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THREE LEADERSHIP AND THE ACHIEVEMENT ETHIC 49

THREE Leadership and the achievement ethic

“Unfortunately, top people are often there because they are expert in what was important yesterday… We put more energy into developing skill sets, rather than the right mindsets”

PROFESSOR JONAS RIDDERSTRÅLE, STOCKHOLM SCHOOL OF ECONOMICS

“There must be a beginning of any great matter, but the continuing unto the end until it be thoroughly finished yields the true glory”

SIR FRANCIS DRAKE

In their major study into the attraction and retention of high-performing, talented people – ‘The War for Talent’ – in the late 1990’s, McKinseys found that companies which had cultivated a strong, high-achievement culture were frequently the winners in the ‘war’. Unsurprisingly, their findings confirmed the obvious simple fact that capable, outstanding performers wanted to be in similarly high achieving organizations.

As crucial aspects of high achieving cultures, McKinsey identified ‘great jobs’, which allowed people both ample headroom and sufficient ‘elbow-

room’, to use their talents and to excel, often for up to 80% of their time in their roles. One key factor associated with ‘great jobs’ was the presence

Williams, Michael. Leadership for Leaders, Thorogood Publishing, 2005. ProQuest Ebook Central, http://ebookcentral.proquest.com/lib/waldenu/detail.action?docID=308984. Created from waldenu on 2021-01-24 12:55:41.

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of comparably ‘great managers’, or great leaders, who provided suffi- cient support, autonomy and directed empowerment for their people. Such managers, it seems, operate in the style of close-quarter leaders – hands-off, but eyes and ears on – and committed to making optimum use of the talent available to them.

Acknowledging the reality that autonomy in almost any organization is a matter of independence, within a network of interdependence, close- quarter leadership involves defining the parameters of what is essentially ‘freedom within a framework’. Further, it requires leaders to enable individuals – and teams – to operate to the very limits of the frameworks and, indeed, to regularly test out the boundaries themselves, to validate their continuing relevance to high achievement and progress.

The work of professor Tom Paterson – a treasure unearthed

Some fifty-plus years before the McKinsey survey, Tom T. Paterson1

evolved a model aimed at developing leadership of high performing teams – at that time, RAF fighter squadrons, whose morale had fallen signifi- cantly, after the heady, ultimately successful months of the Battle of Britain. In his later years, Paterson became Professor of Organizational Behaviour at Strathclyde University and introduced his ideas on leadership to the business world.

Unfortunately, his use of somewhat arcane terminology (an uncomfort- able mixture of classical Greek and Latin) was the probable cause of his otherwise very relevant concepts simply not catching on in industry. Very few machine-shop foremen, assembly shop managers (or, for that matter, CEO’s) are likely to identify whole-heartedly with the notion that they are ‘methectic’ leaders, with both ‘indominus’ and ‘exdominus’ roles to fulfil. Especially was this so in an age when ‘quid pro quo’ was gener-

ally interpreted on the shop floor as the going rate for a pre-Wolfenden

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streetwalker, or optimistic shop stewards saw it as management’s offer of an extra pound per week, all round! As a consequence, outside academic circles , the model was generally not taken as seriously as it deserved to be.

Put into plain English – or any other living language – and updated, Paterson’s model makes good sense since it puts the leader at the centre of an interactive process, of high interdependence, for defining, managing and delivering requisite results, through other people. That centrality of role also underlines the potential for influence of the leader, in fostering and maintaining an achievement ethic, within the arenas of his/her respon- sibility. Furthermore, it is a degree of centrality – and, hence, influence – that can be reinforced and progressively consolidated, each time the leader acts in an engaged, close-quarter role. Thus, the option and the initiative to influence, or not, lie largely with the leader. The personal and professional context of that option, as always, is one of risk versus payoff.

Paterson’s concept of leadership uses the classical input – conversion – output model of productive activity and achievement, shown in figure 8, below. In contemporary business practice, where the implications of value-added and competitive/collaborative advantage have critical signif- icance, updating of the original model takes the form of an ‘outcomes’ add-on.

