leadership as a design problem

Leadership as aDesign Problem

Frode L. Odegard

@odegard

May 6, 2014

Lean Kanban North America 2014San Francisco, California

Copyright © 2014, Lean Systems Institute. All rights reserved.

Lean Systems Institute

WHY ARE WE HERE ?

BUILDBEAUTIFUL

ORGANIZATIONS

CLARITYFEARLESS CREATIVITY

SMOOTH COLLABORATION IMPACTFUL INNOVATION

HELP PEOPLE GROWOUTPACE THE COMPETITION

http://www.leansystemsinstitute.com/LSF

LEANSYSTEMS

FRAMEWORK

LEADERSHIP

DEFINITION

Edwin Locke:!!

PROCESS OFINDUCING OTHERS

TO PURSUEA COMMON

GOAL/VISION

Uninspiring vision

Poor storytelling

Employee-vision mismatch

Erosion in leadership capital

Failing to engage people

0

20

40

60

80

India North America AU & NZ South America GCC Europe China

Blessing White Employee Engagement Report 2013

Executive

Manager

Employee

Executive

Manager

Employee

no hair left

gained 20 kg

Executive

Manager

Employee

no hair left

gained 20 kg

Coach

HOW DO WE LEAD?

LEADERSHIP STYLES

Command and Control

Charismatic Leadership

Quiet Leadership

Visionary Leadership

Servant Leadership

Participative Leadership

Transformational Leadership

Lean Leadership

?

MODELS + METHODS = RESULTS

None Very low Low Modestly Negative Neutral Modestly

Positive High Very high Total

Knowledge rights

Decision rights

Evidence-driven

Integration

Organizational change

Individual growth

Domain experience

Charisma

Adaptability

Normative

LSF Leadership Style Model. Copyright © 2014, Lean Systems Institute. All rights reserved.

What does your leadership style look like?

None Very low Low Modestly Negative Neutral Modestly

Positive High Very high Total

Knowledge rights

Decision rights

Evidence-driven

Integration

Organizational change

Individual growth

Domain experience

Charisma

Adaptability

Normative

LSF Leadership Style Model. Copyright © 2014, Lean Systems Institute. All rights reserved.

Command and Control Leadership

None Very low Low Modestly Negative Neutral Modestly

Positive High Very high Total

Knowledge rights

Decision rights

Evidence-driven

Integration

Organizational change

Individual growth

Domain experience

Charisma

Adaptability

Normative

LSF Leadership Style Model. Copyright © 2014, Lean Systems Institute. All rights reserved.

Charismatic Leadership

None Very low Low Modestly Negative Neutral Modestly

Positive High Very high Total

Knowledge rights

Decision rights

Evidence-driven

Integration

Organizational change

Individual growth

Domain experience

Charisma

Adaptability

Normative

LSF Leadership Style Model. Copyright © 2014, Lean Systems Institute. All rights reserved.

Quiet Leadership

None Very low Low Modestly Negative Neutral Modestly

Positive High Very high Total

Knowledge rights

Decision rights

Evidence-driven

Integration

Organizational change

Individual growth

Domain experience

Charisma

Adaptability

Normative

LSF Leadership Style Model. Copyright © 2014, Lean Systems Institute. All rights reserved.

Visionary Leadership

None Very low Low Modestly Negative Neutral Modestly

Positive High Very high Total

Knowledge rights

Decision rights

Evidence-driven

Integration

Organizational change

Individual growth

Domain experience

Charisma

Adaptability

Normative

LSF Leadership Style Model. Copyright © 2014, Lean Systems Institute. All rights reserved.

Servant Leadership

None Very low Low Modestly Negative Neutral Modestly

Positive High Very high Total

Knowledge rights

Decision rights

Evidence-driven

Integration

Organizational change

Individual growth

Domain experience

Charisma

Adaptability

Normative

LSF Leadership Style Model. Copyright © 2014, Lean Systems Institute. All rights reserved.

Participative Leadership

None Very low Low Modestly Negative Neutral Modestly

Positive High Very high Total

Knowledge rights

Decision rights

Evidence-driven

Integration

Organizational change

Individual growth

Domain experience

Charisma

Adaptability

Normative

LSF Leadership Style Model. Copyright © 2014, Lean Systems Institute. All rights reserved.

Transformational Leadership

None Very low Low Modestly Negative Neutral Modestly

Positive High Very high Total

Knowledge rights

Decision rights

Evidence-driven

Integration

Organizational change

Individual growth

Domain experience

Charisma

Adaptability

Normative

LSF Leadership Style Model. Copyright © 2014, Lean Systems Institute. All rights reserved.

Lean Leadership

-4

-3

-2

-1

0

1

2

3

4

Knowled

ge rights

Decisio

n rights

Eviden

ce-driv

en

Integ

ration

Organiza

tiona

l cha

nge

Individ

ual g

rowth

Domain

experi

ence

Charis

ma

Adaptab

ility

Normati

ve

Lean

LSF Leadership Style Model. Copyright © 2014, Lean Systems Institute. All rights reserved.

-4

-3

-2

-1

0

1

2

3

4

Knowled

ge rights

Decisio

n rights

Eviden

ce-driv

en

Integ

ration

Organiza

tiona

l cha

nge

Individ

ual g

rowth

Domain

experi

ence

Charis

ma

Adaptab

ility

Normati

ve

Lean Typical

LSF Leadership Style Model. Copyright © 2014, Lean Systems Institute. All rights reserved.

What is your boss like?

What is a typical leadership style in your organization?

What constraints will you face if you want to change your style?

LEADERSHIP EFFECTIVENESS

LEADER

Vision

LeadershipCapital

+/- Character +/- Competence

Activity OutcomesInduces Generating

+/- Willingness to follow

+/- Engagement

LeadershipKaizen

Observe

Reflect

Review Goals

Identify Problems

DevelopSolutions

Action

-4

-3

-2

-1

0

1

2

3

4

Knowled

ge rights

Decisio

n rights

Eviden

ce-driv

en

Integ

ration

Organiza

tiona

l cha

nge

Individ

ual g

rowth

Domain

experi

ence

Charis

ma

Adaptab

ility

Normati

ve

Lean

LSF Leadership Style Model. Copyright © 2014, Lean Systems Institute. All rights reserved.

-4

-3

-2

-1

0

1

2

3

4

Knowled

ge rights

Decisio

n rights

Eviden

ce-driv

en

Integ

ration

Organiza

tiona

l cha

nge

Individ

ual g

rowth

Domain

experi

ence

Charis

ma

Adaptab

ility

Normati

ve

Lean Jim

LSF Leadership Style Model. Copyright © 2014, Lean Systems Institute. All rights reserved.

-4

-3

-2

-1

0

1

2

3

4

Knowled

ge rights

Decisio

n rights

Eviden

ce-driv

en

Integ

ration

Organiza

tiona

l cha

nge

Individ

ual g

rowth

Domain

experi

ence

Charis

ma

Adaptab

ility

Normati

ve

Lean Jim Jim w/coaching

LSF Leadership Style Model. Copyright © 2014, Lean Systems Institute. All rights reserved.

What you can do

360º Insight

Negotiate Destination

Do Kaizen

Track Progress