How Enterprise Leaders 'Collaborate' to Drive Performance

Transcription

1 How Enterprise Leaders 'Collaborate' to Drive Performance UNSW 29 June 2017

2 Leadership in Transition Organisations Do Not Have the Right Leaders for the Future Percentage of Business Units with Leaders Who Are Equipped to Handle the Future Needs of the Organisation, According to Managers Confidence in Rising Leaders Has Gone from Bad to Worse Percentage of Organisations with a Strong Leadership Bench 27% of Business Units % 13% n = 142 HR leaders. Source: CEB 2014 Enterprise Leadership Survey; CEB 2016 HiPO Survey Gartner Inc. and/or its affiliates. All rights reserved. HR170516_06

3 Leaders Aren't Prepared for the New World In the new business environment, leaders must deal with Shifting Job Requirements Widening Spans of Control Geographic Dispersion of Teams Less Time with Their Teams 6 Hours 3 Hours Source: CEB analysis.

4 Leaders Respond by Focusing on Their Individual Business Unit 38% of Leaders consider the rest of the business when making decisions 87% of Leaders feel unsupported by their peers 90% of Leaders don t support cross-bu collaboration n = 197. Source: CEB 2014 Enterprise Leadership Head of HR Survey.

5 Decades of CEB Leadership Studies The Leadership Imperative Managing Leader Performance Risks The Global Leader Creating Enterprise Leaders Realising the Full Potential of Rising Talent Disengaged Star Four Imperatives to Re-Engage High- Potential Employees The End of Agility? Designing a HIPO Strategy That Moves at the Speed of the Business Source: CEB analysis.

6 A New World Demands a New Approach Individual Leadership Network Leadership Leader Task Performance Achieving own individual tasks and assignments Team Task Performance Leading teams to achieve their collective tasks and assignments Leader Network Performance Improving others performance and using others contributions to improve own performance Leading Team to Leverage Other Units Leading teams to be network performers outside the immediate team Enterprise Leadership Leader effectiveness at meeting individual objectives, contributing to and leveraging the performance of other teams, and leading their team to do the same Enterprise Outcomes Source: CEB 2014 Enterprise Leadership Head of HR Survey.

7 Enterprise Leaders Have Team Impact Enterprise Leaders teams are: 1.21x more adaptable 1.68x more innovative 1.35x more engaged Source: CEB 2014 Enterprise Leadership Network Analysis.

8 Enterprise Leaders Are Few and Far Between Individual Leadership Leader Task Performance Network Leadership Leader Network Performance Only 12% of leaders meet the requirements for Enterprise Leadership 77% of leaders are effective at these types of tasks Team Task Performance 59% of leaders are effective at these types of tasks 31% of leaders are effective at these types of tasks Leading Team to Leverage Other Units 35% of leaders are effective at these types of tasks Source: CEB Enterprise Leadership Survey.

9 How Do I Become an Enterprise Leader?

10 1: Collaborate Based on Your Relative Strengths and Weaknesses Implication: Leaders will likely make unproductive contributions to others and miss the highest-value opportunities to collaborate. Limited Contributions Misdirected Contributions Excessive Contributions Source: CEB analysis.

11 2: Seek Out Perspectives That Challenge Your Own Implication: Without strong and diverse professional networks, leaders are unable to adapt to changes in their working environment and are less likely to be exposed to new and innovative perspectives. Unable to Pressure Test New Ideas!!!??? Unable to Learn from Others Unsure Whom to Ask for Help

12 3: Incorporate Giving and Taking into Regular Activities Leader Calendar Illustrative Conventional Approach Enterprise Leadership Approach 8 Sales Call Conference Call Conference Call Lunch Direct Report One-on-One Review Reports Executive Meeting Budgeting Meeting Strategic Planning Meeting Client Meeting Product Meeting Provide Local View Provide team with business unit context and updates. Offer Feedback Provide feedback to direct report. Role Model Behaviors Influence team behavior through individual conduct. Provide Enterprise View Provide team with organisational context that shows links between team and organisational goals. Offer and Solicit Feedback Share and ask for feedback from your direct report. Create Connections Influence team behavior by connecting peers with other colleagues across the organisation Vendor Call Team Meeting Create Presentation Direct Team Interactions Assign tasks to individual team members. Empower Team Ownership Empower your team to negotiate ownership of tasks. 7

13 4: Build and Facilitate Diagonal Connections Implication: Leaders currently form connections with leaders who cannot provide what the leaders need. Instead, leaders need to form untraditional connections with coworkers who work both in functions separate from their own and at different levels in the organisation. Leader B Leader A Leader C

14 5: Enable Teams to Navigate Workplace Complexity Implication: Without understanding how their teams connect with others, leaders will more likely take an unbalanced approach when making good-faith efforts to encourage team network performance. Overly Directive When leaders are overly directive, they limit teams abilities to make use of better collaboration opportunities that the leader cannot see. Under-Involved When leaders take a hands-off approach, teams don t have the knowledge they need to prioritise collaboration opportunities.

15 A Framework for Member Conversations The mission of CEB Inc. and its affiliates is to unlock the potential of organizations and leaders by advancing the science and practice of management. When we bring leaders together, it is crucial that our discussions neither restrict competition nor improperly share inside information. All other conversations are welcomed and encouraged. Confidentiality and In ellectual Property These materials have been prepared by CEB Inc. for the exclusive and individual use of our member companies. These materials contain valuable confidential and proprietary information belonging to CEB, and they may not be shared with any third party (including independent contractors and consultants) without the prior approval of CEB. CEB retains any and all intellectual property rights in these materials and requires retention of the copyright mark on all pages reproduced. Legal Caveat CEB Inc. is not able to guarantee the accuracy of the information or analysis contained in these materials. Furthermore, CEB is not engaged in rendering legal, accounting, or any other professional services. CEB specifically disclaims liability for any damages, claims, or losses that may arise from a) any errors or omissions in these materials, whether caused by CEB or its sources, or b) reliance upon any recommendation made by CEB.