RSM FT MBA LEADERSHIP ELECTIVE 2004 by Kurt A' April

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RSM FT MBA LEADERSHIP ELECTIVE 2004by Kurt A.
April

• COACHING, MENTORING POSSIBILITY

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April, Macdonald Vriesendorp Rethinking
Leadership (2000)

• Responsible Leadership is the basic call for all
  of humankind to become more than we currently
  are. But you can only be more if you, through
  purposeful action, help others and allow them, to
  be more than you. You cant be more, if you
  dont know how to be less.

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thinking its about others
behaviours
going to the edge
energy intent
ITS ABOUT POSSIBILITY
seek out personal mentors be personal mentors
PERSONAL LEADERSHIP
starts with each one of us
action
determination
seek out diversity people, experiences,
information
mental models/paradigms
care and hope
self belief
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making explicit the pain
sharing of stories
shaping the future
helping others make sense
finding solutions
PERSONAL EMAILS COLIN HALL KURT APRIL
sharing fear
sharing hope
acknowledging the consequences
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COACHING MENTORING
Coaching
Mentoring

• External to organisation.
• Strengthening the link between personal
  effectiveness and developmental focus.
• Useful for all of life.

• Internal to organisation.
• Strengthening the link between business strategy
  and developmental focus.
• Useful for business life.

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Why are Coaches and Mentors and A Culture of
Coaching and Mentoring needed today?
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Why Coaches/Mentors and a Culture of
Coaching/Mentoring Are Needed Today
Coaching/Mentoring is a strategic necessity in a
high- performance environment

• Talent WarsLeadership Supply Succession
  (Develop) Retention
• HypercompetitionPerformance Expect. vs. Org.
  Individual Capability (e.g., sending high
  potential leaders on stretch assignments
  orchestrating an outsourcing alliance igniting a
  sense of learning curiosity on a team etc.)
• Ever-Increasing Customer DemandsNew Value
  Propositions
• High-Velocity Impact of a Digital Knowledge
  Economy

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A New-Generation Leader

• Thinks globally (scans continually)

• Anticipates opportunity (context)

• Creates shared vision

• Develops and empowers people

• Appreciates diversity (all forms)

• Builds teamwork and relationships

• Leads from within Know calling

• Is techn., emot., spirt. savvy

• Encourages constructive challenge

• Operates comfortably within chaos

• Is self aware embraces change

• Acts responsibly

• Distributes leadership

• Lives the values Is a role model

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What are some of the BENEFITS and DOWNSIDES of
mentoring coaching?

• What are some of the FACTORS that hinder, or
  prevent, a culture of mentoring coaching at
  your current, or previous, organisation?

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Five Myths That Prevent a Culture of
Coaching/Mentoring

• Coaching/Mentoring is someone elses job (human
  resources and consultants) and takes too much
  time.

2. Coaching/Mentoring is for individuals only
(has nothing to do with team success) and occurs
behind locked doors.
3. Coaching/Mentoring only occurs in the annual,
or semi-annual, review.
4. Coaching/Mentoring is not about performance
today (that, for e.g., happens in the process of
stretch assignments), but about management
development (for the future) not a real time
activity.
5. Coaching/Mentoring is about identifying and
filling gaps (not focused on expanding peoples
capacity to produce the results they truly
desire, by expressing their own talents and gifts
or to realize their dreams or aspirations
rather its about whats wrong with them).
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Four Key Roles of a Masterful Coach/Mentor
Thinking drives behaviour See yourself
differently, act differently

• Leaders Who Develop Other Leaders
• Personally selecting / developing leadership
  talent (not sending away).
• Performance Maximizer
• Driving extraordinary results from groups /
  individuals.
• Thinking Partner
• Working together on complex issues / problems
  (unknown solutions).
• Architect of Collaboration Networking
• Articulating desired futures building
  relationships that inspire commitment and
  collaboration toward those futures

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Understanding your coaching needs
CLPV SA-USA Who Will You Seek Out?
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LIVE CASE Three Dimensional Context for
Leadership

