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Why Leaders Can’t Lead

How Societal Trends Are Impac;ng Leaders and Organiza;ons

Doug Wilson, B.S., M.Ed., MPA, CPM 9 By 9 Solu;ons

9by9solu;ons.com dwilson@9by9solu;ons.com

Doug Wilson 9by9solu;ons.com

dwilson@9by9solu;ons.com

3 Drivers of This Presenta;on

•  Warren Bennis –  The Unconscious Conspiracy: Why Leaders Cannot Lead

•  “ In America, it is harder than ever to to lead” •  “Leaders beware; There is an ‘unconscious conspiracy’ aiming to sabotage your plans and undermine your vision:

– Entrenched bureaucracy – Ominous social trends – Mind-‐numbing rou;ne”

Copyright 9 By 9 Solu;ons, LLC 2019 All Rights Reserved 2

3 Drivers of This Presenta;on

•  Driver 2: MegaTrends by John NaisbiZ •  1982 •  BoZoms up trends that were changing society

•  Driver 3: Ken Henning, the University of Georgia’s Ins;tute of Government – Recognized impact of societal forces on the leader


7 Trends These trends are selected from a much larger list – technology not included

That will require you to lead a: 1.  Changing philosophy 2.  Older workforce 3.  Less talented staff 4.  More ambi;ous workforce 5.  Different kind of workplace 6.  More complex organiza;on 7.  Staff who deify leadership


Trend 1: Changing Philosophy of Americans

In honor of Ken Henning

Ken’s Insight from the 70-‐80’s


6

Puritan Work Ethic

Work Hard

Efforts Will Be Recognized

Cream Will Rise To Top

Psychology of En4tlement

Ci;zen of US

Have Rights

Want My Rights Protected

Government Is Responsible I am Responsible

American Values

•  75% of Americans believe people are mo;vated by self-‐interest

•  20% believe Americans are mo;vated by altruism

•  70% believe values are geing worse •  50% expect values to weaken over the next decade.


hZps://www.theatlan;c.com/na;onal/archive/2012/06/21-‐charts-‐that-‐explain-‐american-‐values-‐today/258990/

The ME ME ME Genera;on

• 50.3 % agreed with the statement “I trust my gut to tell me what’s true and what’s not.” • Guiding morality of 60% of is that they’ll be able to feel what is right

• 1/3 are religious unaffiliated (highest % ever) • World view – world of abundance Copyright 9 By 9 Solu;ons, LLC 2019 All Rights Reserved 8

Time Magazine May 26, 2013


hZps://theconversa;on.com/should-‐we-‐worry-‐that-‐half-‐of-‐americans-‐trust-‐their-‐gut-‐to-‐tell-‐them-‐whats-‐true-‐84259

En;tlement Implica;ons At Work


1. Rules that apply to others shouldn’t apply to you. 2. Feel put upon when others ask for small favors but expect others to fulfill your favors.

3. Expect other people to be more interested in you and your agenda than you are in them.

4. Inconvenience others without thinking •  Example: Cancel appointments repeatedly

5. Think it’s ok to upset others if say what you think 6. When working in groups, feel you should be the leader or get the most credit.

https://www.aconsciousrethink.com/4561/5-ways-sense-entitlement-reveals/

En;tlement Implica;ons At Work


En;tlement can be spoZed by these emo;ons: •  Anger •  Impa*ence •  Cynicism •  Resentment •  Cri*cism •  Ingra*tude •  Disappointment

hZps://growingleaders.com/blog/seven-‐emo;ons-‐follow-‐sense-‐en;tlement/

But That’s Not True! •  Corporate executives were asked what single word best

describes the recent college graduates entering their workplace.

•  Entitled.

•  Recent graduates were asked to guess what descriptive word these executives had chosen that begins with the letter “e”

•  Guesses? –  Exciting, enterprising, entrepreneurial and energetic.

•  Implication–  Entitlement—high.–  Self-awareness—low.


