THE 22 nd ANNUAL INTERNATIONAL CONFERENCE

Transcription

1 THE 22 nd ANNUAL ICPSK INTERNATIONAL CONFERENCE THE SAROVA WHITESANDS BEACH RESORT AND SPA, MOMBASA April 11th-13th, 2018 Presented by Dr Caesar Mwangi Centre for Personal Leadership The Governance Profession

2 Organisational excellence The role of Leadership Presented by Dr Caesar Mwangi Centre for Personal Leadership The Governance Profession

3 Leadership drives culture Culture drives My Hypothesis ORGANISATIONAL EXCELLENCE Leadership needs to focus on values and culture to achieve excellence... The Governance Profession

4 Presentation outline: 1.Reflections on leadership 2. The concept of excellence 2. Understanding culture 3. link to performance excellence 3. ENTROPY KILLER OF EXCELLENCE 4. RESEARCH FINDINGS - SEEKING EXCELLENCE 5. Making the link Leadership, culture, excellence 6. WAY FORWARD AND DISCUSSION The Governance Profession

5 Defining Excellence: Organizational excellence helps an organization to excel in all its sphere of activities. It makes the organization to achieve and sustain outstanding levels of performance which meets or exceeds the expectations of all the stakeholders. The Governance Profession

6 The Governance Profession Source: Ispatguru.com The Governance Profession

7 ndividual Exercise. Take one minute and jot down the names of three leaders whom you believe stand out as great leaders. At least one should be a Kenyan. Next to the name indicate why you believe they are effective. The Governance Profession

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11 hy are they great? Feed back from the past Made a difference Had a vision Focused on the common good Decisive and determined Compassionate Inspired others to action Can be trusted by others Walks the talk Ethical in all dealings Admirable human qualities (Character) The Governance Profession

12 Who is a leader? Richard Barrett, Author of The new leadership paradigm, When I first recognized a call to write a book on leadership, I resisted the idea. I was unsure I could add anything to the volumes of books that have already been written on this topic. When I did a search on Leadership, Amazon listed 330,000 books.

13 Who is a leader? Barretts view A leader is someone who has a way of being that enabled them to handle any situation they had to face from a place of calm and in a way that benefited the greater common good

14 Who is a leader? Someone who Could take charge in a crisis situation; Could connect with the common man; Could build high performing systems that make things work; Empowers people to become all they could become You can trust and creates an inspirational vision Has empathy and cooperates with others in strategic alliances for mutual benefit Has the wisdom compassion and foresight to to build a sustainable future for humanity.

15 Who is a leader.view from Havard Leadership is not reserved to an elite. It is the vocation not of the few, but the many.. Heads of state and school teachers, captains of Industry and house wives, military chiefs and health care workers all exercise leadership Alexandre Havard Author of Virtuous Leadership: 2007)

16 Leadership link to service. Mature Human beings seek not only a decent salary and interesting things to do, but also the means to develop themselves as persons, to serve others, to find a sense of meaning in their work p.40 Alexandre Havard Virtuous leadership (2007)

17 Leadership link to service We all it seems need a purpose beyond ourselves to make the best of ourselves (Charles Handy: The hungry spirit: Beyond Capitalism - A quest for purpose in the modern world)

18 Leadership linked to service. Work enables a person to overcome his ego centeredness by joining with other people in a common task. (EF Schumacher, German Economist, 1973)

19 Leadership linked to service. Servant Leadership: Servant Leadership begins with the natural feeling that one wants to serve; to serve first. Robert K. Greenleaf introduced the concept in 1970 Ultimate test: Do those served grow as persons; become healthier, wiser, freer, more autonomous, more likely themselves to become servants?

20 Leadership linked to Character.. It is Character through which leadership is exercised. Peter Drucker, The practice of management, p155. What is..the content of your character? The sum total of the virtues that you practiceon a daily basis...

21 Leadership Key themes About serving others About our character (Exercise virtues) Purpose beyond ourselves From I to we It is about our being (Who we are) More than a title. Need to know ourselves Need to reflect on our values

22 Evolution of Business Paradigms Culture is now a fundamental driver of operational and financial performance Consciousness Age Cultural capital Information Age Intellectual capital Industrial Age Quality and skilled labour Agrarian Age Manpower

23 Insights on Culture: Peter Drucker Culture eats strategy for breakfast. Peter Drucker

24 Insights on Culture: Defining culture Organisational culture expressed in the values and behavioural standards a specific organisation considers important. Organisational culture influences behaviour. Behaviour - observable actions and forms of internal activity Wijsman (2004)

25 Culture linked to Beliefs, Behaviours and values Beliefs Assumptions (opinions, doctrines or principles) held as true by a person or group of individuals. Behaviours The visible manifestation of our motivations. Behaviours are driven (consciously or subconsciously) by our beliefs and values. Values The energetic drivers of our aspirations and intentions.