• Increases with
• Size of entity
• Degrees of freedom
• Levels of complexity
• Speed of industry change
• Geographic dispersion

• Tracks
• Self-knowledge and awareness
• Emotional agility
• Cognitive horsepower

Complexity
Personal Mastery

• Tracks
• Key business-facing competencies
• Strategic and operational mastery
• Ability to engage and develop people

Competency Integration
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Three Dimensions Critical Areas
Personal Mastery
Self-interrogation and recognition
Extending competency literacy beyond roofing
Ascending increasing complexity
Complexity
Competency Integration
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Ascending the Ladder of Business Complexity
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A Framework for Developing Leadership
Level 5 Strategic Executive Leader
Level 4 Executive Leader
Level 3 Business Unit Leader
Level 2 Functional Leader
Self-Management and Packaging
Values Integrity
Level 1 Team Leader
Emotional Maturity
Self-Awareness
Conceptual Competence
Complexity
People Leadership
Process Proficiency
Strategic Consciousness
People Development
Stakeholder Management
Personal Competencies
Business-Facing Competencies
Competency Integration
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Business Facing Streams Strategic Consciousness
Dimensions
Outputs

• Vision Capturing
• Able to craft clear and inspiring visions of the
  future
• Strategic Analysis and Problem Solving
• Applies superior strategic analytic capability to
  dissecting problems
• Opportunity Sensing
• Senses and discerns opportunities for increasing
  competitive advantage
• Functional Integration
• Able to consolidate information and insights
  across functional boundaries to facilitate
  holistic decisions
• Industry Knowledge and Insights
• Has broad industry knowledge which fuels insights
  and decisions
• Risk Propensity
• Able to assess and take balanced risk-making
  decisions

• Sound, motivating visions crafted
• Complex and confusing situations analysed and
  clear-minded decisions taken
• Opportunities taken lead to competitive advantage
  being achieved
• Decisions based on sound industry knowledge and
  insights
• Functions act in a coordinated fashion
• Balanced Risks taken

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Business Facing Streams People Leadership
Dimensions
Outputs

• Motivation and Inspiration
• Able to inspire and motivate followers towards
  achievement of relevant goals
• Role Modelling
• Followers able to model desired behaviours,
  attitudes, and skills from leaders example
• Change Management
• Demonstrates sensitivity for, and proficiency in,
  the need to manage change
• People Management
• Administers discipline judiciously to enhance the
  quality of followers thoughts and actions
• Conflict Resolution
• Able to channel and facilitate successful
  conflict resolution between self and followers
  and between followers
• Praise Giving vs. Blame Giving
• Promotes a culture of praise-sharing (windows)
  vs. blame giving (mirrors)

• Inspired and motivated followers
• Extraordinary performance
• Followers feel they have a beacon to follow
• Change processes are successfully initiated and
  navigated
• Conflict is controlled and managed effectively
• Followers demonstrate disciplined thought and
  action
• Culture of credit giving vs. blame-sharing
  prevails

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Business Facing Streams People Development
Dimensions
Outputs

• Coaching and Mentoring
• Proficient at coaching and mentoring followers to
  higher levels of performance
• Successor Development
• Skilled at identifying and developing up and
  coming leadership talent
• Feedback Management
• Sound listening and feedback-giving skills
• Constructive Discontent
• Promotes a culture of dialogue, constructive
  criticism and discernment

• Sought after and respected as coach and mentor
• Followers feel adequately guided through their
  development trajectory
• Culture of mentoring and shared experience
  prevails
• Sound leadership succession plan in place
• Followers feel able to challenge decisions
  constructively
• Growth and capacity created in organisation
• People feel stretched and motivated to progress

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Business Facing Streams Process Proficiency
Dimensions
Outputs

• Process Mapping
• Able to deconstruct business scenarios into a set
  of clearly discernable processes
• Business Modelling
• Able to discern the business model for a business
  in the context of its industry
• Business Literacy
• Clear grasp of the broader mechanics of
  commercial operations
• Business Numeracy
• Adept at applying quantitative techniques to
  solving business problems