•  Poli;cal process is more polarized than it has been since the early 20th century

Fragmen;ng of America


Trends in America Council for State Government

Trend 2: Graying of America

The Graying of America

•  There will be about six million Americans age 85 or older in 2010 –  Twice as many as in 1990

•  Popula;on over 85 will quadruple by 2050 –  Baby boomers will begin to reach 85

14 Copyright 9 By 9 Solu;ons, LLC 2019 All Rights Reserved

US Popula4on

1950 2010 2030

65 or above 1 in 10 1 in 8 1 in 5

Trends in America Council for State Government

2x

•  About 8,000 Americans will turn 65 every day over the next five years

Futurity.org

America 2050

2005 2050

Popula;on 296,000,000 438,000,000

Age Groups 17 and less

25% 23%

65 and Older 12% 19%


Pew Research Center 2008

42% 37%

State Governments’ Silver Tsunami

Tennessee 40.0 58.0

Maine 37.2 59.4

Nebraska 37.0 53.0

Delaware 35.0 50.0

Washington 34.2 63.7

Pennsylvania 33.0 54.0

Michigan 28.8 55.9

Rhode Island 28.3 41.3

Oklahoma 27.9 49.4

Alabama 27.0 50.0

Montana 27.0 47.0

Ohio 26.1 45.5

Mississippi 25.3 42.8

Georgia 24.7 47.3

Louisiana 24.1 46.3

Governing Magazine,

% w/i 5 Years % w/i 10 Years


Trend 3: Dumbing Down of America

More Diplomas Than Ever

•  83 % of adults (over 25) have completed high school –  30 YEARS AGO -‐ 54%

•  24 % obtained a bachelor’s degree or more –  30 YEARS AGO -‐ 10%


18-‐24 year olds enrolled in college

1980 26.1% 2008 39.6%

NY Times Magazine November 10, 2013

More MBAs Than Ever The number of MBAs have risen astronomically over the last 4 decades


Educa;on Is Not Cuing It

“I ask people who know American business to name 3 or 4

CEOs who really made a difference; not just short term,

but really superb long term performance.

Almost never does anyone men4on an MBA” Henry Mintzberg


Prepared?

•  Of the 1.66 million high school students in the class of 2013 who took the SAT, – Only 43% were academically prepared for college-‐level work.

– 60% of Georgia high school graduates are incapable of earning a “B” in college math


College Board USA Today Sept.26, 2013

WSB Radio August 20, 2013

Is College Worth It? •  21 million students in higher educa;on

– @ 50% who start four year colleges don’t finish –  Those who finish

•  50% were either unemployed or radically underemployed

– and in significant debt.

•  Many students going to second-‐;er schools – Majoring in less-‐marketable fields

•  In the last decade, tradi;onal colleges have turned the latest hot career fields into their newest major as a way to aZract students:

–  i.e., Sustainability, Gaming, & Sports Management •  Since 2000, the overall number of majors on college campuses has grown by 21 %

22

William BenneZ Former Secretary of Educa;on

Copyright 9 By 9 Solu;ons, LLC 2019 All Rights Reserved

College Worth It? •  Texas

–  Graduates from technical associate's degree programs earned average salaries $11,000 higher than graduates with bachelor's degrees

•  Colorado –  Graduates with associate degrees out-‐earned their counterparts with

bachelor's degrees by more than $7,000

•  Virginia –  Graduates of Jefferson College of Health Science and Nursing in Virginia make

more awer two years than those gradua;ng from the University of Virginia

•  South Dakota School of Mines & Technology graduates earn more than recent Harvard graduates


hZp://www.usatoday.com/story/news/na;on/2013/09/03/how-‐higher-‐educa;on-‐pays/2755345/

hZps://www.foxnews.com/opinion/is-‐college-‐worth-‐it

Overqualified? •  Almost 50% of Americans with college degrees are overqualified for

their jobs •  HR departments have been telling us for years that the need for four-‐

year degree applicants is decreasing, –  Need for technical college diplomas & associate degrees are steadily increasing.

•  14 million jobs that will require more than a high school diploma but

less than a bachelor’s degree – –  nurses, air traffic controllers and IT professionals.

