department: Uncovered strategic focus areas and developed senior development programme Vocational training company: Improved IT and HR departments and developed leadership programme for key executives IT training company: Used by the CEO to implement performance improvement priorities National health service organisations: Established holistic perspective to enhance patient outcomes

6 Turn your people s potential into results

7 The Six Box Leadership model Culture Strategy Relationships Value Creation Systems Individuals Resources People and Experiential Economic and Material Copyright Vlatka Hlupic (2012)

8 Six Box Leadership is powerful Research was conducted for over 20 years by Professor Vlatka Hlupic and her colleagues Interdisciplinary approach included more than 25 case studies, 300 interviews, incorporation of 1000 bodies of research, and survey of 88 organisations and 6000 respondents resulting in more than 160 published articles Research led to identifying150 factors that drive value creation in organisations leading to the development of the holistic Six Box Leadership model

9 Turn strategy into value External environment Goals and Targets Objectives Risk appetite

10 Turn systems into value Structure Processes Organisational learning Emergence

11 Turn resources into value Physical assets and IT infrastructure Cash Contracts Intellectual property rights Information

12 Turn culture into value Democracy Motivation Trust and transparency Values and vision Unique factors

13 Turn relationships into value Team building Good communication Co-operation Type and quality of interactions

14 Turn individuals into value Attitude and mindset Skills Self development Cognitive

15 Your value creation will emerge Individual Organisational Level 5 Limitless Unbounded Level 4 Enthusiastic Collaborative Emergence Level 3 Controlled Orderly Level 2 Reluctant Stagnating Level 1 Lifeless Apathetic Individually and organisationally Copyright Vlatka Hlupic (2012)

16 The five leadership levels Level 5 Emergent Unlimited mindset, strong team cohesion, unbounded culture, inspirational leaders, strong sense of purpose and passion for work Level 4 Emergent Enthusiastic mindset, team ethos, collaborative culture, distributed / horizontal leadership, unleashed purpose and passion for work Level 3 Traditional Level 2 Traditional Level 1 Traditional Controlled mindset, orderly culture, command and control / vertical leadership, micromanaging, self-centered relationships Reluctant mindset, stagnating/blame culture, disengagement, autocratic leadership, overwhelmed employees Lifeless mindset, apathetic / fear based culture, isolated and disengaged employees and leaders

17 Additional Organisational Analysis Options

18 Six Box Leadership Survey Mapped to: Reinvention: Envision- Design-Build-Operate

19 Reinvention Framework Source: Bergstrand J. (2009) Reinvent Your Enterprise

20 This analysis will help you to: Discover organisational strengths and weaknesses in four key knowledge work productivity areas: Envision, Design, Built and Operate Utilise strengths and remove hindrances to knowledge work productivity and project acceleration activities Achieve better results with less effort in a shorter timeframe

21 Six Box Leadership Survey Mapped to: Key Peter Drucker Principles

22 Key Peter Drucker Principles Productive organisation / decentralisation Respect of workers / employees as assets Knowledge work productivity The imperative of community Focus on serving customers Responsibility for the common good Focusing on core competencies / properly executing business processes Management by balancing a variety of needs and goals

23 This analysis will help you to: Discover and compare your organisation to key Peter Drucker principles Utilise your strongest areas and address hindrances according to key Peter Drucker principles Implement socially responsible management practices Promote effective management and responsible leadership Increase productivity, engagement and innovation in your organisation

24 Six Box Leadership Survey Mapped to: Principles of Management 2.0

25 Management 2.0 Principles Openness Community Meritocracy Activism Collaboration Meaning Autonomy Serendipity Decentralization Experimentation Speed Trust Source: MIX Management 2.0 Hackathon

26 This analysis will help you to: Discover and compare your management style to principles of Management 2.0 Utilise your strongest and address the hindrance areas according to Management 2.0 principles Implement strategies to move away from Management 1.0 toward 2.0 Increase productivity, engagement and innovation in your organisation

27 Six Box Leadership data input example

28 Six Box Leadership aggregate output example

29 How to make the change

30 Implementation steps are easy 1. Privately discuss individual and organisational issues and opportunities 2. Develop desired destination for the future 3. Use the Six Box Survey (based on The Performance Ecosystem) 4. Analyse results of the Six Box Survey and codevelop roadmap with key stakeholders 5. Implement leadership roadmap to turn people s potential into organisational results

31 How to get started

32 Get started today Call or Vlatka Hlupic Professor of Business and Management Lectures at the University of Westminster Founder and Managing Director of Brand Velocity Europe Research featured in The Harvard Business Review and Organizational Dynamics +44 (0)

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