LEADERSHIP FOR A NEW ECONOMY


People need organismic integration !!

It’s the process through which people develop as they engage in their world (organizationally and personally). But when we apply undue pressure to enact organizational change, and fail to garnish their input, do you know what generally happens? ——————————— Rebellion.

High-performing organizational leaders link people in a way that fosters inclusion. Nobody wants the “fifth wheel” label, and perceptive, dream-weaver leaders intuitively grasp this.

Meaningful change occurs when people accept themselves, take interest in why they do what they do, and then decide that they’re ready to do it differently.

Inundated with land mines, the organizational field requires agile players. We need to equip them by linking their minds in the fashion that garnishes a network of idea factories that carpet the organization’s floor. In the words of Steve Jobs,

Innovation comes from people meeting up in the hallways or calling each other at 10:30 at night with a new idea, or because they realized something that shoots holes in how we’ve been thinking about a problem. It’s ad hoc meetings of six people called by someone who thinks he has figured out the coolest new thing ever and who wants to know what other people think of his idea.

Perhaps it’s befitting to share a story that sums up the essence of what kind of leadership the new economy we are in requires.

On September 23rd, 2005, Warren and Pam Adams lost their home when Hurricane Rita slammed ashore in Gilchrist, Texas, with 130 mile per hour winds and a storm surge of seventeen feet. They loved the region and rebuilt on the exact spot, just a few hundred yards from the ocean.

Three years later, history repeated itself.

On September 13th, 2008, Hurricane Ike made landfall in the same location, buffeting the Gilchrist, Texas, coastline with 110 mile per hour winds and an eighteen-foot storm surge.

This hurricane, with its massive wind field, would go down in the history books as the third most costly storm to strike the U.S. mainland. Here’s the interesting part: it destroyed every coastal dwelling near where it made landfall. Except one. The house that the Adams rebuilt.

The structure survived, perfectly intact, because they built it on fourteen-foot pylons. News media outlets dubbed it, “The Last House Standing.”

This story illustrates a poignant certainty. Build your organization on the shifting sand of rhetoric and it won’t survive the onslaught of social, economic, and political waves that crash against its jetty. The latest technology, a rich legacy, and a pile of cash aren’t enough to hold back the raging surf. Rather, dynamic and dream-weaver leaders are the pylons that’ll keep it intact.

But here’s the takeaway. There’s a tectonic shift afoot within social and economic frameworks around the globe. Barriers that stood cemented in place for centuries are crashing down, becoming relics of a time since past.

Therefore, let’s sandblast bravado off the walls of organizations and replace it with—collaboration.

Becoming a vanguard organization means tapping into the deep reservoir of the human mind to promote the exchange of information and experience.

COLLABORATION 2

Trevor Lee

https://www.linkedin.com/in/trevorblee

http://www.ep-i.net

http://www.ceo-worldwide.com

@trevorblee

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Question Everything


It can be difficult for leaders (especially senior ones new to their roles) to pause before acting. But when was the last time you stopped to ask, “Why are we doing it that way?” Leaders must constantly explore new ideas and seek out new thinking from those around them. You need to regularly ask uncomfortable questions and think about whether to change or abandon an existing strategy. 

  • The best leaders step back and look at the big picture every so often.

  • They surround themselves with diverse teams and capitalize on opportunities to hear and experiment with new ideas.

  • They give themselves time to surface divergent opinions that ultimately lead to smarter business decisions.

LEADERSHIP 1

Adapted from “When Was the Last Time You Asked, ‘Why Are We Doing It This Way?’”

by Hal Gregersen

Trevor Lee – EP International

http://www.ep-i.net

http://www.ceo-worldwide.com

@trevorblee

We provide C-suite services in the field of talent acquisition, development and retention.

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Develop your Skills for Success


Success requires continual growth and learning. But how do you know which development efforts will yield the best return?

First, look for the overlap between what your organization needs and what will give you the most satisfaction. If you’re in operations, you might identify several business-critical areas for improvement — say, learning to better manage large custom client projects in order to significantly reduce cycle and delivery times.

Next, think about whether you can excel at the capabilities you want to develop. If you’re already very organized, that bodes well for being able to learn complex project management.

Finally, honestly assess how interested you are in the capabilities. The key is to focus on skills that will propel your organization forward, play to your strengths, and keep you passionate about learning.

MAZE

Adapted from “How to Decide What Skill to Work On Next,” by Erika Andersen

Trevor Lee – EP International

http://www.ep-i.net

http://www.ceo-worldwide.com

@trevorblee

We provide C-suite services in the field of talent acquisition, development and retention.

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First Impressions – Don’t Get Fooled


Disastrous hires can happen when managers are fooled by first impressions. But how can you get beyond the superficial during a brief interview?

The key is to focus on behaviors rather than traits. For example, if the interviewee describes them-self as a “team player,” do they credit other people when discussing their work? Look beyond what the candidate is saying and focus on how they are they saying it.

Watch for nonverbal cues that signal contempt, superiority, and disrespect: eye contact when speaking to another person but not when listening to them or invading another’s space.

Another telling question: Ask them to describe their least preferred coworker. Listen for whether they reduce the person to a one-word label (e.g., “difficult” or “micro-manager”) or reveal a more complex view of the situation (e.g., “we disagreed about how to get the job done because we were trained in different ways”).