•  America is currently facing a deficit of 3 million skilled labor –  welders, electricians and plumbers –  good money and can never be shipped overseas.


hZp://www.usatoday.com/story/opinion/2013/01/31/too-‐many-‐college-‐grads-‐no-‐jobs-‐are-‐too-‐few-‐your-‐say/1881803/

Center for College Affordability and Produc5vity

hZps://www.foxnews.com/opinion/is-‐college-‐worth-‐it

College -‐ What Did They Learn? •  No improvement in wri4ng, complex reasoning or cri4cal

thinking: –  45 % of students made no gains during their first two years of college. –  36 % failed to show any improvement awer four years

•  Lack of rigor –  35 % of students reported studying five hours per week or less

•  1 hour per day

•  Students are asked for very li]le, graded easily, entertained and then course evalua4ons will be high

25

Richard Arum Academically Adriw: Limited Learning on College Campuses

2011


Missing Business Skills

•  By narrowly tailoring degrees, –  Colleges shortchange skills employers seek:

•  Communica;on (wri;ng and oral), crea;vity, adaptability, and cri;cal thinking.

•  50% of hiring managers said this year’s college graduates lack basic skills in grammar and spelling.

•  Many of the “hot” majors demand very liZle in terms of intense wri;ng and reading.


SHRM

Chronicle of Higher Educa;on August 2013

College Without Writing 50 % said they didn't have a single course that required

20 pages of writing in their previous semester.


Research and Analysis

•  76% of educators say search engines cause students to expect quick and easy answers

•  94% of educators say students equate research with Google

•  75% of teachers cite Wikipedia in their research

28

hZp://social;mes.com/is-‐the-‐internet-‐ making-‐our-‐children-‐stupid-‐infographic_b122929



US Math

US Reading

America's Educa4on Problem HBR

The US overall grade was a C (76.3 percent) Educa;on Week’s Quality Counts 2011

5 Minutes or 140 Characters •  In the last decade, the average aZen;on span has dropped

from 12 minutes to 5 minutes.

•  Attention span and in-depth analysis is being diminished –  The type of reading is shallow; –  No deep thinking involved.

•  64% of teachers in the survey said “digital technologies distract students than to help them academically.”

•  Since 2000 the average aZen;on span dropped from 12 seconds to 8 seconds.

•  “Heavy mul;-‐screeners find it difficult to filter out irrelevant s4muli — they’re more easily distracted.”

•  Mul;tasking has dras;cally increased in the mobile age

30

hZp://social;mes.com/is-‐the-‐internet-‐making-‐ our-‐children-‐stupid-‐infographic_b122929


Pew Internet Study

Microsoft

But We Can Do More Things Worse At The Same Time!

Do Companies No;ce? •  More then 120 million adults read at or below a fidh grade

level.

•  Daimler-‐Chrysler says only 1 out of 4 job applicants can pass tests requiring 10th grade reading skills.

(“Overturn the High Cost of Employee Turnover”, Kathryn E. Jackson, PhD, 2006)

•  Only 10 % of students who finish grammar school in one urban city can read and write, –  40 % cannot even read their gradua;on cer;ficate of aZendance

Na;onal Center for Public Policy and Educa;on, 2005


Do Companies No;ce?

•  65% of business leaders say people applying for jobs right out of college are only "somewhat" prepared for success –  40% of execu;ves say new grads are "not prepared at all."

•  Missing Skills? –  Problem-‐solving (49% ranked as No. 1), –  Collabora;on (43%), –  Cri4cal thinking (36%). –  Ability to communicate clearly and persuasively in wri;ng (31%). –  Technology and social media skills (last on the list -‐ 5%)

•  New grads are seen as deficient in every area, except tech skills

Global Strategy Group Study published in Fortune


Big Concern For Business •  Execu;ves also say that only 5% of their employees have the

combina;on of skills and capabili;es required to deliver desired results

•  The shortage of key skills ranks second (behind higher taxes) among the threats to growth in 2013.


CEB

PricewaterhouseCoopers’ 2013 Global CEO Survey

hZps://www.manpowergroup.com/workforce-‐insights/world-‐of-‐work/skills-‐revolu;on-‐series ?utm_content=84933123&utm_medium=social&utm_source=linkedin&hss_channel=lcp-‐3958

84% of organiza;ons expect to be up-‐skilling their workforce by 2020.

