Old Dogs, New Tricks By: Warren Bennis Presented by: Sarah K. Ober George Seraphim Jannelle Andes Examples of Old Dogs Who Need To Learn New Tricks: Senior Managers and Executives ~Brief Overview of Book~ Central Question of Book: What do people want and need from their leaders? Section I: Enforces the need for leaders to have a sense of meaning and purpose & maintain an optimistic attitude on the success of goals and sustaining the given purpose. Vision and trust are the essential elements in modern organizations. Section II: Emphasizes the human need to belong to a community, team or group.  Leaders need to make people feel as valued members of a great team. Section III:  Identifies the need to feel a sense of power, involvement, connection and alliance. Section I ~ Tricks of the New Trade: Ø Holds trust to be equivalent to the livelihood of an organization Ø The following “tricks” are thought of as the “soft-side” of management Ø Seen as soft because this section focuses on the need of leaders to cater to the needs of the led and draw out their ideal performance in attempts of vision realization Ø Thought to be tender-hearted towards the led Ø In reality: objective motivated & best way to achieve goal and purpose 1. Trick #1: Follow Your Spirit § When you follow your spirit (go with your instincts) & treat people as you would want to be treated- you create the situation, not just react to it § Four Competencies in leaders 1. Attention to vision (providing people with a bridge to the future 2. Giving meaning to that vision through communication 3. Building trust (the lubrication that makes organizations function 4. The search for self-knowledge and self-regard ***Competencies must also be found in followers*** 2. Trick #2: Start With Purpose § People need a purpose:  when the purpose is shared they can achieve anything § Three major dimensions of Purpose 1. Passion: often associated with a strong point of view 2. Perspective: grants a “helicopter view” - Gains discernment, insight, and foresight 3. Meaning: communicated information filled with relevance and purpose 3.  Trick #3: Lead From Voice and Vision § Clarify the vision § Goes hand-in-hand with direction, purpose, meaning, trust, and truth § Communicate the vision in a way where the people find meaning in the vision too & feel involved § Defining quality of leaders: the capacity to create and realize a vision § A leader must be able to transform vision into reality § 5 Parts to Managing the Dream: 1. Communicating the vision 2. Recruiting meticulously 3. Regarding 4. Retraining 5. Reorganizing 4. Trick #4: Build and Sustain Trust § Qualities that generate trust for leaders: 1. Competence: - People have to see that the leader is worthy of their trust by virtue of their character and competence 2. Constancy: - Principles have to remain constant - Have a reliable set of standards of behavior 3.  Caring: - Compassion, empathy - The capacity to understand what other people are feeling 4. Candor: - Leaders must be candid with their communications 5. Character: - 1-4 all add up to integrity aka character - Comes through evolution/education; not fixed ever 5. Trick #5: Maintain Credibility § Especially when organization is in times of trouble § Ways to keep up in a down turn of a company: 1. Emphasize employability - Educate workers to show leaders value the “employability of a worker” if that worker has to be laid off 2. Enforce self-reliance as a mentality - You should not depend on any organization 3. Allow/encourage dissent & reward good ideas - Leaders should be open and candid 4. Involve people in change - Participation minimizes feelings of isolation 6.  Trick #6: Imbue Work with Meaning § Turns tedious activities into inspirational missions § Give feelings of value and purpose § Virtually transform dread into motivation § All workers perform as volunteers, who are there because they want to be without coercion or contract 7. Trick #7: Create a Sense of Community § Trust keeps communities together § Feeling as a member of a community with a greater purpose can be very motivational § Good to feel as a valued member of a team that will achieve a common goal 8. Trick #8: Becoming a Tomorrow Leader § The more attuned to the times, the better we can lead the transformation of our organizations § Tomorrow’s leaders must learn how to create an environment that embraces change § Traits of a Tomorrow Leader: (Summary of Section I) 1. Successful leaders have self-awareness and self-esteem - Not threatened by the need for change - Understand new things are required 2. Leaders ensure that boundaries are porous and permeable - Get information about the ever-changing future and peek into what will be necessary tomorrow 3. Competitive advantage will be the leadership of women - Value the importance of the woman leader - It is hypothesized that soon women will be in 50% of the leadership positions 4. Leaders have a strongly defined sense of purpose and vision - Clarity is key - Communication must be candid 5.  Leaders generate trust - Attained once deemed worthy of trust by the people 6.  Leaders have a bias toward action - Movement is required of a leader - Reflection is not enough 7.  