Strengthening leadership capabilities

There is this interesting HBR article [How to make yourself Indispensible –John H. Zenger & Scott K. Edinger HBR October 2011] which talks about leadership competencies.


Key conclusions

• 16 key leadership competencies correlate strongly with positive business outcomes.

• Each have a dozen ‘competency companions’ whose development will strengthen the core skill

Actions required to improve leadership capabilities

• Self analysis on the 16 competencies  described above

• Attempt an informal 360 degree feedback

o What leadership skills do you think are strengths for me?

o Is there anything that I do that might be considered a fatal flaw –that could derail my career or lead me to fail in my current job if not addressed?

o What leadership ability, if outstanding, would have the most significant impact on the productivity or effectiveness of the organization?

o What leadership abilities of mine have the most significant impact on you?

• Based on analysis of above

• Identify a strength to focus on by asking the following questions regarding the 16 leadership competencies

o Do I look for ways to enhance this skill?

o Do I look for new ways to use it

o Am I energized, not exhausted when I use it?

o Do I pursue projects in which I can apply the strength?

o Can I imagine devoting time to improving it?

o Would I enjoy getting better at this skill?

• From table below pick the complementary competencies that will help you strengthen the key strengths.

• Find ways to improve on them

Another set of 'characteristics' for change agents

There is this fairly old book, by Robert E. Kelly "Star performers" (1998, Orion). Here is a list of characteristics (which are very relevant in a change agent context too)

• Initiative : Blazing trails in the organization's white spaces
• Networking:Knowing who knows by plugging into the knowledge network
• Self management: Managing your whole life at work
• Perspective: Getting the big picture
• Followership : Checking your ego at the door to lead in assists
• Leadership : Doing small-L leadership in a big L world
• Team work:Getting real about teams
• Organizational savy :Using street smarts in the corporate power zone
• Show and tell :Persauding the right audience with the right message

I am hoping to dig deeper into each of them in subsequent posts..

Buy In .. Kotter strikes again

Had this wonderful idea.. which never got implemented ? Got shot down by colleagues and friends whom you thought were allies ? Sure you don't want the experience to repeat?

John P. Kotter, in his latest book 'Buy in'( HBR 2010) gives some practical advice on obtaining buy in. Like one of his previous books ,' The ice berg is melting' this is also written partially in the form a story. The focus is on meetings and how good proposals get derailed.The author(s) hopes the book would enable a proposer to get people to buy into a new idea

Based on the ways people tend to behave Kotter has identified 8 'typical' characters and their approach in meetings

• Pompus Meani [ Self importance above being good-wants to show power]
• Heidi agenda [Has an undisclosed personal agenda for opposing]
• Avoidus riski
• Spaci Cadetus
• Allis Wellis
• Lookus Smarti
• Divertus Attenti
• Bendi Wendi [Blows with the wind]

According to the author these people kill ideas using one of the following tactics

• Fear mongering (raise anxiety)
• Delay
• Confusion
• Ridicule (or character assassination)

Kotter has characterised these attacks into 24 types and also suggested a response. See attached table

The authors suggest the following

• Don't be afraid of distracters.Handled correctly,they can actually help you!
• Don't scheme to keep potential opponents,even the sneakiest attackers,out of the discussion.Let them in.Let them shoot at you.Even encourage them to shoot at you
• Always respon in ways that are simple,straight forward, and honest
• Don't try to overcome attacks with tons of data;logic and yet more logic;or lists of reasons why unfair,uninformed,or sneaky attacks are wrong,wrong,wrong.Instead do what might seem to be the oppoiste
• Show respect for everyone
• Do not try to crush attackers with ridicule,counterattacks or condescension,eben when it seems as though people deserve it,even when a part of you really want to do just that,and you have the skills to do so
• Watch the audience(not just the people shooting at you)
• Anticipate and prepare for attacks in advance

P.S. All content in this blog is from the book. Copyright acknowledged. This is only a summary of the book

On taking decisions

In the past I have provided links to how great leaders arrive at solutions to problems that apparently had no apparent solutions. Being able to make sense of and take the most appropriate decision is an key change agent skill.

In his book ;"Why Great Leaders don't take Yes for an answer", Michael A Roberto talks about how leaders can enhance the quality of their decision making processes. According to him, leaders ( and in our context;change agents) must cultivate constructive conflict so as to enhance the level of critical and divergent thinking,while simultaneously building consensus so as to facilitate the timely and efficient implementation of choices that they make.

The author distinguishes between cognitive conflict     ( Constructive debate that can enhance the decision to be made) and effective conflict(when personality clashes emerge).Similarly consensus in more about every one understanding the rationale of the decision than uniformly agreeing to it. The author then build the following picture on decision success..

For a decision to be a success, it seems what is needed is a process.. a process that effectively balances conflict and consensus. The key elements to be considered in establishing a process of taking a decision include

• Composition: Who should be involved
• Communication:What are the means of dialogue among the participants
• Context: In what types of environment does the decision take place
• Control : How will the leader control the process and the content of the decision?

Many approaches ( e.g. Edward Debono's Thinking hats) have been recommended and practiced to enable organizations find the right balance.

Personal competency model

Just came across this 'managerial'  personal competency model, published in some manner by the UK Govt., way back in 1997. The contents resonate with my thoughts on what makes one a succesful change implementor. Hence reproducing the whole table . One can use the table to evaluate skills and gaps and identify improvement actions.

Influencing : a key change agent skill

Another critical skill that every change agent should attempt to develop is the skill to influence. On most occasions change agents will have to work through project team members over whom they have no formal authority.

Allen R. Cogen & David L. Bradford in their book "Influence without Authority" (2005, John Wiley) proposes an 'Influence Model' .The influence model aims to provide direction on influencing others

According to the authors the influence model- a careful diagnosis of the other's interests,assessment of what resources you possess,and attention to the relationship-enables one to address 'difficult situations'

The key elements of the model ( see figure) are

• Assume all-the other person or group-are potential allies
• Clarify your goals and priorities
• Diagnose the ally's world-organizational forces likely to shape goals,concerns and needs
• Identify relevant currencies(what is valued): the ally's and yours
• Deal with relationships
• Determine your trading approach: make exchanges

Are there best practices when it comes to influencing? How can a change agent be more effective?

Competencies to enable change: Judgement

As I introspected on qualities that make up an effective change agent, I recognized 'Judgement' as one of the critical ones .Judgement is typically identified as a leadership quality. But given the similarity of the nature of issues ( though may be smaller in scope) that a leader and a change agent has to resolve 'Judgement' becomes critical to a change agent .

Judgement (Neol M.Tichy and Warren G. Bennis 'Judgement' ;2007 Penguin)  is defined as a contextually informed decision-making process encompossing three domains: people, strategy and crisis.

Like a leader,a change agent, entrusted with the responsibility to deliver an improvement in his/her organization must take decisions in the face of ambiguity,uncertainity and conflicting demands.Here is a short list of approaches that can lead to 'good judgement' If you are responsible to drive change through your organization, then, some of these are as much applicable to you

During the sense/identify phase

• Be able to identify the environment early
• Mobilize to act
• Be energized about the future

During the frame/name phase

• Be able to cut through the complexity and get to the essence
• Clearly set parameters of a problem
• Provides context and language

During the mobilize/align phase

• Identify key stakeholders
• Engages and energizes stakeholders around framing
• Taps best ideas from anywhere

During the call phase

• Exercises yes/no judgement
• Clearly explains judgement

As the execution phase

• Leader stays in the game
• Supports those making it happen
• Sets clear milestones
• Gets feedback
• Makes adjustments
• The feedback is continuos