CEOs’ top strategy for addressing human capital is growing talent internally The Conference Board’s CEO Challenge 2013

BeZer Start Developing Talent

Talent shortage at 12 year high Manpower Group

Second Way Business Is Responding Hoarding

•  57% of recruiters say they’ve hired for a specific skill set –  Even if there was no existing role for the

candidate 2018 Korn Ferry Survey


•  90% of millennials valued growth and career development opportuni;es

•  40% felt they had learned anything new on the job in the last 30 days

2016 Gallup Poll


How Millennials View Development

•  1 in 2 plan to be with their company one year from now •  50% say they'd consider taking a job with a different company

for a raise of 20% or less

•  Millennials make up 38% of the U.S. workforce; 75% in 2025

Trend 4 : Ambi;on Infla;on

The Dunning-‐Kruger Effect in Organiza;ons

38

American Freshman Survey


Above Average? Over the last 40 years, there's been a drama;c rise in students who view themselves as 'above average‘ Objec;ve test scores actually show that their wri;ng abili;es are far less than those of their 1960s counterparts.

.

hZp://www.dailymail.co.uk/news/ar;cle-‐2257715/ Study-‐shows-‐college-‐students-‐think-‐they’re-‐special-‐-‐read-‐write-‐barely-‐study.html#ixzz2c96XJxKQ

Drive

Leadership

Intellectual Self-‐Confidence

Less Quality But The Grades Are Good!

•  The median grade in Harvard College is an A-‐.

•  The most frequently awarded grade in Harvard College is an A.

•  “Ninety percent of Harvard graduates graduated with honors. –  The most unique honor you could graduate with was to graduate without honors

hZp://qz.com/153694/the-‐most-‐commonly-‐awarded-‐grade-‐at-‐harvard-‐is-‐an-‐a/#!


Larry Summers, former US Treasury secretary

Millennials

•  Narcissis;c disorder is 3X as high for people in their 20s as for 65+

•  58% more college students scored higher in narcissis;c scale in 2009 than in 1982



Implica;ons of Ambi;on Infla;on •  40% of millennials believe they should be promoted every 2

years regardless of performance

•  In 1992, 80% under 23 wanted more responsibility; – By 2002, only 60% did

•  Since the 1960s and 1970s, when those expecta;ons

started to grow, there's been an increase in anxiety and depression. –  'There's going to be a lot more people who don't reach their goals.’


American Freshman Survey


Families and Work Ins;tute study

When Boomers started having kids it was, 'What can I do to make my family happy?' “

“Now Millennials ask,

’How can my career make me happy?'

Cindy Perman, CNBC.com News Editor

August 24, 2013

Boomers Not Any BeZer? •  Boomers

–  The least engaged genera4on of today’s workforce and –  The most “ac4vely disengaged.”

•  Gallup’s report indicates that only 26% of boomers are engaged at work, –  Engaged: work with passion and feel a profound connec;on to their company

–  23 % are ac;vely disengaged. –  Employees who are ac;vely disengaged are not merely unhappy at work, they’re “busy ac;ng out their unhappiness

–  Boomer Disengagement Costs Firms Over $450 Billion The 2013 State of the American Workplace, Gallup


Work Together? You’re Kidding Me!

•  The more boomers get angry, the more Millennials disengage.


Pew Charitable Trust

Trend 5: Changing American Workplace

Flexible Work Force

4 Reasons for Flexible Jobs

1.  Work is no longer a place. –  Our work is the craw we do, not the place we do it at.

2. The biggest fric;on point for businesses is finding, veing, and hiring workers

–  Online talent removes that cost.

3. The web lets you find the best person to do anything anywhere. 4. Millennials will be 75% of the workforce in 11.5 years.

–  Comfortable with working via the Internet.


hZp://www.linkedin.com/today/post/ar;cle/20130808135707-‐7374576-‐ half-‐of-‐us-‐may-‐soon-‐be-‐freelancers-‐6-‐compelling-‐reasons-‐why?trk=prof-‐post

Flexible Work Force •  Only 47% of Americans have full ;me jobs

•  25 million Americans work part ;me –  40% of employers plan to hire temporary workers this year –  More than 80% plan to increase their flexible workforce

•  10 million are independent contractors

•  20 million telecommute


hourly.com

US Department of Labor Reported on Fox News July 6, 2013

Increase in Free Agents •  A free agent, does not have any commitments that restrict

their ac;ons –  No health care benefits, unemployment insurance or collec;ve-‐bargaining rights.