FIGURE 8

Inputs Conversion Outputs Outcomes

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In this simple model, representing both sequence and consequence, ‘inputs’ may, for example be rough castings, ‘conversion’ could, there- fore, be machining and assembly and ‘outputs’ would most likely be complete product units – for example – lawnmower engines. In turn, ‘outcomes’ could include customer satisfaction, an increased order book, higher profits and sustained growth of the business – all measures of requisite achievement.

As we export more and more of our manufacturing base to the East and increasingly become service providers, the input-output-outcome chain, more often than not, is one of data and information, in several forms, being converted into data and information in many more very different forms. Outcomes are then usually information intelligence and new under- standing.

When the network of interdependence and leadership functions are imposed upon the model, it takes shape as a series of potential interac- tions and influences, with achievement as its central theme, as shown in figure 9.

FIGURE 9

Inputs OutcomesConversion Outputs

Suppliers Superiors and

other stakeholders Customers Various

The team

Leadership

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Leadership of any ‘conversion’ process, or stage, in the value chain neces- sarily involves influencing supplier responses, in order to ensure that the right inputs are available in the form and at the time needed. Bosses and other stakeholders in the process need to be managed effectively and regularly kept informed and customers and clients need to be supplied and serviced, according to contract.

Both desired and unintended outcomes, similarly, must be profession- ally initiated, developed and managed, to optimize the wider and longer-term achievement implications of ‘conversion’.

In this network of function, roles and relationships, Paterson believed that at least four leadership roles needed to be performed, as and when conditions demanded. In addition, he saw a critical fifth follower/supporter role that was crucial to effective output – and successful outcomes.The four leadership roles are:

1. Inward leader role

The principal orientation and pre-occupation of this role is the ‘internal’ life of the team – its task performance, cohesiveness, morale, intra- personal relationships, continual learning and development. The leader, in this role, is most closely engaged with the team members themselves and what needs to be done to energize and mobilize the group – or individ- uals – from within the team. Close-quarter dialogue concentrates upon ‘you’, ‘me’ and ‘us’ and the ‘here-and-now’. The Inward Leader helps to define and crystallize the team’s vision, mission, values and goals and to secure buy-in from the members to these and to other critical initia- tives. The functioning maturity of the team – and of individual members – is a major concern of the Inward Leader, hence much of his/her focus involves ensuring fitness for task and role, of the work group, including the group’s internal communications and information sharing.

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2. Outward leader role

In this role the leader’s concern is to develop and maintain effective, functioning relationships with key players in the team’s external world; for example suppliers, customers (and customers’ customers) superiors and other significant stakeholders whose activities impinge upon those of the team. Of particular importance is the clarity, quality and timeli- ness of the team’s communication – and level of engagement – with its key external contacts.

The Outward Leader’s role is to represent the team’s best interests in various arenas and ‘corridors of power’, within the rest of the organi- zation and also in the world at large. Their task is to align the team’s aims and objectives with those of the organization and the wider context of its business. In the role of ‘outward leader’, lobbying on behalf of the team, appropriately promoting its successes, sponsoring and opening doors for members and building bridges for collaboration and synergy with other functions or units, are all typical close-quarter leadership activ- ities, designed to integrate the team’s direction and performance, with its operational environment.

3. Exemplar leader role

Acting as an Exemplar leader involves a disciplined, analytical approach to both task and process issues facing the team. Logic and rational factual thinking – aimed at clarification, simplicity and clearer understanding. It is a monitoring, regulating and stock-taking role, aimed at maintaining focus, sense of purpose and direction – so keeping the team and its performance on track.

In close-quarter mode, the Exemplar may, for example, stop a meeting in mid-flight with the comment: “Let’s stop right there, please. I think we’re in danger of losing our way, if we continue with this line of thinking. Let’s get back to base one and start again from there.”

