1. Same or different? And does it really matter? Have we oversold leadership? Professor Emeritus Roger Collins Add client logo & remove text Leadership and Management :

2. Let’s begin with how leaders/managers might add value to organisation! Technical leadership & management Convergent, linear thinking Continuity Adaptive leadership Divergent, associative thinking Discontinuity 1 10 Organisational Renewal Performance Management

3. WHY THE DISTINCTION BETWEEN LEADERSHIP AND MANAGEMENT IS SO IMPORTANT TO UNDERSTAND! Analogy: Depression

4. 4 The good news is that we have effective treatments for the symptoms of depression; The bad news is that medications will not make you happy and fulfilled. Wellbeing and happiness are not simply the absence of despair. Wellbeing is a state in which our lives have both meaning and pleasure Gordon Livingston

5. 5 Satisfactory Performance Effective Management Effective Leadership Unsatisfactory Performance Outstanding Performance The Volunteer Zone The Compliance Zone The distinction between Management and Leadership 5

6. 6 LEADER MANAGER PROFESSIONAL Focus : regulation, compliance, prudence Distinctive repertoires of our behaviour that seek to influence outcomes Nature has helped us with some Our challenge is to develop wider repertoires

7. Repertoires of behaviour Jung: patterns, preferences Sensing Intuition

8. Sensing preference people (~75%) focus on:  details  facts  practicalities  here and now  precedents

9. …..but may not see the wood from the trees …..but may see the glass half empty

11. Intuitive preference people (~25%) focus on:  the big picture  possibilities  connections  patterns  the future

12. …..but may not attend to the necessary detail …..but may not attend to implementation

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14. HOW MANAGERS AND LEADERS EXERCISE INFLUENCE MANAGEMENT LEADERSHIP Structural role influence : job descriptions, policies procedures, rewards, feedback. A quasi legal, business, financial contract Personal behavioural influence words, pictures, conversations, inspiration, engagement, care, futures. A quasi psychological, interpersonal contract 1 10

15. The 5 demands of management Leadership Development Pathway | Sydney Opera House 15 1.Clarity of purpose, strategy, role, contributions, systems and processes 2.Planning & allocating resources: info, $ and equipment etc 3.Commitment to quality, excellence, 4.External: co-ordination, representing and monitoring their context 5.Feedback on & accountability for individual, team and unit performance Leadership Development Pathway | Sydney Opera House

16. The 5 demands of leadership 1.Task oriented Clarifying: Setting and communicating direction 2.Relations oriented supporting: developing, recognising empowering 3.Change oriented: envisioning, advocating facilitating 4.Living and communicating the agreed values 5.External monitoring and networking: sensing and influencing

17. Leadership and Management are not binary roles! MANAGEMENT LEADERSHIP

18. So, have we oversold leadership? 1.The tyranny of “or” 2.The overemphasis on individuals and the neglect of “leadership as teamwork” Tips for using the Octant templates

19. WE NEED TO MOVE BEYOND Leadership as an individual contribution to Leadership as collective, team behaviour DISTRIBUTED LEADERSHIP

20. Sufficient alignment in the thinking and behaviour of the organisation’s corporate and team leaders that results in aligned self leadership

21. The key to effective distributed leadership x

22. So when is a Round Table critical to success? 1.When your brand and reputation are important 2.When you are striving to create seamlessness for your clients 3.When you are searching for synergies 4.In knowledge worker / service organisations 5.In corporate transformation

23. The balance will vary at different times, and in different roles MANAGEMENT LEADERSHIP MANAGEMENT LEADERSHIP

24. So how could we accelerate the growth of our young managers and leaders? 1.Focus on career transitions: this is when people are most receptive to development 1.Encourage them to become involved in a NFP as a volunteer or board member 1.Use real business issues involving both performance and renewal challenges to grow your leaders and managers Tips for using the Octant templates

25. Definition of Capabilities A corporate capability is the capacity of a group of people, supported by systems and processes, to make a contribution that ensures high performance and potentially competitive advantage. ExamplesQantas McDonald’s

26. FOCUS ENHANCE CURRENT PERFORMANCE AND/OR DEVELOP POTENTIAL ENHANCE PERFORMANCE OF YOUR EXISTING BUSINESS MODEL ENSURE EFFECTIVE AND TIMELY ORGANISATIONAL RENEWAL INDIVIDUAL: COMPETENCIES TEAMS: PERFORMANCE MANAGEMENT CAPABILITIES TEAMS: ORGANISATIONAL RENEWAL CAPABILITIES LEVEL ONE Competencies LEVEL TWO Capabilities LEVEL THREE Capabilities VALUE PROPO- SITION

27. Questions and challenges please … In conclusion …… 1.There is a difference and it’s important! 2.Beware of the tyranny of “or”: pay attention to getting the balance right 3.Prepare for a shift from individual to team and collective development Tips for using the Octant templates

28. Thank you ! Tips for using the Octant templates