– Work with mul;ple clients on a variety of projects based on their unique set of abili;es.


MBO Partners Kelly Services

1997 2011 2020

Free Lancers 25 MM 44MM 70MM

Skilled Workers

The Increasing Search For STEM Workers

STEM Jobs

•  Stems Jobs in the US – Science, technology, engineering and mathema;cs

are in high demand.

•  Of 26 million US STEM workers – 50% did not need a bachelor’s degree


Unfilled Jobs

•  Despite 11.8 million people looking for jobs, – There are 3.8 million jobs currently open – By some es;mates, the United States will face a shortage of at least 14 million skilled workers by 2020

•  hZp://www.linkedin.com/today/post/ar;cle/20130731045642-‐2607450-‐do-‐we-‐have-‐the-‐grit-‐to-‐close-‐the-‐skills-‐gap?trk=tod-‐home-‐art-‐list-‐large_0


Churn In The Workforce

Turnover •  2 million Americans quit their job every month

•  74 % of people would consider a new job

•  32 % are ac;vely looking

•  Reasons? 1)  Lack of recogni;on (43%) 2)  They don’t like their boss (31%) 3)  A lack of empowerment (31%) 4)  Internal poli;cs (35%) 54 Copyright 9 By 9 Solu;ons, LLC 2019 All Rights Reserved

U.S. Department of Labor Bureau of Labor Sta;s;cs

Harris Interac;ve

Mercer‘s What’s Working study

Accenture

How Long Do You Expect To Stay At Your Next Full Time Job?

Length %

More than 10 years 16

5-‐10 years 11

3-‐5 years 43

1-‐2 years 27

Less than 1 year 3

Achievers survey of 13,127 gradua;ng college students USA Today May 21, 2014

73%

2014 Gradua4ng College Students

Today’s average worker stays at a job for 4.4 years Bureau of Labor Sta;s;cs

Copyright 9 By 9 Solu;ons, LLC 2019

All Rights Reserved 55

The average person will have nine professions in their life;me

with around three jobs in each one.

That’s 27 jobs.

At the ;me they start out, over 50% of the jobs they’ll eventually hold

won’t exist yet.

27 Jobs isn't a Career... Or is It? J T O’Donnell

Dilemma for Georgia State Government

•  Over 50% of state employees earn less than $30,000 per year

•  73% earn less than $40,000 Georgia Budget and Policy Ins;tute

•  31% of employees in low opportunity, low status jobs – Not low skill jobs

• Require basic literacy, computer skills, interpersonal, customer service, reliability and strong work ethic

– These jobs are not viable long term careers (SMS & OPB, 2005)


Workforce Sa;sfac;on

64%

hZp://www.forbes.com/sites/niallmccarthy/2016/05/11/millennials-‐place-‐worklife-‐balance-‐before-‐career-‐progression-‐infographic/?linkId=24490084#1df644b11aa1

19%

3%

19%


Quality!

Loyalty?

Millennials

•  60% believe they are loyal if they stay in a job 7 months

•  80% want to give performance appraisals to their boss

•  67% want to be crea;ve in their jobs •  “Team mates” are the most important people at work

•  Expect feedback weekly and progression annually


Happiest Employees Are Least Produc;ve

•  In 42% of companies, – The lowest-‐performing employees were more engaged and mo4vated than their middle-‐ and high-‐performing colleagues.

•  In many organiza;ons, low performers are preZy much lew alone. – They are happy because no one no;ces or bothers them.

– Time to volunteer for projects


Leadership IQ

Fast Company

Key To Mo;va;on Sell Your Mission!

•  The happiest people tend to be those facing the toughest—but most worthwhile—challenges. – We’re talking stuff like teaching kids in inner city schools, working for solu;ons to homelessness, or improving health in developing countries.

– When workers feel like they can make a difference, it leaves them more fulfilled.


