FPI Ilaro - Managing for Results_02102021_update

1. Leading and Managing for Results Kayode Adebiyi, FCA, MBA, ACTI, MIoD at the Retreat organized by Bursary Dept, Federal Polytechnic, Ilaro Oct 2, 2021

2. Our Roadmap Result-based leadership The Great Shift MFR Organization MFR Manager MFR Strategy MFR Skills

3. The Great Shift

4. “The 20th and 21st Century Organization compared”Kotter, John P, Leading Change, pg.172

5. Structure 20th Century • Bureaucratic • Multileveled • Organized with the expectation that senior management will manage • Characterized by policies that create many complicated internal interdependencies 21st Century • Non-bureaucratic, with fewer rules and employees • Limited to fewer levels • Organized with the expectation that management will lead, lower-level employees will manage • Characterized by policies and procedures that produce the minimal internal interdependence needed to serve customers

6. Systems 20th Century • Depend on few performance information systems • Distribute performance data to executives only • Offer management training and support systems to senior people only 21st Century • Depend on many performance information systems, providing data on customers especially • Distribute performance data widely • Offer management training and support systems to many people

7. Culture • 20thCentury • Inwardlyfocused • Centralized • Slowtomakedecisions • Political • Riskaverse • 21stCentury • Externallyoriented • Empowering • Quicktomakedecisions • OpenandCandid • Morerisktolerant

8. VUCA Increasing rate of change A term originated by a US Military College to describe the new challenges facing leaders. Less clarity about the future Multiplicity of decision factors There may be no “right answer” 8

10. Change! • “In times of rapid change, experience could be your worst enemy.” - J. Paul Getty www.terrypaulson.com

11. Adaptability

14. Result-based leadership

16. LeadershipversusManagement Management Promotes stability, order and problem solving within existing organizational structure and systems Takes care of where you are Leadership Promotes vision, creativity, and change M L L Takes youtoanewplace

17. Managersvs.Leaders • Leaders create and communicate visions and strategies • Leaders deal mostly with change • Leadership deals with the top line: What are the things I want to accomplish? • Leadership is doing the right things • Managers know how to plan, budget, organize, staff, control, and problem solve • Managers deal mostly with the status quo • Management is a bottom line focus: How can I best accomplish certain things? • Management is doing things right

18. Results-Based Leadership Effective Leadership = Attributesx Results Skills Values Motives Competencies Behaviors Style Action Programs Projects Goals Initiatives Strategy Source - David Ulrich: Results-Based Leadership

24. What is a result? A result is a measurable or describable change resulting from a causeand effect relationship.

25. What is Managing forResults? An approach to management used by an organization to: • Determine the most important results • Establish and communicatedirection • Monitor progresstoward meeting its goals • Invest resources strategicallyfor results • Use fact-based performance informationto continually improve performance and provide accountability for results • What gets measured gets done

26. Results are supposed to be S.M.A.R.T. • Specific • Measurable • Attainable • Result-oriented and relevant • Time-bound

27. Resources to Results

28. MFR Organization

29. TheFourLevelsofEveryOrganization Easiest Short term Physical (processes, tools, and structures) Infrastructure (management systems, measurements, and rewards) Behavioral (what groups and individuals do) Abilitytoinfluenceorchange Durability ofthe change Cultural (values,beliefs,and norms) Most difficult Long term ©1997,RussellConsulting,Inc.Usedwithpermission.

30. TheComponentsofOrganizationalAlignment Vision • Capabilities • Technical • Culture • Norms • Leadership • Sharedvalues Structure Systems • Spanofcontrol • Team composition • Hierarchy • Sales • IT • Accounting • HR

31. TheOrganizationasanIcebergMetaphor PrenticeHall,2002

32. What you are seeing is ……

33. Organizational (Corporate) Culture A pattern of basic assumptions that are considered valid and that are taught to (or “caught by”) new members as the way to perceive, think, and feel in the organization.

34. Culture stuffthatpeopledowithoutnoticingit HenrikKniberg

37. MFR strategy

38. Strategy or tragedy? “Without a viable strategy, the possibility of tragedy is not far off” - Anonymous.

40. Strategy Definition: “Strategic planning is creating a vision of the future and managing toward that expectancy” It's an effective process for aligning your short-term decisions with your long-term goals Strategic planning answers the three big questions: • Where are we today? • Where do we want to be in the future? • What should we be focused on today, in order to make it more likely we will be where we want to be in the future?

41. The Secret to how to do more with less . . . STRATEGY

44. Remember, CultureeatsStrategyforbreakfast! HenrikKniberg

45. MFR Skills

46. MFR Skills Focus Problem solving, decision making Synergy Delegation Change Leadership Collaboration

47. Changeleaders vs.statusquomanagers

48. The Journey ThroughChange Stability 1. Comfort and Control Looking Forward Looking Back 3. Inquiry, 2. Fear,Anger, andResistanceExperimentation, andDiscovery Chaos LeadingChangeTraining,Jeff andLindaRussell,2003

49. Embrace synergy

50. Focus