1. The Challenge of Walking & Chewing Gum! Professor Emeritus Roger Collins

2. PURPOSE 1.To introduce some ideas and tools, that 2.enable better conversations, that 3.enable better decisions and actions, that 4.ensure better outcomes for your students, yourselves and Sydney Institute

3. AGENDA 1.A way of seeing is a way of not seeing ! 2.Great leadership can make a great difference. 3.So what can we do for our people? * 4.Change begins with me! * * Takeaways !

4. 4 a way of seeing what we pay attention to, how we interpret and thinking how we make decisions and solve problems Mindset

5. Change over Our last decade+ Y2k Dotcom Meltdown 9/11 Climate change Problematic regional conflicts and now the GFC and its aftermath 5

6. Cycle: When the tide goes out ! correction and destruction 6 1. CHANGE: CYCLES OR TRENDS ?

7. Cycle: correction and destruction Buffett Trend: creation, reinvention Analogy: Newtonian physics 7

8. 2. CHANGE 8 Threat: caution, prudence, risk management Opportunity: Boldness, imagination, bias for action

9. 3. Need for a clearer distinction between: OPERATIONAL and STRATEGIC Management & Leadership

10. 1. PERCEPTION How we see things and how we gather information Two characteristics of a strategic mindset

11. 2.Ability to move Across time horizons

12. Source:Baghai: The Alchemy of Growth (1999) Build emerging businesses Sustained high performan ce Time Extend and defend core businesses Create viable options Horizon 1 Horizon 2 Horizon 3 12

13. THE CHALLENGE OF WALKING & CHEWING GUM PERFORMANCE MANAGEMENT ORGANISATIONAL RENEWAL Technical leadership & management Convergent, linear thinking Continuity Adaptive leadership Divergent, associative thinking Discontinuity 1 10

14. Compete & Collaborate

15. sustainingyoursuccess complexity of your organisation low high 2.formalisation  controls  systems, discipline  values 3.devolution – SBUs  segmentation: services, products, markets, clients  practice areas  silos  long table 4.collaboration coordination integration 1.pioneer phase  client focus  Leadership 5.The connected cellular firm  Networks  informal linkages  cross silo teams

16. So what does all this mean for me, my people, and the Institute?

17. Walking & Chewing Gum (Charles Handy) C D A E F G B I H I

18. 18 1. THE CRITICAL DISTINCTION BETWEEN LEADERSHIP AND MANAGEMENT Analogy: Depression

19. 19 THE DISTINCTION BETWEEN MANAGEMENT & LEADERSHIP SATISFACTORY PERFORMANCE EFFECTIVE MANAGEMENT EFFECTIVE LEADERSHIP UNSATISFACTORY PERFORMANCE OUTSTANDING PERFORMANCE THE VOLUNTEER ZONE THE COMPLIANCE ZONE

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

21. No consensusBroad consensus AGREEMENT ON MEANS, CAUSE & EFFECT Broad consensus No consensus AGREEMENT ON OBJECTIVES LEADERSHIP TOOLS CULTURE TOOLS POWER TOOLSMANAGEMENT TOOLS Financial incentives Values Stories Folklore Rituals Participation Planning ( S & Op ) SOPs, policies Training Measurement systems Management development Vision Role modeling Leader communication Roadshows Leadership development Coercion Control systems Hiring & firing Negotiation

22. 22 2. LOCAL / DIRECT LEADERSHIP 1. EXECUTIVE, CORPORATE LEADERSHIP 3 SELF LEADERSHIP THREE LEVELS OF LEADERSHIP

23. The rising importance of “distributed leadership”

24. So when is the Round Table critical to organisational performance? 1.Brand and reputation 2.Integration, cross referral, seamlessness 3.Synergies: eg $$ and KT 4.Freedom within a framework: defining “tight” and “ loose” 5.In pluralist, service and geographically dispersed organisations 6.Corporate transformation

25. 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 LEVEL TWO LEVEL THREE VALUE PROPO- SITION