Rosabeth Moss Kanter Harvard Business Review,

Money Is S;ll Important

•  32% of millennials said they would end a relationship for a raise. – $36,000 raise would convince them to put off

having a relationship. – $64,000 would be enough to postpone getting

married – $67,000 would be enough to delay starting a

family


hZps://www.usatoday.com/story/money/careers/2018/02/26/32-‐millennials-‐would-‐break-‐up-‐their-‐significant-‐other-‐37-‐000-‐raise/374455002/

Future Leaders

Future Leaders

•  Lack of future leaders was a top concern by 25% of employers globally.

•  Only 36% of millennials said they felt ready for a leadership posi;on – 30% said they were not ready to deal with difficult people or situa;ons

•  Millennials value an open, transparent, Inclusive leadership style


Right Management

DeloiZe

En;tled Leaders

•  68% of millennial managers are perceived as en;tled –  Score significantly lower as team players –  60% are perceived as "concerned primarily about individual promo;on".

–  As millennials are moving into management •  En;tled workers, those who feel they are owed things from their organiza;on and that their excellence is a given, are less likely to lead teams effec;vely and advocate for subordinates.

•  En;tled leaders are more likely to feel frustrated on the job and to lash out at colleagues.


Ernst & Young LLP.

2010 study Paul Harvey

University of New Hampshire

Desired: More ‘Feminine’ Leadership Widespread dissa;sfac;on with "male" ways of doing business


The Athena Doctrine

by John Gerzema

Trend 6: Organiza;onal Complexity

“The Silent Killer”

Organizational Arteriosclerosis

How Many Hours A Day Does the Average Employee

Do What You Are Paying Them To Do?

Ac4vity Minutes

Checking social media 44 Reading news websites/surfing 65 Discussing out-‐of-‐work ac;vi;es with colleagues 40 Making hot drinks 17 Smoking breaks 23 Text/instant messaging 14 Ea;ng snacks 8 Making food in office 7 Making calls to partner/ friends 18 Searching for new jobs 26

Copyright 9 By 9 Solu;ons, LLC 2019 All Rights Reserved 71 hZps://www.vouchercloud.com

2.53 Hours

Organizational Complexity

•  Definition – Any activity

•  that consumes resources & • produces little or no value


Well Documented Issue 1.  Transforming the Bottom Line: Managing Performance with the Real

Numbers; Hope and Hope 2.  The Complexity Crisis; Why Too Many Products, Markets, and

Customers Are Crippling Your Company – and What to Do About It by Mariotti

3.  Conquering Complexity in your Business by George and Wilson 4.  Do More Great Work: Stop the Busywork. Start the Work that

Matters by Stanier 5.  Fake “Work”: Why People Are Working Harder Than Ever but

Accomplishing Less, and How to Fix the Problem by Peterson & Nielson

6.  The Perfect Swarm: The Science of Complexity in Everyday Life by Fisher


Complexity Productivity discussions have focused on complexity for decades

• 1980s: Obsession in the U.S. with Japanese management practices

•  Enormous attention to the subject of “waste”

• Toyota and Honda - Waste in the system reduces productivity and increases costs

• US Productivity (GDP per capita) has been trending down for decades. It's been increasing, but at a decreasing rate.

•  Even with the 2017-2018 GDP improvement, we are in a decades-long decline of GDP per person or "productivity


hZps://www.linkedin.com/pulse/america-‐stopped-‐building-‐jim-‐cliwon/

Cant Manage Complexity If Don’t Understand Value

Success starts by optimizing the value chain •  The value chain includes all steps taken to produce

value •  Typical value chain


Pareto’s Law

80%-20% rule

20% of your employees

Produce 80% of results

=

20% of your employees

Cause 80% of problems

=

The Complexity Law There is low value in everything an organization does

Top 50%

BoZom 50%

80-‐85% of value

15-‐20% of value


Goal of Complexity Reduction

By shiding 20-‐25% of the 50% of 4me

spent on low value to high value,

organiza4ons can realize a step change in

produc4vity.


