Rethinking Leadership: A New Look at Old Leadership Questions
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They don't sport the same heavy gear he does. Instead, their hair flies freely in the wind and they are wearing shorts and light clothing that enables them to be nimble. Frame Change There are three likely reactions that follow when the game you know has changed. The first is to freeze in place, watching in fear and confusion as this strange new activity plays out before you.
It is a helpless feeling that will keep you a fixture on the sidelines and make you quickly irrelevant. The second is to dig in stubbornly and double-down on what you know. In this instance, that might entail putting your helmet down and running full steam into those unsuspecting players. Of course, that would make you worrisome and even dangerous. You would soon find yourself marginalized and cast aside by the others. This is what I refer to as frame change ; mindset shift. The first step to playing in the new game requires a personal recalibration to one's environment or circumstance.
This is a daunting prospect, but less so once you actually understand there is a new game requiring a wholly different set of rules.
The New Game Our world has undergone a transformation. The strategic landscape, for centuries characterized by efficiency and repetition, is now defined by change and innovation. Society is tearing down its system of silos and hierarchy. Advances in technology have also lowered barriers to individual participation.
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In this new game, everyone plays; everyone is bigger. These are polar opposite games requiring very different approaches and an entirely new framework for playing. When everyone leads in every moment, the speed of change accelerates relative to our one-leader-at-a-time past. Leaders make change.
a new look at old leadership questions
Our networks, printing presses, and collaboration platforms — these are now at our fingertips and can be brought to bear in a moment on any problem or opportunity. Let's start a conversation on this topic. Brousell: Is success with the idea of developing digital acumen dependent on information being available to everybody in the organization to achieve cross-organizational collaboration? We need to help people understand that this is the only way to work. The power of new digital technologies is to free up people from repetitive, manual tasks and allow them to look at the overall system, to help them stay one step ahead, and focus more on value-added aspects like innovation.
Brousell: So M4. Why is this culture piece often so hard to implement, and what are the best ways to change it? Fleming: If you want to change culture, you have to change behaviors.
Behavior change, over time, will lead to culture change. And if you want to change behaviors, you have to change the structure of the company to force that transformation. I think our job, as leaders, is to work out what that structure change is, and then reward our employees based on the behaviors we want for the future. To drive digital transformation, we have to train people and make sure that the people we put in place understand it. It has to be tough. It has to be about structure, then behavior, and then the new digitally-focused culture we need will come out of it.
Dwight: When I took over running the Cooley Group, the company was about as functionally-siloed as a company could possibly be.detesystonit.ml
Rethinking Leadership : A New Look at Old Leadership Questions - jourzacarsi.tk
Now, whenever we have a material business issue in the company, we manage it under a CFP. There are infinite ways to solve a problem, but in our experience, inviting input from individuals across teams within the organization is the most effective way to enable collaborative, effective, and efficient problem solving. We took the collaboration right down onto the factory floor, and then we extended it externally to our suppliers and partners.
For half the projects, we have either a customer or one or more vendors in on the project as well. It has to reach beyond the company boundaries and extend externally. Creating that inclusive environment can help people navigate through the different changes they will face in the future. There are different drivers of behavioral change.
One could be structure; another could be metrics. For example, within IT at Sargento we started changing the metrics we used towards customer experience, versus just addressing IT issues. That changed the behavior and the mindset of our people to be much more customer-focused. Once we started measuring those metrics every month, and posting them for everyone to see, people changed their behaviors and we ultimately got the cultural change that we were looking for.
It was really a simple shift. Even tweaking the metrics can get results.
Brousell: According to many industry observers, one of the most transformational technologies of the future will be artificial intelligence AI and machine learning. What do you think the impact of AI will be on our workforces and our management ranks in the future? It will be on the content of the jobs than many of our people working in business management will do.
A lot of the repetitive work today can be eliminated by artificial intelligence. But artificial intelligence and machine learning can replace the decision-making process, too.
So we will need to reskill and up-skill these people. So we need a different generation of employee in an AI world, with different types of skills. Mathematics and analytics will be fundamental to using these technologies to help us transform the company. Dwight: As we talk about digital transformation and driving a cultural transformation, we need to reimagine the control structure.
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Eliminating the command and control, top down, pyramid structure, leaves all middle management at the empowered center. At Cooley we use a round organizational chart to represent equally the contributions from the entire team. But the good news is we actually are growing and we need more talent, so we need everybody. We believe that everybody has the ability and desire to learn, and we want to give people new opportunities, which quite frankly, many of them are excited about and ready for. But now they can look at the reports and then act on those changes or look at where we might need to change a raw material, or some other thing.
Their job should not be to create spreadsheets and reports.
Rethinking leadership: a new look at old leadership questions
They are now free to be more innovative, to work on things that are more interesting, and that can help us drive more product out the door, and that helps more individuals across the world. So if we can drive our costs of our medicines down, we can get it into places that had difficulty purchasing it before. If we get more product to market faster, it has to have a major benefit and it has to have a major impact.
How we face that, and how we talk to our people about it, how we get them comfortable with it, is another issue. But they are going to be fearful that their jobs are going to change. And as Holly said, if we then take those people, we reskill them, we up-skill them, we use them more. We have to help people understand that there is a better way.
I think it is up to us, as leaders, to help people get through this. From a business point-of-view, it can only be a huge advantage. Brousell: So how do we manage the whole idea of becoming a more data-driven business, where leaders do not just use their intuition or experience alone, but instead, have to listen to the data and make decisions on that data?
Most of us progressed based on our experience and what we knew. We have to drive and force our organizations to use data and to question how decisions were made. If we, as leaders, continue to demonstrate that good decisions will only be made on data, I think, eventually, we will get there.