26 Culture cannot be seen... Hence it is often ignored. OBJECTIVE (STRATEGY) We focus on what we see and can measure or document Vision, mission, espoused values, member numbers, structures, policies, processes, procedures, services/ products, financial statements SUBJECTIVE (CULTURE) We ignore what we do not see Ideas, historic patterns, lived values, attitudes, unconscious beliefs, assumptions, perceptions, feelings, fears, leadership styles, stories, myths, group norms

27 Example of a Great Organisation Costs controlled Policies and procedures followed. Dedicated employees Everyone contributes in it's of her own way (talents) Results driven by values based leadership Expertise and competence Money well spent and Targeted Cashflows accounted for Solve problems well High standards set Goal we all find worthwhile Accountability Efficiency Knowledge Urgency Professional attitude Good team Shared vision and Professional spirit values Adaptability Leadership Perseverance proudness Social Compassion Encouraging Passion Engagement Diversity Flexibility interactions atmosphere Dare to be critical Celebrate Meaningful Count on each other Friendship Flexibility successes Perseverance Cooperation Commitment Respect Common goal Honesty Drive to Good working Integrity Openness and Enthusiasm achieve something Appreciation relationships transparency Informing each other Open Trust Consultation Engagement Entrepreneurship Collaboration communication Empowerment from all Continuous learning All of us were pulling into one Positive approach Ability to make things Creativity Room for own direction discussable Share knowledge and decisions Participative experiences "we are the champions mentality/drive Profitable Venture Supporting many families Humor & fun Individual recognition (being seen!). Solution focus Willing to do more if needed

28 Costs controlled Membership growing Everyone contributes in their own way (talents) Good team spirit Flexibility Appreciation transform institutions Example of a Great ICPSK To be the premier centre of excellence in governance promotion and development in Africa. Excellence Cooperation Good working relationships Collaboration All of us pulling in one direction "we are the champions mentality/drive Knowledge Shared vision and values Diversity Accountability Professional attitude Adaptability Compassion Ethical Solve problems well High standards set Leadership Professional proudness Passion Enhanced corporate image Goal we all find worthwhile Perseverance Meaningful Count on each other Friendship Flexibility Perseverance Commitment Respect Common goal Honesty Drive to Integrity Openness and Enthusiasm achieve something transparency Informing each other Open Trust Consultation communication Engagement Entrepreneurship Empowerment from all Continuous learning Positive approach Responsive Room for own Share knowledge and decisions Participative experiences Individual recognition Willing to do Humor & fun more if needed Celebrate successes embed good governance practices Results driven by values based leadership Expertise and competence Efficiency Encouraging atmosphere Urgency Financial sustainability Innovative

29 Example of Visionary Leadership The Dubai Story- 13 years of progress

30 Example of Visionary Leadership The Dubai Story- 17 years of progress

31 Role of Leadership Clarity of purpose Focused on the good of the people Audacious goal to be the best in the world

32 Role of Visionary Leadership Sense of urgency Better life of the people Focus on others not on self

33 Managing Culture critical for good governance Be aware that culture Impacts Performance Important to measure and monitor your culture over time Culture Measures enable Organisations to improve culture, employee engagement and performance Research findings prove culture impacts performance and hence needs attention.

34 Measurement of culture: Cultural Entropy The amount of energy in a group that is consumed in unproductive work. A measure of the wasted energy conflict, friction and frustration that exist within a group.

35 Cultural Entropy Cultural Entropy measures that percentage of fear, dysfunction, negative and destructive energy in an organisation due to limiting values. 40% = Crisis 10% = Healthy

36 Research finding: Low Entropy leads to high levels of employee engagement This research of 163 organisations in Australia was carried out by Hewitt Associates and Barrett Values Centre. CULTURAL ENTROPY STAFF ENGAGEMENT TIER 1 (BEST) 5% 89% TIER 2 8% 76% TIER 3 15% 55% TIER 4 (WORST) 21% 40%

37 Research finding: Low Entropy Leads to High Revenue Growth This research of 163 organisations in Australia was carried out by Hewitt Associates and Barrett Values Centre. ENTROPY LEVEL 3-YEAR REVENUE GROWTH TIER 1 (BEST) <10% 32.87% TIER % 24.90% TIER % 11.39% TIER 4 (WORST) >29% 11.07%