Cost Reduction Is Not Complexity Reduction

In hard ;mes leaders become concerned about cost •  Remove costs by elimina;ng posi;ons

–  # of state employees as compared to the popula4on has decreased

•  82.9 per 10,000 Georgians as compared to 92.6 in 2005

–  Do not eliminate work Georgia Budget and Policy Ins;tute

•  Time to think about complexity reduc;on is in good ;mes –  Organiza;ons could be 20-‐40% more produc4ve if leaders proac;vely

reduced complexity


Where Does Complexity Hide? •  Metrics •  Ini;a;ves/projects •  Inefficient processes •  Staff Posi4ons!!! •  Mee;ngs •  Mis-‐applied consequences •  Unnecessary reports •  Training •  Customers •  Services


Eventually Complexity Paralyzes Un-managed complexity jeopardizes an organization’s effectiveness over time

GROWTH AND TIME ADD COMPLEXITY (Exceptions & Initiatives become the norm)

COMPLEXITY ADDS LOW VALUE WORK IN INCREASING AMOUNTS

LOW VALUE WORK INCREASLINGLY CONSUMES RESOURCES

COMPLEXITY ADDS COSTS FASTER THAN VALUE IS CREATED

ORGANIZATION’S EFFECTIVENESS DETERIORATES

Drowning Point


Every staff person, Every ini;a;ve, Every extra metric Every extra report Every special favor ADDS COMPLEXITY

4 Caveats 1.  Leaders must define and build agreement on what is high

value


Danger!

If the goal of complexity reduction is to minimize or remove cost

& refocus time to high value

The worst possible leadership action is to re-engineer and do better what we should not do at all


4 Caveats 1.  Leaders must define and build agreement on what is high

value 2.  Complexity reduc;on decisions must be based on data 3.  Must be willing to assess “true cost” to provide a service 4.  Must remove or minimize low value (;me & cost) and re-‐direct those resources to high value


In business, the financial repor4ng

systems actually hide complexity

Addressing complexity is one of the

“un-‐delegatable” tasks of leadership

Trend 7: The Deifica;on of Leadership

Defy the concept/posi;on Not the person

Deified Concept of Leadership, Not the Person

•  Since 1900, writers have defined leadership in over 200 different ways – Owen nothing more than conjecture or opinion to back them up

•  Most of what is wriZen about is management not leadership

•  Everybody’s searching for great leadership to make their lives great again


Joseph Rost Leadership for the 21st Century, 1991

The Search For Great Leadership Almost Always Leads To Dissa;sfac;on

Employees Are En4tled To Have Great

Leader

Great Leadership Will Make My Job Meaningful &

Fulfilling

Leaders Are Perfect, Managers Are Bad

Current Leadership Is Unworthy

Everyone Is a Leader; you are not fulfilled if you are

not a leader

Great Leaders Are Scarce

Train Everyone To Be A Leader

“I could do it be]er”

85% of American workers think they can do a beZer job than their boss Monster.com

Leaders perform in front of a mob of usually naïve

cri;cs.

“Great leadership always does what I think needs to be done”


Deify Leadership But Nobody Lives Up


•  18% currently in management roles demonstrate a high level of talent for managing others,

•  20% show a basic talent for leadership. •  82% of managerial hiring decisions are bad hires

h]ps://hbr.org/2014/03/why-‐good-‐managers-‐are-‐so-‐rare

67% said their senior leaders lied to them; 53% said their direct supervisors lied.

24% of employees do not trust their employers

(The American Psychological Association’s 2014 Work and Well Being Survey).

18 % expect business leaders to tell the truth Only 13 % expect truth from government officials.

2013 Edelman Trust Barometer

Integrity Implica;ons

•  In past, integrity was based on telling truth •  Today it is based on telling others what they want to hear


Increasing Expecta;ons of Organiza;ons

•  People expect organiza;ons to fulfill what other ins;tu;ons have not delivered


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Parents Failed? •  Values/Traits •  Role Model •  Provide great leadership

Religion Failed? •  Values/Traits •  Provide Meaning •  Build character

Educa;on Failed?