FOOLED

Adapted from “How to Hire Without Getting Fooled by First Impressions,”

by Tanya Menon and Leigh Thompson

Trevor Lee – EP International

http://www.ep-i.net

http://www.ceo-worldwide.com

@trevorblee

We provide C-suite services in the field of talent acquisition, development and retention.

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When Working Across Cultures …


When working with a person from another culture, your instinct might be to try to identify cultural differences so that you can alter your own behavior to avoid any faux pas. But focusing on differences alone won’t help you build connections. To do that, you have to focus on similarities. Perhaps it’s a hobby you have in common, a shared love of football (European or American), or the fact that both of you are trying to Skype your families back home. You can discover these commonalities in conversation, through basic research, or simply by noticing the pictures and memorabilia on the person’s desk.

The possibilities are endless.

By focusing on similarities, you have the power to create connections and build relationships that either supersede cultural differences or make them irrelevant.

 

Trevor Lee

http://www.ceo-worldwide.com

@trevorblee

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Banking – A Sustainable Management Model


A banking industry leader like Handelsbanken has built

new management models.

BANKING 1

Conditions today are tough. Managers have to respond fast, the pace of innovation is accelerating, prices are driven by markets, customers are fickle, employees easily change their jobs and shareholders always demand more. Yet, while there is constant discussion of these forces and the need to raise company performance, organisation and management processes remain set in another age. Fixed strategies and budgets inhibit rapid responses, bureaucracy strangles innovation, functional organisation creates barriers to customer service and command and control demotivates employees.

To compete more effectively, organisations have to transform their hierarchies into networks of units with a high degree of local autonomy. Serving customers better must over-ride issues of hierarchy and internal power politics, and rigid management processes that create fixed performance contracts (such as budgets) must give way to more adaptive management processes. These are the main changes needed to build a coherent, systemic management model – also known as the beyond budgeting model – to enable whole companies to achieve sustained superior performance.

This model is now substantiated by the sciences most relevant to management today, complexity theory and behavioural science. A practical expression of the model is embodied in beyond budgeting’s twelve principles of devolved leadership and adaptive processes.

RADICAL DECENTALISATION
The underlying concept behind the new model is radical decentralisation. The organisation revolves around the customer and no longer around products and shifts away from static hierarchies to a flexible network of highly autonomous units. The consistently high profitability of Nordic bank, Svenska Handelsbanken, is the result of it focusing, for example, on customer satisfaction instead of product volume and market segment targets. There are no centrally organised product campaigns. The bank does not measure the profit or loss of its products, but instead focuses consistently on customer-profitability.

Derived from this strong customer orientation, the leadership and organisation is based on empowerment and responsibilities are distributed deeply throughout the organization. Decisions are taken as close as possible to the customer (i.e. in branches), which means they are made quickly, competently and at low cost. Over 50 per cent of Handelsbanken employees have individual lending authority. Internal suppliers of services have to live up to their customers’ requirements – and not follow some functional hierarchy. As a result, the organisation becomes even more decentralised.

RELATIVELY SUCCESSFUL
Highly decentralised network-like organisations need appropriate management processes to support them. Beyond budgeting emphasises adaptability. The fixed performance contract is superseded by a relative performance contract. It is of critical importance not to set fixed targets or budgets in advance, against which to measure a manager’s performance.

In place of them, relative goals help managers to compare their performance with the benefit of hindsight against competitors in their markets and peers within the bank.

Handelsbanken’s prime corporate aim is to achieve a higher return on equity than the average for its Nordic (including the UK) competitors. For the past 35 years, it has always surpassed this target. Bonus payments are distributed to employees in the form of profit sharing, based on the actual achievement of this relative goal. No fixed annual plans are made, because, instead of a static budget, planning is a continuous rolling process, which allows dynamic coordination and the use of resources according to need.

This management model, in Handelsbanken’s opinion, is the key to its sustained success. Its cost to income ratio has long been in the 40 to 45 per cent range, the lowest among Europe’s largest universal banks. In Sweden, its largest market, the bank consistently has more satisfied business and private customers than the average of its competitors.

Source material: bbrt.org

Trevor Lee – EP International

http://www.ep-i.net

http://www.ceo-worldwide.com

@trevorblee

We provide C-suite services in the field of talent acquisition, development and retention.

 

Follow these 5 Rules to be A Great Boss


Amazing bosses try to make work meaningful and enjoyable for employees. They’re most successful when they adhere to a few best practices:

  • Manage individuals, not just teams. When you’re under pressure, you can forget that employees have varying interests, abilities, goals, and styles of learning. But it’s important to understand what makes each person tick so that you can customize your interactions with them.
  • Go big on meaning. Inspire people with a vision, set challenging goals, and articulate a clear purpose. Don’t rely on incentives like bonuses, stock options, or raises.
  • Focus on feedback. Use regular (at least weekly) one-on-one conversations for coaching. Make the feedback clear, honest, and constructive.
  • Don’t just talk — listen. Pose problems and challenges, and then ask questions to enlist the entire team in generating solutions.
  • Be consistent. Be open to new ideas in your management style, vision, expectations, and feedback. If change becomes necessary, acknowledge it quickly.

Trevor Lee – EP International

http://www.ep-i.net

http://www.ceo-worldwide.com

@trevorblee

We provide C-suite services in the field of talent acquisition, development and retention.