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The Exemplar’s is a leadership role acting primarily in ‘left-brain’ thinking. It therefore injects structure, order, sequence, objectivity and clarity into the team’s problem analysis, decision-making and selection of courses of action. It is a form of thinking which seeks to strip issues of both unnecessary mental clutter and diversionary emotional ‘baggage’.

4. Eccentric leader role

Intellectually and emotionally the opposite of the Exemplar, the Eccentric Leader role functions primarily in right-brain mode. It is the role of the creative, deviant (as opposed to convergent) thinker who stimulates or injects new, different thinking into the group. Creating fresh insights and perspectives and approaching issues from novel, or unorthodox angles are the main contributions of the Eccentric Leader. What Edward DeBono would describe as ‘lateral thinkers’, Eccentrics are the natural option generators of the team. They have little reverence for ideas and practices hallowed by no more than the mere passage of time and the cry – “we’ve always done it this way” is anathema to them.

While they respect relevant logic, they are, nevertheless, the ‘boundary busters’ of conventional wisdom and the mantra ‘if it ain’t broke, don’t fix it’ acts as a legitimate challenge and timely invitation to start breaking things and re-fixing them, in order to enhance capabilities and, ultimately, achievement levels.

Acting in close-quarter style, Eccentric Leaders will involve people directly in ‘brainstorming’ and the use of creative techniques such as ‘mind-maps’ and ‘spider-diagrams’, to free up thinking and to challenge conventional stereotypes, in removing mental blocks to progress. The key questions they so frequently ask are – ‘why?’ and ‘why not?’. They tend to see most constraints as largely self-inflicted wounds, hence their concern to challenge and change mindsets, in order to move forward and raise the game.

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5. Facilitator/follower

This low-key role seems, at times, to be more that of a follower, than a leader. In effect, it is ‘leadership from behind’, with the role-player acting variously as prompt, catalyst, devil’s advocate, supporter or facilitator, to influence outputs and outcomes.

Leaders acting in Facilitator/Follower mode reinforce others’ relevant contributions that might otherwise be lost, or go unheeded, in the mêlée of a noisy meeting – or if some red-herring is preoccupying the group taking it away from the real business on hand. Typical close-quarter Facilitator/Follower interventions would be: “Ian, I think it would be worth- while repeating, more loudly, the point you just made. It struck me as being very important and I don’t think everyone heard you.”

“I’d like us to come back to what Sheila said a moment ago and explore it in some detail, before we move on and the matter is lost.”

“Allan, please develop that idea for us in more depth. It seems to me it has possibilities that we should look at more closely, bearing in mind what Product Development are planning to do.”

Paterson’s model is based on the premise that, at appropriate times, all of these roles will be needed for a team to operate with optimum effect and that different people – not necessarily the formal leader of the group – will take them. Generally, experience suggests that the formal group leader will be the predominant taker of the Inward and Outward leader roles, because of their emphasis upon team effectiveness, performance, mobilization and alignment with corporate goals and the operational environment. The Exemplar and Eccentric roles usually appeal to personality ‘types’ of very differing intellectual and skill preferences – who tend to use somewhat polarized frames of reference – and so are usually performed, in the main, by distinctly different individuals. The Facilitator/ Follower role is often best undertaken, for optimum impact, by percep- tive people of high emotional intelligence and process sensitivity.

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Both in his early work with the RAF and subsequently with the Civil Service, after the war, Paterson concluded that the absence of any one of the above leadership roles – when needed – was a major contributory factor to poor morale, team dysfunction and inferior performance.Use of the adapted, Anglicised version of his original model – in both team- building consultancy assignments and within British Ceramic Tile – continues to endorse Paterson’s conclusions about the critical impor- tance of the five leadership roles in achieving high performance. The key skill, however, remains one of sufficient awareness and perception, in recognizing which particular role is likely to be most effective, in any given set of circumstances – and fulfilling it. In that respect, everyone in a leader role, it seems, needs to develop the level of acuity and skill necessary to play the role required, at the time, or enable a more appro- priately equipped team member to take it over. It requires a mature – and confident – leader to acknowledge that, as situations change, the leader- ship role inevitably moves around within the team and passes to the most competent, in the circumstances, to take charge and move the group on.