Leaders create not just a vision, but also one with meaning - It has to have meaning to the led as well as the leader 8. Leaders must become very comfortable with advanced technology - They have to exhibit an educated individual who is able to tackle the future and capable of leading into the future 9. Leaders must act big if they are small, and small if they are big - They have to be optimistic and take on the entire world if they are small - They have to be as humble as their led, if they are big 10. Ultimately, leaders make federations of corporations - Have characteristics of big and small companies - Be in touch with the led, yet accomplish goals of a large entity Section II ~ Tricks & Team Treats: Ø CEOs Differ in experience and personal style, they constitute a prism through which the fortunes of the modern world are refracted Ø The leading figures have to deal not only with their own company’s demands but also with a new social reality. o Factors: § Accelerating rate and complexity of change § Emergence of new technologies § Dramatic demographic shifts and § Globalization 9.Trick #9: Increase Revenue and Share the Wealth § After a financial loss an increase of revenues should take place-only way leaders can are going to maintain trust in the long run § Sharing the wealth can be a very positive thing, gives the rest of employees the understanding of working together and enjoying the profits.  Avoid forming an “us vs. them” mentality. 10. Trick #10:Grow Great Groups § The Lone Ranger is dead: in a world of increasing globalization and rapid change, a great leader is not enough.  Great Groups and great leaders working together-“None of us is as smart as all of us.” § A collaborative form of leadership results from the emergence of intellectual capital as the most important element in organizational success. 11. Trick #11: Make Group Membership a Privilege § Top take-home lessons o 1. Greatness starts with superb people o 2. Every Great Group has a strong leader o 3. Great Groups and Leaders create each other o 4. The leaders of the Great Groups love talent and know where to find it o 5. Great Groups are full of talented people who can work together o 6. Great Groups think they are on a mission from God o 7. Every Great Group is a island with a bridge to the mainland o 8. Great Groups see themselves are winning underdogs o 9. Great Groups always have an enemy o 10. People in Great Groups have blinders on o 11. Great Groups are optimistic, not realistic o 12. In Great Groups the right person has the right job o 13. The leaders give people what they need and free them from the rest o 14. Great Groups ship o 15. Great work is its own reward 12. Trick #12: Attract, Retain, And Leverage Talent § Leaders must have the abilities to not only attract but also retain talent.  Without the ability to retain those talents, those talents will walk away to the many opportunities they are being offered. § Self-nomination:  once a company is hot then the talents will be attracted to it and may want to join the group.  At the same time you need to appreciate the people who are currently working for you. 13. Trick #13: Lead Teams to Greatness § Four Factors in bringing groups to prominence: 1- Participative management 2- Rapidity and complexity of change driven by globalization 3- Seismic shifts in the geopolitical landscape 4- On personal dimension, people are feeling alone, disaffiliated, disenfranchised, anxious and often dyspeptic. 14. Trick #14: Create Your Own Great Group § The leader makes the group and the group makes the leader. § Creating a Great Group requires not only vision but a vision with very deep meaning.  Requires the ability to seize opportunities to fulfill that vision. § A leader is needed to protect this group from disruptive outside forces yet know what goes on at the same time. § Finding the link to the market: the leader is the one who represents the group in the outside world, the salesman, translator, and facilitator 15. Trick #15: Learn the Secrets of Creative Collaboration § Collaboration is key to the leadership qualities § Many of the leaders are tinkerers Section III ~ Exemplary Leadership: Ø Exemplary leadership results from creative, intelligent, and competitive organizations. Ø “Exemplary leadership is the pathfinding capacity to create the social architecture or organizational design capable of inspiring people to follow, generating intellectual capital, and achieving competitive advantage.” 17. Trick#17 Release the Brainpower of Your People                    § Intellectual capital- ideas, imagination, and insight § Creating the social architecture to generate intellectual capital: -Companies that invest more in educating their employees see a significant increase in productivity and have a competitive advantage. § Mortal Stakes -“Leaders are made great by their followers, and followers are made great by their leaders.” -Leaders must be creative and reinvent themselves 18. Trick #18 Work for the Long-Term Interests of All Stakeholders § Stakeholders include shareholders, employees, customers, and the community § Have a long-term orientation § The Temporary Society -Society is full of temporary systems -Become more fully human through human relations and organizational life -Commitment is important 19. Trick #19 Adapt to a New Style of Leadership § Challenges Facing Leaders a. Integration: Developing rewarding systems: -economic rewards, professional recognition, self-realization b. Social Influence: Developing executive constellations: Multiply executive power by allocating effort realistically c. Collaboration: Building a collaborative climate: -“group synergy” (difficult, but essential) vs. “zero synergy” (easy way out) -ingredients to effective, collaborative climate: a. flexible and adaptive structure b. utilization of member talents c. clear and agreed-upon goals d. norms of openness e. trust f. cooperation g. interdependence h. high intrinsic rewards i. transactional controls d. Adaptation: Identification