• Business run along simple, clear and efficient
  process-lines
• Able to separate problems into process and
  content issues
• Business is run according to a logical and
  consistent model
• Problems assessed from both quantitative and
  qualitative perspectives

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Business Facing Streams Stakeholder Management
Dimensions
Outputs

• Stakeholder Sensitivity
• Able to map, trade-off and manage the disparate
  needs of various external stakeholders
• Customer Management
• Builds and maintains powerful relationships with
  client decision makers
• Rainmaking
• Able to drive business development to new levels
  in existing clients and open up new markets
• Negotiation
• Achieves win-win outcomes through skilled
  negotiation and bargaining

• Stakeholder needs effectively managed
• Customers feel heard and understood
• Sales targets on track
• New markets and opportunities regularly open up
• Pattern of win-win negotiations prevails

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Personal Streams Self Awareness
Dimensions
Outputs

• Purpose (Damon)
• Has a clear sense of own inner purpose and raison
  détre
• Capabilities Assessment
• Has a clear handle on personal talents and
  strengths as well as a clear reading and
  acknowledgement of own limitations and
  vulnerabilities
• Aspiration Appropriateness
• Links aspirations and goals closely to known
  personal potential
• Openness to Feedback
• Strong propensity to solicit and be open to
  feedback regarding own performance
• Tolerance for Ambiguity
• Is able to tolerate uncertain and ambiguous
  situations

• Encourages introspection from followers
• Time and energy applied to appropriate goals
• Ability to laser-like focus
• Sense of self-sustenance created
• Creates extraordinary performance
• Self confidence through self acceptance
• Greater personal accountability

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Personal Streams Conceptual Power
Dimensions
Outputs

• Cognitive Horsepower
• Demonstrates the cognitive horsepower needed to
  deal with the day to day complexity of their role
• Creativity
• Seeks new and innovative ways of viewing problems
  and resolving issues

• Business challenges receive the right level of
  cognitive input
• Creative problem solving occurs
• Business continually injected with fresh thinking
• Culture of creative problem solving occurs

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Personal Streams Emotional Maturity
Dimensions
Outputs

• Emotional Integrity
• In touch with, and grounded in, own emotions
• Intuition
• Relies on own intuition to make critical business
  decisions, backed by clear fact base
• Interpersonal Connectedness
• Comfortable with extending praise and
  encouragement to followers
• Self Confidence
• Able to accept criticism in an open, balanced way
• Stress Management
• Able to constructively deal with internalised
  personal pressure and manage the related stress
  effectively
• Personal Energy
• Exudes a calm personal energy
• Commitment
• Ability to commit to task at hand with
  perseverance and focused energy
• Value Differences
• Recognises and tolerates value differences

• Generates influence without authority
• Builds personal power and influence
• Calm under pressure
• Stress is managed
• Connections built

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Personal Streams Values Integrity
Dimensions
Outputs

• Integrity and Congruency
• Acts with consistency and absence of hidden
  agendas
• Ethics
• Acts with accepted business ethical boundaries
• Compassion and Empathy
• Takes feelings of others into account in dealings
  with them
• Magnanimity
• Willing to let others take credit for success
• Responsible Leadership
• Actions and motives are guided by doing the
  responsible thing in all situations
• Intent on empowering others
• Builds community
• Transparency
• Actions and motives are open to scrutiny

• Creates respect amongst followers
• Generates loyalty
• Goes extra mile for people
• A reference point for organisational values and
  behaviours
• Seen as acting consistently by followers
• Acts with humility and modesty
• Empower others for the greater good
• Enhances what is possible for others
• Co-creates hope

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Personal Streams Self Management and Packaging
Dimensions
Outputs