38 Measurement: Example of 2 Organisations Core Values Integrity, Compassion, Accountability, Respect, Excellence Core Values Client collaboration, Teamwork, Delivery, Meritocracy, Integrity Accountability Customer Satisfaction Being the best Commitment Compassion Continuous improvement Integrity Teamwork Cost effectiveness Respect Long hours (L) Being the best Cost reduction (L) Poor communication (L) Client collaboration Bureaucracy (L) Confusion (L) Arrogance (L) Hierarchy (L) Silo mentality (L) Cultural Entropy 9% Cultural Entropy 37%

39 Leadership linked to culture and excellence The Culture of an Organisation is a reflection of leadership consciousness (values and beliefs) Therefore Organizational change begins with the personal transformation of the leaders

40 Lessons from Research Best companies to work for in N. America Top 40 publicly traded Best Companies to Work for in North America Average annual Return 16.39% S&P 500 Average annual Return 4.12%

41 Lessons from Research: Firms of Endearment Firms of Endearment Average annual Return 13.10% S&P 500 Average annual Return 4.12% Rajendra S. Sisodia, David B. Wolfe, and Jagdish N. Seth, Firms of Endearment: The Pursuit of Purpose and Profit (Wharton School of Publishing, 2007)

42 Levels of Organisational Consciousness Service Making a Difference Internal Cohesion Transformation Self-esteem Relationship Survival Positive Focus / Excessive Focus Service To Humanity And The Planet Social responsibility, future generations, long-term perspective, ethics, compassion, humility Strategic Alliances and Partnerships Environmental awareness, community involvement, employee fulfillment, coaching/mentoring Building Corporate Community Shared values, vision, commitment, integrity, trust, passion, creativity, openness, transparency Continuous Renewal and Learning Accountability, adaptability, empowerment, teamwork, goals orientation, personal growth High Performance Systems, processes, quality, best practices, pride in performance. Bureaucracy, complacency Belonging Loyalty, open communication, customer satisfaction, friendship. Manipulation, blame Financial Stability Shareholder value, organisational growth, employee health, safety. Control, corruption, greed

43 Performance Leadership, Culture and Excellence MAKE A DIFFERENCE ADD VALUE Innovate for stakeholder satisfaction and loyalty; for business & system sustainability Innovate for that extra mile, and for the common interest of the organisation EMPOWER COMPLY ACHIEVE COORDINATE TRANSFORM ADAPT MOTIVATE CONTROL Achieve personal objectives to satisfy self interest Accomplish tasks and budget to satisfy self interest Culture CONVENTIONAL TEAM GOOD TO GREAT TEAM TEAM OF ENDEARMENT Where is your organisation on this journey?

44 Personal Alignment Whole system approach to Change... Environment INDIVIDUAL COLLECTIVE OBJECTIVE SUBJECTIVE Character Actions and Behaviours of the Leaders Personality Values and Beliefs of the Leaders Mission Alignment Values Alignment Structures Actions and Behaviours of the organisation (Excellence) Structural Alignment Culture Values and Beliefs of the Organisation A whole system approach calls for actions in all four dimensions at the same time Source: K Wilber Integral Model A Brief History of Everything

45 Which quadrant are you on? Stages of transformation Unconscious Incompetent Conscious Incompetent Unconscious Competent(Excellence) Conscious Competent

46 Key Conclusions 1. Leadership drives culture 2. Culture drives performance excellence 3. Leadership needs to know their dominant beliefs and values 4. Culture needs to be tracked in the quest for excellence 5. Governance is incomplete without culture management

47 My Thesis... Culture eats strategy for breakfast and culture is primarily driven by leadership LEADERSHIP DRIVES CULTURE CULTURE DRIVES ORGANISATIONAL EXCELLENCE ORGANISATIONS CANNOT AFFORD TO IGNORE CULTURE MANAGEMENT LINKED TO LEADERSHIP TO ENHANCE GOOD GOVERNANCE WAY FORWARD: LEADERS NEED TO MAINSTREAM CULTURE MANAGEMENT AS PART OF GOVERNANCE FOR ORGANISATIONAL EXCELLENCE

48 Organizational excellence helps an organization to excel in all its sphere of activities. It makes the organization to achieve and sustain outstanding levels of performance which meets or exceeds the expectations of all the stakeholders. Comments, questions, observations The Governance Profession

49 ADDRESS Dr Caesar Mwangi Centre for Personal Leadership PHONE THANK YOU WEBSITE