with the adaptive process -Symptoms of adaptive responses, at the extremes: a. a guarded, frozen, rigid response b. denying the presence of changes c. susceptibility to change resulting in a spastic, unreliable faddism e. Identity: Building supraorganizational goals &commitments  -Organizations suffer from an identity crises f. Revitalization: Controlling destiny -Organization has to take conscious responsibility for its own evolution § New Concept of Leadership 1. Understand the social territory 2. Use an action-reflection model of leadership a. the collection of data b. feedback to appropriate sources c. action planning 3. Embrace the concept of system-intervention § Other Directed Leadership o Inner-directed leader- aggressive, forceful, decisive o Other-directed leader- cooperative, adaptable - Climate where growth and development are culturally induced - Develop collaborative relationships - 4 Competencies: 1. knowledge of large, complex human systems 2. practical theories of guiding these systems 3. interpersonal competence 4. set of values; know when to attack and when to support 20. Trick #20 Form New Global Alliances § Six Pivotal Forces 1. global interdependence 2. technology 3. mergers and acquisitions 4. deregulation and re-regulation 5. demographics and values 6. environment § Leader as Transformer - Leadership Crises - CEOs faced to deal with a new social reality: unfamiliar sources of competition as a result of global markets, capital, labor, and information technology - Future organizations: networks, clusters, cross-functional teams, temporary systems, ad hoc task forces, lattices, modules, matrices 21. Trick #21 Reinvent Your Organization § Five elements: 1. A bold vision 2. A systemic approach 3. A clear intent and mandate 4. A specific methodology 5. Effective and visible leadership § Five goals: 1. Increase productivity 2. Optimize value to shareholders 3. Achieve quantum results 4. Consolidate functions 5. Eliminate unnecessary levels and work 22. Trick #22 Solve Problems Before They Have Names § From Monolith to Lego Set - Parts can be regularly reconfigured as circumstances change 23. Trick #23 Be a Leader of Leaders § Must have faith in the power of people to solve their problems locally § Responsible for “why” and “what”; rest of the leaders responsible for “how” § Create conditions that enhance the ability of all employees to make decisions and create change § Creating Leaders - Involve employees in decision-making - Involve employees in restructuring 24. Trick #24 Share the Power § Leadership Redefined -Stop treating CEOs like celebrities; more co-CEOs § Are You Ready to Share Power? 1. Can you overcome the “Superman complex” or are you too   self-centered 2. Do your core values and philosophies mesh? 3. Can you share the limelight, even in small ways, with your co-leader? 4. Are you prepared to split command with your new alter ego? 5. Does your prospective co-leader have skills that truly complement yours? 6. Do you consider your second-in-command successor material? 7. What loyalty demands will you make on your new chief lieutenant? 8. Is the rest of the enterprise prepared to accept a strong co-leader? 9. Are you prepared to hear dissenting opinions? 10. The ultimate test is trading places *If “yes” to these questions, ready to share power. 25. Trick #25 Make the Case for Co-Leaders § Co-Leadership Defined- tough-minded strategy that will unleash the hidden talent in every enterprise § Paths to Co-Leadership 1. Fast-trackers 2. Back-trackers 3. On-trackers § Sharing the Limelight - Great co-leaders have courage, loyalty, healthy egos, and honesty § Two Heads are Better than One Sometimes 26. Trick #26 Create Leaders at Every Level § Leadership is a matter of Character. § 4 Competencies People Want/Main Qualities of Leadership: 1. direction 2. trust 3. hope 4. results § 2 Ways of learning about leadership: 1. personally 2. organizationally Postscript: Ease Tension by Being Authentic New Philosophy v Shift in spiritual values comes from the need, not only to humanize the organization but to use it as a crucible of personal growth and self-realization v Collaborative relationships to improve performance v Power can no longer be concentrated at the top v Modern organizations are susceptible to identity crises v Rapid technological change and diversification will lead to more partnerships between government and business v Interdependence rather than competition v Turbulence and uncertainty rather than readiness and certainty v Large-scale rather than small-scale enterprise v Complex and multinational rather than simple national enterprises v Structure of organizations will be temporary v Leader will be the coordinator between task forces v Adaptive leaders increase motivation and effectiveness A Time of Transition From Earlier Paradigm: To Current and Future Paradigm: Focusing on numbers and tasks Focusing on quality, service, and the customer Confronting and Combating Collaborating and Unifying Encouraging “old boy” networks Respecting, honoring, and leveraging diversity Changing by necessity and crisis Continuously learning and innovating Being internally competitive Being globally competitive Having a narrow focus: “Me and my organization: Having a broader focus: “My community, my society, my world.” v Exemplary leaders provide what their constituents need. In Service of Constituent Needs Leaders Provide To Help Create Direction/Meaning Purpose Goals and Objectives Trust Integrity/Authority Reliability and Consistency Hope Optimism Energy and Commitment Results Bias Toward Action Confidence and Creativity