• Personal Accountability
• Takes accountability for own actions and related
  consequences
• Determination
• Acts with unwavering resolve to make things
  happen
• Charisma
• Able to inspire followers to enthusiasm and
  commitment
• Communication
• Able to communicate effectively, both orally and
  written, formal and informal
• Self Presentation
• Maintains an authentic image at all times
  (presents him/herself professionally when needed,
  and casually when needed)
• Self Discipline
• Maintains strong, visible self control

• Creates gravitas and strong personal presence
• Walks the talk
• Generates confidence
• Increased personal effectiveness

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Personal Charter around Coaching Initiative (CI)
What do I want to become ?
My Personal Charter for the Leadership
Development Program My Objectives My
Expectations My Commitment Consequences
(Gain-Give Up)
How will being a leader help me in becoming how I
want to be ?
What do I expect the CI to give me in order to
become this ?
What am I prepared to commit ?
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The Coaching Initiative in Motion
Phase 2 Set Up Program and Rollout
Phase 1 Assess Leadership Evolution
Needs
Phase 3 Evaluate Impact and Success
Phase 4 Modify and Cascade
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Continuous Learning
Phase 2 Set Up Program and Rollout
Phase 1 Assess Leadership Evolution
Needs
Continuous Learning
Phase 3 Evaluate Impact and Success
Phase 4 Modify and Cascade
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Coaching Initiative Process
Slice 1 Formal Input (Theory) Can be done in
groups
Commonality
Tailoring
Slice 2 Coaching Input (One-on-One)
Slice 3 Self Development (On your
own)
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Time Commitment
J
J
A
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O
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CONTRIBUTION

• WHAT ROLE HAS YOUR
• CLASSMATES PLAYED (IN
• THE TIME YOU KNOW THEM),
• AND WILL PLAY IN LIFE.
• WHAT POSITIVE
• CONTRIBUTION DOES THE
• PERSON MAKE (THEIR GIFTS).
• WHAT POSITIVE QUALITIES
• HAVE YOU SEEN IN THEM.

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ART OF POSSIBILITY

• ZANDER Live the
  Possibility Where does your shining eyes come
  from?

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Art of Possibility Video

• Relationship and conversations are critical.
• Be the possibility (dont just talk about it).
• What do you get up for in the morning?
• How do you enroll people in ALL of life?
• Transforming ones self into a new way of being.
• Emphasis on being, not so much on doing.
• Renewed sense of your own capacity.
• People can invent and re-invent themselves life
  is an invention anyway its a story we tell.
• New leaders job is to speak possibility the
  language and conversation should be one of
  possibility, and not about win-lose.
• Rule 6 dont take yourself so seriously being
  caught up in your own needs and your own survival
  all the time.

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Art of Possibility Video

• Great leaders are always sought after.
• Its the end of the hunting season in the human
  experience. Now, the sources of strength,
  wealth, and power can no longer be hunted for
  they depend on your intellect, your emotions,
  your creativity, your willingness to renew
  yourself (its all about you!).
• Quiet the (negative) voice in the head.
• Everyone gets an A (different paradigm) a
  possibility to live into, not a standard to live
  up to. The environment of an A is joy, relief,
  ease, community, non-competitiveness,
  risk-taking, spontaneity.
• Anybody can make a difference from any role in
  the organisation.
• When youre concerned with
• Whats going wrong these are
  conversations
• What isnt right of NO
  possibility
• What needs to be fixed (the
  downward
• How theyre wrong youre right .
  spiral)

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Art of Possibility Video

• The pathway out of the downward spiral is to
  think POSSIBILITY!
• In the place of possibility, our eyes shine
  (great leaders are open to the faint signals all
  around them).
• Lead by making others powerful see, and make,
  new pathways.
• A leaders can never doubt the capacity of the
  people s/he is leading, to achieve whatever
  she/he is dreaming about.
• Enroll every voice in the vision (when the spark
  of possibility has been caught by everyone).
• Leaders cannot do the followers work for them
  they have to do it.
• The focus should be on the extent to which people
  are transformed, and not on dominating people to
  follow the will of the leader.
• Your barriers dont have to be there.
• It about a fundamental transformation of our
  habits, and rethinking what we do each day.