26. So what can we do to enable our people to come with us? Develop resilience …. Assist some to reinvent themselves…

27. 27 WELLBEING A STATE OF MIND IN WHICH WE THINK AND FEEL THAT WE: HAVE CONTROL OVER OUR OWN DESTINY, HAVE FREQUENT POSITIVE EXPERIENCES,AND HAVE THE ABILITY TO CONTROL THE IMPACT OF NEGATIVE EVENTS AND OUTCOMES

28. 28 THE PSYCHOLOGICAL CONTRACT & THE VIRTUOUS CYCLE GREAT LEADERSHIP HIGH ENGAGEMENT + WELLBEING HIGH PERFORMANCE REWARDS, RECOGNITION & DEVELOPMENT THE VIRTUOUS CIRCLE

29. 29 WHAT DEVELOPS ENGAGEMENT + WELLBEING ? 1.PLEASURE: feeling good is better than just being OK! Pay, peers, fun, physical conditions, back rubs

30. 30 WHAT DEVELOPS ENGAGEMENT + WELLBEING ? 1.PLEASURE: feeling good is better than just being OK! Pay, peers, fun, physical conditions, back rubs The problem: hedonic adaption 2.EXPERIENCES THAT LEAD TO HUMAN FLOURISHING : utilising strengths and achieving flow 3 MEANING identifying with and contributing to something higher than, beyond ourselves: the shift from success to significance

31. So what are the special benefits of well-being? 1.Well-being brings reciprocal benefits which make it more sustainable than engagement, 2.Flow, reservoirs for resilience 3.Physical and mental health 4.Life expectancy 5.Stronger self efficacy: self directedness and proactivity, and 6.Cognitive functioning

32. FIVE STEPS TO WELLBEING Research from the Foresight Mental Capital and Wellbeing Project.

33. CONNECT ! Connect with family, friends, colleagues, neighbours. At home, work, school or your local community. Think of these as the cornerstones of your life and invest time in developing them. Building these connections will support and enrich your every day.

34. KEEP LEARNING … Try something new. Rediscover an old interest. Sign up for that course. Take on a different responsibility at work. Fix a bike. Learn a new language or to play an instrument or or how to cook different food. Set a challenge that you will enjoy achieving. Learning new things will make you more confident. It will refresh your brain and create challenge, uncertainty and fun.

35. BE ACTIVE … Go for a walk or a run. Step outside. Cycle. Play a game. Garden. Dance. Exercise makes you feel good. Most importantly, discover an activity that fits your lifestyle. Level of mobility and fitness. Activity refreshes and energises both body and mind

36. TAKE NOTICE … Be curious. Catch sight of the beautiful. Remark on the unusual. Notice the changing seasons. Savour the moment whether you are walking to work, eating lunch or talking to friends. Take notice of the world around you and what you are feeling. Reflecting on your experiences will help you appreciate what really matters to you.

37. GIVE…. Surprise or do something well meaning for a friend or stranger. Thank someone. Smile. Volunteer your time. Think about and act on the needs of others. These acts enable you to move from success to significance. They provide positive, higher level experiences that build resilience and worthiness.

38. Occupational / Professional Reinvention C D A E F G B I H I

39. SUCCESSFUL TRANSITIONS REQUIRE : ENDINGS A NEUTRAL ZONE : LIMINALITY BEGINNINGS

40. Finally….. CHANGE BEGINS WITH ME ! 2 things that you can start with next Monday

41. Low 0.1:1 Medium 0.7:1 High 1:1 0.3:1 1:1 3:1 Ratio of Inquiry/ advocacy Positivity/ Negativity Level of Team Performance 3 to 1 ratio of encouragement & support to disapproval & sarcasm Same ratio found for successful relationships Model suggests an upper limit of positivity

42. The power and impact of gratitude !

43. “The future is not a place to which we are going. It is a place we are creating. The paths to the future are not found but made and the activity of making them changes both the maker and the destination.” Martha Cleary