Too often, the formal leader may fail to recognize the reality that individual leaders are transient, while leadership remains a constant need. In today’s business world, managers have long had to come to terms with the fact that, at many times, their most useful contribution to the team, as a leader, is in the role of servant – not superior, or as enabler – not autocrat. Testosterone alone, generally, has a most unenviable reputation for success and delivery, in leadership, unless it is effectively combined with suffi- ciently high emotional and cognitive intelligence.

Paterson’s model – and those of the previous chapter – all have relevance, as determined by the people and circumstances involved, in all major arenas of leadership. Figure 10 below, offers four dimensions to management and leadership where these constructs have significant contributions to make in mobilizing people for higher productive achievement.

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FIGURE 10: DIMENSIONS TO MANAGEMENT & LEADERSHIP

All four dimensions to leadership , are involved in creating, developing and sustaining an Achievement Culture within an organization, and each provides arenas and scope for close-quarter

At strategic levels of leadership, crystallizing and communicating vision and ensuring buy-in, not by-pass, is an essential part of the longer-term engagement of people. Building the necessary achievement culture is usually a slow, painstaking process often seemingly involving progress of two steps forward and then one step back, in changing mindsets and practices to get to the future, faster than the competition. Jim Collins’ findings emphasize the importance of persisting – and not giving up – in order to create a ‘flywheel’ effect which slowly, but certainly, progres- sively gains momentum company-wide. Leaders who possess so-called

‘helicopter’ perception and can see higher and wider than the situation

1. STRATEGIC Vision & integration Strategic direction Business transformation Shaping the culture

4. INSPIRATIONAL Engaging people Inspiring them Mobilizing them Building relationships

2. OPERATIONAL Operating principles Day-to-day management Continuous improvement Building the business

3. PERFORMANCE Focusing brains & effort Managing talent Improving performance Building new competencies

RESULTS

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THREE LEADERSHIP AND THE ACHIEVEMENT ETHIC 59

they are currently in, have a head start on their colleagues of more restricted insight and vision in seeing the need to maintain the ‘flywheel’, once it begins to turn.

In the context of continuous improvement, operational leadership, based upon focused, disciplined thinking – and action – is aimed at moving the business forward, day-to-day. This is the sustained tactical influence similarly directed towards turning the flywheel and creating the necessary momentum for sustained growth and increasingly raised performance. It is the leadership – and management – that is essential to keeping mobilized activity aligned and on-track, within agreed parameters and to established or emerging, operating principles, or disciplines.

The third dimension – performance leadership – concentrates upon the deployment, management and development of knowledge and talent, in order to maximize individual and team performance. In Jim Collins’ terms, this is about getting the right people on the bus, ensuring that they are in the right seats and getting the wrong people off the bus. Performance leadership, at close quarters, involves constructive feedback, coaching, empowering, sponsoring and enabling, to get the best out of people and to create productive synergy, where none may have existed previously.

The final dimension of inspirational leadership centres largely on a leader’s personal ‘chemistry’ and professional style. It is understanding what inspi- rational leaders actually do that is most helpful in developing more effective close-quarter leadership, techniques, ‘alchemy’ and style. Typically, they:

• Make others feel good about themselves, their contributions and their achievements. They build on others’ ideas, rather than attacking or discrediting them.

• Recognize that most people (and especially high performers) know what they want to achieve and so they work with individuals to help them clarify and explore ways of meeting their objectives.

• Empower people and give them the space they need, in order to deliver.

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• Ensure that others receive the recognition, praise and rewards that they have earned and don’t steal others’ kudos for themselves.

• Focus on the ‘crime’, rather than the ‘criminal’, when things go wrong, by separating the problem from the person, using coaching – not blame – as their primary response. Their approach is one of – ‘It’s ok to make mistakes, but learn quickly from them and move on’.