•  Capability Development •  Career poten;al

Values

•  Millennials will make up 75% of the workforce in six year

– 64% said that they wouldn’t take a job at a company that wasn’t socially responsible

– 75% said that they’d take a smaller salary to work at a company more in alignment with their values.


hZp://www.conecomm.com/research-‐blog/2016-‐millennial-‐employee-‐engagement-‐study

hZps://www.fastcompany.com/90306556/most-‐millennials-‐would-‐take-‐a-‐pay-‐cut-‐to-‐work-‐at-‐a-‐sustainable-‐company ?partner=rss&utm_source=linkedin.com&utm_medium=social&utm_campaign=rss+fastcompany&utm_content=rss

What Bennis Predicted!

“This book shows how emerging social trends – such as the sense of aliena;on from the powers that shape our lives and the increasing tension between individual rights and and the common good – are making it difficult for true leaders to emerge.”

Stanford University


So What’s A Leader To Do?

Resigna;on forms on the back table!

DelioZe’s Global Human Capitol Trends Report 2015


Second Realize Old Solu;ons Will Not Work!

•  Not going to quickly go back to the “good old days”

•  “Providing Leadership in a Permanent Crisis” – When the economy recovers, things won’t return to normal

• A different type of leadership will be required

Heifetz, Grashow & Linsky Harvard Business Review July-August, 2009


Most Are Oblivious


Only 15 % of U.S. and European businesses formally follow society trends as a corporate discipline. ScoZ Nelson, Managing Vice President, Gartner

Right Management ^ The Conference Board

What’s This New Way? 8 Sugges;ons To Shape Organiza;ons For The Future

1.  Communicate Convic4on and Meaning – Point direc;on – Endless ar;cula;on of what you honor, value & believe in

•  Visible values – Need leaders that lead, not take polls



1.  Communicate Convic;on and Meaning

2.  Build High Performing Capabili4es – Constant focus on improving traits & skills



1.  Communicate Convic;on and Meaning 2.  Capabili;es

3.  Build Cri4cal Thinking – Build systema;c thinking processes – Starts with leadership – Cri;cal to be able to teach others

•  “Make your thinking visible”

99


1.  Communicate Convic;on and Meaning 2.  Capabili;es 3.  Cri;cal Thinking

4.   Conflict – On the increase

•  People & Customers •  People & co-‐workers •  People & leaders

–  People & fairness –  People & values –  People & opportunity –  People & rewards



1.  Communicate Convic;on and Meaning 2.  Capabili;es 3.  Cri;cal Thinking 4.  Conflict

5.   Complexity Reduc4on – Simplify! – Relentless focus on high value around value chain – Relentless management of waste – Ask “why we are doing this?” – Control staff ini;a;ves



1.  Communicate Convic;on and Meaning 2.  Capabili;es 3.  Cri;cal Thinking 4.  Conflict 5.  Complexity Reduc;on

6.  Create a cadre of commiZed leaders – Philosophical commiZed & aligned

•  Strategic vision – Don’t need a lot of leaders – 2-‐3 influen;al change agents – A host of commi]ed implementers



1.  Communicate Convic;on and Meaning 2.  Capabili;es 3.  Cri;cal Thinking 4.  Conflict 5.  Complexity Reduc;on 6.  Cadre of commiZed leaders

7.   Celebrate & build on what people do well –  Improve by focusing on what can be, not what went wrong

– Don’t accept mediocrity where op;mal is needed



1.  Communicate Convic;on and Meaning 2.  Capabili;es 3.  Cri;cal Thinking 4.  Conflict 5.  Complexity Reduc;on 6.  Cadre of commiZed leaders 7.  Celebrate success

8.   Collabora4ve Decision Making – Lead with op;mal, not solu;ons –  Intersec;on between leadership & followership, between value & commitment

– Create & u;lize networks – Where true engagement occurs Copyright 9 By 9 Solu;ons, LLC 2019

All Rights Reserved 104

Is This The Right Roadmap? 8 Sugges;ons To Shape Organiza;ons For The Future

1.  Communicate Convic;on and Meaning 2.  Capabili;es 3.  Cri;cal Thinking 4.  Conflict 5.  Complexity Reduc;on 6.  Cadre of commiZed leaders 7.  Celebrate success 8.   Collabora4ve Decision Making


For you to

decide!

If you don’t feel like you have been drinking

from a garden hose & you can tolerate more:

Series on “ Why Leaders Can’t Lead”

is posted at 9by9solu;ons.com

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