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LEADERSHIP ELECTIVE IN SUMMARY
1. MACRO-MICRO ECONOMIC, POLITICAL, SOCIETAL
TECHNOLOGICAL CHANGES CHALLENGES
2. AWARENESS, MENTAL MODELS, META-SKILLS
DIALOGUE
3. POWER, AUTHORITY REWARDS, DIVERSITY.
4. NEW SCIENCES, CHAOS COMPLEXITY THEORIES,
AND SHADOW WORK
5. IDENTITY, SOCIAL NETWORKING EMOTIONAL
INTELLIGENCE
6. STEWARDSHIP, SERVANT- RESPONSIBLE
LEADERSHIP
7. COACHING, MENTORING POSSIBILITY
ALL THATS LEFT FINAL, INDIVIDUAL ASSIGNMENT!
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THE INVITATION - ORIAH MOUNTAIN
DREAMERIt doesnt interest me what you
do for a living. I want to know what youache
for, and if you dare to dream of meeting your
hearts longing.It doesnt interest me how old
you are. I want to know if you will risklooking
like a fool for love, for your dream, for the
adventure of beingalive.It doesnt interest me
what planets are squaring your moon. I want
toknow if you have touched the center of your
own sorrow, if you havebeen opened by lifes
betrayals or have become shriveled and
closedfrom fear of further pain. I want to know
if you can sit with pain, mine oryour own,
without moving to hide it or fade it or fix it.
I want to know ifyou can be with joy, mine or
your own, if you can dance with wildnessand let
the ecstasy fill you to the tips of your fingers
and toes withoutcautioning us to be careful, to
be realistic, to remember the limitations
ofbeing human.
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THE INVITATION (continued) - ORIAH MOUNTAIN
DREAMER

• It doesnt interest me if the story you are
  telling me is true. I want to know if you can
• disappoint another to be true to
  yourself if you can bear the accusation of
  betrayal and
• not betray your own soul if you can be
  faithless and therefore trustworthy. I want to
• know if you can see beauty, even when
  its not pretty, every day, and if you can source
• your own life from its presence. I want
  to know if you can live with failure, yours and
• mine, and still stand on the edge of the
  lake and shout to the silver of the full moon
• Yes!
• It doesnt interest me to know where you live or
  how much money you have. I want to
• know if you can get up, after the night
  of grief and despair, weary and bruised to the
• bone, and do what needs to be done to
  feed the children.
• It doesnt interest me who you know or
  how you came to be here. I want to know if you
• will stand in the center of the fire
  with me and not shrink back.
• It doesnt interest me where or what or with
  whom you have studied. I want to know what
• sustains you, from the inside, when all
  else falls away. I want to know if you can be
  alone
• with yourself and if you truly like the
  company you keep in the empty moments.

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• THANK YOU.
• IT HAS BEEN ENJOYABLE FOR ME.
• ALL THE BEST FOR THE FUTURE.
• SHOW THE WORLD WHAT YOURE
• TRULY MADE OF THE REAL
• YOU REMEMBER TO MAKE OTHERS
• POWERFUL, AND DONT BE SIDE-
• TRACKED INTO A LIFE YOU DONT DESIRE!

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Contact Details

• KURT A. APRIL
• Sainsbury Fellow Academic Director (CLPV)
• Graduate School of Business (GSB), Breakwater
  Campus,
• University of Cape Town (UCT), University Private
  Bag,
• Rondebosch, 7701, Cape Town, South Africa
• Telephone (Home) 27 21 794 0261
• Telephone (UCT Office) 27 21 406 1411
• Fax (UCT Office) 27 21 421 5510
• SA Mobile / Cell Phone [phone]
• Dutch Mobile Phone [phone]
  2091
• E-Mail aprilkur_at_gsb.uct.ac.za
• 
  kapril_at_iafrica.com
• 
  kurtapril_at_zonnet.nl