• Ensure that significant achievements are recorded and properly celebrated.

• Demonstrate that they trust their people.

• Be available, whenever they can and actively listen to people.

• Inject fun into work, recognizing that, in most walks of life, laughter is one of the best tonics.

Accepting the Nike Company philosophy that, in corporate transforma- tion, there is no finishing line, a critical and permanently ongoing aspect of management is transformational leadership.

Leaders as ‘re-inventors’

In transforming a company, or even a business unit’s performance, leaders necessarily become re-inventors, playing key roles in the change and renewal. Taking examples from client companies and examples cited elsewhere, re-inventors challenge the status quo and create the pressure for transformation, when they:

1. Confront conventional wisdom, limiting assumptions and current practices by constructive challenge (ABN AMRO, Hewlett Packard, ABB-Brown Boveri, British Ceramic Tile)

2. Continually ask ‘Why?’ and ‘Why not?’ (Europ Assistance, NCM, Huck International)

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THREE LEADERSHIP AND THE ACHIEVEMENT ETHIC 61

3. Actively encourage the challenging of superiors and colleagues (Honda, BP, Ericsson,, Lucent Technology, Imatra Steel)

4. Regularly challenge the business model (Astra Zeneca, Novartis, GE – “Destroy your business before others do” – Jack Welch,)

5. Challenge current ‘sacred cows’, taboos and values (McKinsey, Ford, Toyota)

In making transformation successful, to raise achievements, leader strategies and ‘do-how’ include:

• Building commitment and trust, through meaningful involvement (‘buy-in’) (Wellstream Northsea, Quest, United Vintners and Distillers, Holland and Holland)

• Making significant things happen, that otherwise would not happen (Virgin, ING, Nokia, Tesco)

• Creating environments that intelligently source and build talent and encourage people to excel (Novartis, ABN AMRO, IBM)

• Fostering innovation and encouraging risk-taking (Sony, Ideo, Richer Sounds)

• Promoting a sense of community and belonging (Stora Enso, Ideo, Ericsson, Toyota)

• Inspiring people and making having fun a priority (Richer Sounds, South Western Airlines, Oticon)

Close-quarter transformational leadership involves generating, releasing and mobilizing energy – so providing the necessary stimulus and impetus to the ‘transformation flywheel’. That stimulus, in turn, needs to be formed by a compelling vision, clear purpose and challenging achieve- ments. A lack of the necessary helicopter vision and a communicated sense of direction – that is, an absence of focused stimulus, from the leader – creates a vacuum which, during company transformation, is usually filled by anxiety, cynicism, or even passivity and indifference.

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Far more so than in static, or stable conditions, during change and trans- formation, people need to be kept informed and engaged in what is going on, by those leading them. They need to understand exactly why change is necessary, what the intended outcomes are and precisely how and when change will proceed. They need also, to feel that their contributions to intended changes are being actively sought – and valued – by their managers. During periods of change, especially, leadership style and perceived leader competence are critical determinants of the strength of follower commitment to and active support for transformation and its intended changes.

As Karen McCormick, Associate Director, HR, GUS says: “At any time, but especially during transformation, a leader who is not onboard is a major liability.”

Figure 11 illustrates four different styles of transformational leadership, derived from:

1. Helicopter vision of the intended future of the business

2. Degree of goal-directedness

FIGURE 11: TRANSFORMATION AND LEADER STYLE

SWIMMING AGAINST THE TIDE Resisting the change Non-co-operation & sabotage Expecting & fearing failure Seeing change as a lost cause

SURFING THE WAVES Directing & leading change Accepting the risks involved Focusing on opportunities Confidence in ultimate success

STAYING ON THE SHORE Wishing change would go away Expecting & fearing the worst Delaying decisions Avoiding taking action

DRIFTING WITH THE TIDE Accepting change as inevitable Anticipating disruption Expecting conflict/compromise Optimism about survival

D eg

re e

of g

oa l d

ir ec

ti on

High

Low

Low Clear ‘helicopter’ vision of the intended future

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Clearly, there are many ways of mobilizing energy and talent for change open to managers. Five of them, which are ‘classical’ leadership arenas are:

1. Open Forum

Invite and encourage ideas and contributions from everyone, but especially those directly involved in the changes, concentrating on why change is essential and the specific outcomes and goals which change is designed to achieve.

