The 3 Imperatives of Becoming a Great Leader

Transcription

1 The 3 Imperatives of Becoming a Great Leader Linda Hill Susan Zeidman Author, Being the Boss American Management Association Today s Presenter Linda A. Hill Ph.D., is the Wallace Brett Donham Professor of Business Administration at the Harvard Business School. She is the faculty chair of the Leadership Initiative and has chaired numerous HBS Executive Education programs, including the Young Presidents' Organization Presidents' Seminar and the High Potentials Leadership Program. She is the coauthor with Kent Lineback of Being the Boss: The 3 Imperatives of Becoming a Great Leader and Breakthrough Leadership, a blended cohort-based program that helps organizations transform midlevel managers into more effective leaders. She is also the author of Becoming a Manager: How New Managers Master the Challenges of Leadership (2nd Edition). In 2014, Professor Hill coauthored a book entitled Collective Genius: The Art and Practice of Leading Innovation. 1

2 ARE YOU GOOD ENOUGH? Value Creators Game Changers IDENTIFYING & CLOSING GAPS We Could We Should Where We Are Now Performance Gap Opportunity Gap Source: Adapted from Tushman & O Rielly 2

3 THE THREE IMPERATIVES Managing Yourself Imperative 1: MANAGE YOURSELF 3

4 CAN PEOPLE TRUST YOU? Character + Competence = Trust Imperative 2: MANAGE YOUR NETWORK 4

5 THREE TYPES OF NETWORKS Strategic Operational Developmental PREPARING FOR THE FUTURE By leveraging my strategic network, I can keep abreast of key trends (priorities, constraints, capabilities) in my organization that impact my area of responsibility. Extremely Disagree Extremely Agree By leveraging my strategic network, I can keep abreast of key trends (opportunities and challenges) in the competitive environment that impact my area of responsibility. Extremely Disagree Extremely Agree Copyrighted 2011, Linda A. Hill and Kent Lineback, Being the Boss: The Imperatives for Becoming a Leader 5

6 YOUR STRATEGIC NETWORK Build Outward, Not Inward Copyrighted 2011, Linda A. Hill and Kent Lineback, Being the Boss: The Imperatives for Becoming a Leader ENTREPRENEURIAL NETWORK Copyrighted 2011, Linda A. Hill and Kent Lineback, Being the Boss: The Imperatives for Becoming a Leader 6

7 THREE TYPES OF NETWORKS Strategic Operational Developmental YOUR OPERATIONAL NETWORK Describe the extent to which your relationships are characterized by the following? Scale from 1 (not at all) to 5 (a great deal) Mutual Expectations Mutual Trust Mutual Influence Copyrighted 2011, Linda A. Hill and Kent Lineback, Being the Boss: The Imperatives for Becoming a Leader 7

8 COHESIVE NETWORK Copyrighted 2011, Linda A. Hill and Kent Lineback, Being the Boss: The Imperatives for Becoming a Leader WHAT IS YOUR POSITION? Copyrighted 2011, Linda A. Hill and Kent Lineback, Being the Boss: The Imperatives for Becoming a Leader 8

9 ARE YOU NETWORK IMPAIRED? The Wrong Structure The Formalist The Wrong Relationships The Disconnected Expert The Wrong Behavior The Superficial Networker The Overloaded Manager The Biased Leader The Chameleon Source: Cross and Thomas Copyrighted 2011, Linda A. Hill and Kent Lineback, Being the Boss: The Imperatives for Becoming a Leader SUMMARY OF TACTICAL ADVICE Overestimate dependencies Periodically assess your networks Missing or underrepresented Over-reliant Underutilized Cultivate, maintain, repair, strengthen Think long-term Broaden your view Bridging and brokering Develop a style that works for you Copyright 2011, Linda A. Hill and Kent Lineback, Being the Boss: The Imperatives for Becoming a Leader 9

10 Imperative 3: MANAGE YOUR TEAM WHAT IS YOUR PLAN? Who Did You Consult? You Priorities Who Knows? 10

11 TEAM EFFECTIVENESS How effective is your team? Scale from 1 (not at all) to 5 (a great deal) Performance Member Satisfaction & Development Capability of Team to Learn & Adapt Together IMPERATIVE 3: MANAGE YOUR TEAM CULTURE CAPABILITIES 11

12 ASSESSING YOUR PREFERRED STYLE Unleash Individual Support Learning & Development Improvisation Patience Bottom-up Harness Collective Confrontation Performance Structure Urgency Top-down Copyrighted 2010 Hill, Brandeau, Stecker DEVELOPMENTAL STRATEGIES Stretch Assignments Fit/Learning Opportunity Expertise Network of Relationships Results Stretch Assignments/ Positional Power (Relevance, Autonomy, Visibility) Begins to Grow Track Record/ Credibility Expertise Network Grows/Centrality Results Stretch Assignments/ Positional Power (including Formal Authority) Begins to Grow Track Record/ Credibility Network Continues to Grow 12

13 DEVELOPMENTAL NETWORK C AR E E R Sponsorship Coaching Protection Exposure P S Y C H O - S O C I A L Role Modeling Counseling Acceptance Friendship Challenge THE THREE IMPERATIVES Managing Yourself 13

14 Thank You! Linda A. Hill, Ph.D WOMEN S LEADERSHIP CENTER Connect, Learn, and Thrive 14

15 AMA recommends: Executive Presence for Women Seminar #2179 Developing Executive Leadership Seminar #2501 The Voice of Leadership: How Leaders Inspire, Influence and Achieve Results Seminar #2530 Playbook Blog: playbook.amanet.org LinkedIn group: AMA-Women's Leadership Network SPECIAL BONUS OFFER $200 Tuition Credit on Any AMA Seminar Register by 1/22/2016 to receive your credit. Use Offer Code LHQE. $ 200 OFF TERMS AND CONDITIONS: This offer cannot be combined with any other promotional offer(s). Individuals eligible for GSA or SLS Contract pricing must choose between their contract pricing or this discount applied to the AMA Member rate. AMA Annual Pass/Premium Annual Pass, AMA Seminar Savings Pass, Express Skills Courses, AMA Webinars, and third party-delivered programs available through AMA are not eligible for this offer. 15

16 The Women s Leadership Center April 20 Webcast Your Own Terms: Taking Charge of Any Negotiation with Yasmin Davidds July 13 Webcast: Training our Brains: What Neuroscience Can Teach Us About Leadership with Dr. Stacie Grossman Bloom September 21 Webcast: Get Big Things Done: Unleash your Connectional Intelligence with Erica Dhawan Find out more about the Women s Leadership Center 16