03.05.2023
NEW LEADERSHIP PARADIGM: Leading young creative people18.3.2016Tuomas Auvinen, Ph.D., EMBA
03.05.2023 Tuomas Auvinen, [email protected], +358 40 501 2300 2
• Leadership responsibility
• BAD LEADERSHIP KILLSCREATIVITY
03.05.2023 Tuomas Auvinen, [email protected], +358 40 501 2300 3
• My background• MA in Musicology, Helsinki 1995• MA in Arts Management, London 1996• Ph.D. in Arts Management, London 2000• Executive MBA, Helsinki 2007• Head of Arts Management Programme, Sibelius Academy 1999 – 2002• Managing Director, Association of Finnish Theatres 2002 – 2006• Executive Director, Finnish National Theatre 2006 – 2009• Managing Director, Consultant, Creader Ltd 2009 – 2012• Visiting Professor in Cultural Management, Estonian Academy of Music
and Theatre 2002 – 2004, 2011 – 2012• Rector, the Sibelius Academy 2012• Dean, the Sibelius Academy, the University of the Arts 2013 -
03.05.2023 Tuomas Auvinen, [email protected], +358 40 501 2300 4
• Florida & Goodnight
”The creative class - professionals whose primary responsibilities include innovating, designing, and problem solving. – If you want your company to succeed, these are the people you entrust it to.”
03.05.2023 Tuomas Auvinen, [email protected], +358 40 501 2300 5
• Florida & Goodnight
”SAS recognizes that 95 % of its assets drive out of the front gate every evening. Leaders consider it their job to bring them back the next morning.”
03.05.2023 Tuomas Auvinen, [email protected], +358 40 501 2300 6
• Goffe & Jones:
”How do you manage people who don’t want to be led and may be smarter than you?”
”This clearly creates a problem for you as a leader.”
03.05.2023 Tuomas Auvinen, [email protected], +358 40 501 2300 7
• Florida & Goodnight
”Hire hard, manage
soft,
fire hard.”
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• Linda A. Hill et al.
“The question is not ‘How do I make innovation happen?’ but, rather, ‘How do I set the stage for it to happen?’ “
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•
Antoine de Saint-Exupery
“The way to get people to build a ship is not to teach them carpentry, assign them tasks, and give them schedules to meet: but to inspire them to long for the infinite immensity of the sea.”
03.05.2023 Tuomas Auvinen, [email protected], +358 40 501 2300 10
• ”Industrialisation hangover”
• New leadership paradigm needed• Leading artists • Leading the creative class • Leading the young generations
• Term: Ken Robinson
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• Young ’consumer citizens’
• New ethos: Employers are no longer loyal producers but picky consumers – also at work!
• Good, open and honest human interaction is a basis for great performance
• No correlation between used time and results• People should be treated as people – also at
work! • Halava & Pantzar
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• Young ’consumer citizens’• Avoid: Dull, Dirty, Dangerous jobs – 3D• Leadership is given based on natural authority –
not positional power• Expect to be led as individuals• Expect to have a clear goal towards which to aim• Motivation and commitment on a voluntary basis• Require openness and transparency• Do not respect hierarchies
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Skill / will matrix (Max Landsberg)
SK
ILL
WILL
EXCITE
DIRECT
DELEGATE
GUIDE
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Greg McKeown:
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• Leading creativity
”You cannot manage creativity but you CAN manage FOR creativity.”- Teresa Amabile
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• Leadership for creativity• Minimise bureaucracy• Maintain innovative atmosphere – nor just one
source of ideas• Make failure acceptable and even valued• Let creative people follow also their own ideas• Tap into all ideas – not only from the top of the
organisation• Encourage diversity in personnel, backgrounds
and skills• Know when to give freedom and when to control• (Goffe & Jones 2007, Amabile & Khaire 2008)
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• Importance of failing
”Thank God for screw-ups. If life adhered to Six Sigma rules, we’d still be slime.” - Gary Hamel
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• Three-part solution
How to combine creative freedom and organisational expectations: 1. Enable common vision2. Creative sandbox defines the limits3. ’Lead without leading’ new style of
leadership through people!
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• 1) Enable common vision
• Vision not created by the leader alone• Creativity and creative experts help the
vision to emerge• Leader enables and supports the process• ”Creativity takes leadership”
03.05.2023 Tuomas Auvinen, [email protected], +358 40 501 2300 20
• Linda A. Hill“Direction-setting leadership can work well when the solution to a problem is known and straightforward. But if the problem calls for a truly original response, no one can decide in advance what that response should be. By definition, then, leading innovation cannot be about creating and selling a vision to people and then somehow inspiring them to execute it.”
Tuomas Auvinen, [email protected], +358 40 501 2300 2103.05.2023
• 2) Creative sandbox• Creative process needs freedom• Limits of the freedom need to be
defined• ”You can play freely in the sandbox,
but you cannot throw sand out.”
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• 3) Creative leadership
• Freedom within the sandbox • Creativity cannot be commanded! • How to lead then?• New style of leadership through people• ’Lead without leading’
Tuomas Auvinen, [email protected], +358 40 501 2300 2303.05.2023
Power in leadership
• Positional powervs
• Personal power
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• Leadership – demands for self
Classic virtues (Timo Airaksinen)• Courage• Wisdom• Righteousness• Moderation• Benevolence• Truthfulness (TA addition)
03.05.2023 Tuomas Auvinen, [email protected], +358 40 501 2300 25
• How NOT to lead creativity
• Micromanage• Emphasise bureaucracy and reporting• Measure presence, not results• Use positional power and command• Punish for mistakes• Lead with fear
03.05.2023 Tuomas Auvinen, [email protected], +358 40 501 2300 26
• New leadership paradigm • Enable common vision and the creative
sandbox• Lead in a new way:
• Trust• Delegate authority• Lead by influencing (personal power)
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• Innovation stems from
• CULTURE <– this we can influence!
• CREATIVITY
• INNOVATIONS
03.05.2023 Tuomas Auvinen, [email protected], +358 40 501 2300 28
• Need for a new leadership paradigm• Work is changing – creativity and
innovation core skills• Passion and engagement influence
productivity• The young generations expect good and
transparent leadership – or will not commit• Top leadership creates the culture –
selection crucial!
03.05.2023 Tuomas Auvinen, [email protected], +358 40 501 2300 29
Tuomas Auvinen, [email protected], +358 40 501 2300 3003.05.2023
• Questions or comments?