2. ‘Organic’ Transformation

Bring together teams from across functions and the hierarchy, whose interaction and combined activities are critical determinants of the required transformation, to address key organizational and business challenges.

3. Key Players

Key players who are jointly responsible for creating, improving or changing a a particular set of conditions, come together, in order to trans- form the current situation. ‘Process’ issues, of roles, relationships and responsibilities as, well as task concerns, should be high on the discus- sion agenda.

4. Complete Team

A complete team, with discrete accountability for specific changes, or improvement, take ownership of the change and manage it, acknowl- edging that their independent actions have interdependent consequences.

5. Networking and lobbying

Networking is essentially a matter of discussion and dialogue, frequently

aimed at building up critical support for a new idea, a different way of

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LEADERSHIP FOR LEADERS64

doing things, or some other intended change. In a study, conducted by London Business School, it was found that highly successful people typically networked up to four times as much as those who were markedly less successful in moving projects forward, making new things happen and gaining regular promotion, within their companies.

Dr Patrick Dixon2 author of the currently prophetic ‘Future Wise’, describes networking as creating informal ‘ideas factories’. In their excellent book ‘The Expertise of the Change Agent’, Buchanan and Boddy3

intelligently explore the realpolitick of networking and lobbying, both within and outwith organizations, to defeat resistance, cut through – or, conversely, use – political influences, in order to get done what needs to be done. Professor Carolyn Egri of Simon Fraser University, British Columbia4 similarly has published extensively in the field of ‘political’ networking in companies, as an informal leverage process, to both take advantage of – and to short-circuit – the organization hierarchy. To this list of writers and researchers, Gifford Pinchot5 author of ‘Intrapreneuring’ adds several interestingly expedient thoughts, in the book’s section entitled – ‘The Intrapreneur’s Ten Commandments’, including:

• “Circumvent any orders aimed at stopping your dream.”

• “Work underground as long as you can – publicity triggers the corporate immune mechanism.”

• “Remember, it’s easier to ask for forgiveness, than for permission.”

Pinchot realistically balances the radical exhortations with some practical common sense ideas on working intelligently within the political arenas so typical of many organizations:

• “Follow your intuition about the people you choose, and work with only the best.”

• “Be true to your goals, but be realistic about the ways to achieve them.”

• “Honor (sic) your sponsors.”

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In Pinchot’s terms, an ‘Intrapreneur’ is someone who applies comparable energy, resolve and expertize to reforming the organization and raising its achievements, from within, that an entrepreneur would employ, to achieve success in the external world of the business.

Perhaps the last pieces of practical advice on managing and leading change should come from a Regional Director of the Dutch pharmaceu- tical company Organon, who stated: “Find the right people to help you. Find the ones who understand, who care, who can and will...”

Secondly, from Percy Barnevik, former CEO, ABB – Brown Boveri, who confirms the continuity of change and transformation in organizations: “Significant restructuring never stops. Perpetual revolution and perpetual re-invention are the reality of business.”

Chapter three references

1. Paterson, T. T. A Theory of Methectic Organization in Glasgow Unlimited (Out of print) and proceedings, Management programme, University of Strathclyde, 1967

2. Dixon, P. Futurewise – Six Faces of Global Change, Harper Collins, 1998

3. Buchanan, D. & Boddy, D. The Expertise of the Change Agent, Prentice-Hall, 1992

4. Egri, C., Simon Fraser, University, British Columbia – proceedings; IMD “Mobilising People” Programme, 1995

5. Pinchot, G III, Intrapreneuring, Harper Row, 1985

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