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Revisioning Leadership and the Organization. It Is About People-driven Performance. Naïve Engagement and Directionless Enthusiasm. Sustainable High Performance Leadership Practices & Culture. PEOPLE MATTER Transformational People Purpose Participation Passion. Roadmap to

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Presentation Transcript
slide2

It Is About People-driven Performance

Naïve Engagement

and

Directionless

Enthusiasm

Sustainable

High Performance Leadership Practices & Culture

PEOPLE MATTER

Transformational

People

Purpose

Participation

Passion

Roadmap to

Bankruptcy

Operational Obsession and Unsustainable Delivery

RESULTS ARE NON-NEGOTIABLE

Transactional

Performance – Persistence - Pressure – Profits

slide3

Firms of Endearment

1200

We need to build organizations that are as human as

the people who work in them

1000

LOVE of all Stakeholders = Sustained Competitiveness

800

600

400

200

3 Years performance

5 Years performance

10 Years performance

Firms of Endearment

Collins: Good to Great Companies

Firms of Endearment: How World-Class Companies Profit from Passion and Purpose

Rajendra S. SisodiaDavid B. Wolfe , Jagdish N. Sheth

S&P 500

slide4

It Is About People-driven Performance

PEOPLE MATTER

Transformational

People

Purpose-

Participation

Passion

RESULTS ARE NON-NEGOTIABLE

Transactional

Performance – Persistence - Pressure – Profits

slide5

The Traditional Hierarchy

The ONLY way to maintain the traditional hierarchy is through the continuous exertion of adequate coercion and authoritarianism.

slide7

The changing requirements for success

Modified: Lombardo & Eichinger

Importance

Leadership &

Interpersonal Skills

Managerial

Skills

Technical

Skills

Operational Administrative

Professional

Management

Executive

2

3

4 5

1

8

slide8

Bands of Meaningful Work

Importance

Leadership &

Interpersonal Skills

1

2

3

4

5

5+

Managerial

Skills

Technical

Skills

Operational Administrative

Professional

Management

Executive

2

3

4 5

1

9

slide9

Impact of Compression

Importance

Leadership &

Interpersonal Skills

Potential

Vacuum

Managerial

Skills

Technical

Skills

Operational Administrative

Professional

Management

Executive

2

3

4 5

1

10

slide11

Celebrate the Genius Within

Catch people doing things right

slide12

Personal Development

A challenge of attitude and self-belief

You are now the very best leader

you can be for now.

Living this belief creates the energy and courage to meet the ongoing challenge of personal growth.

Your own growth and success will rely largely on your ability to continuously leverage off your strengths and use it as the springboard for your next phase of personal growth.

slide13

Build in diversity

Invite

dissent

slide14

Get the entire system into the room

Build integrated value streams

slide16

CEO

Group COO

Retail Bank

Originators

Company

Secretary

Motor Dealers

Compliance

GSPR

Group Marketing

Internal Audit

RAJ

CBDB

Group IT

CMB

IGJ

MO

Group HR

Investors

Risk

Group Schemes

Insurarance

Fiduciary

Sourcing

Finance

Analysts

Investments

Card

Offshore MME

Employees

Brokers

Procurement

Independent Brokers

Business & Change Development

Retail Delivery

Reinsurers

Private Bank

Suppliers

Pension Fund

JVs

Africa

Media

Regulators

Contact Centers

SAIA

LOA

Group

Customer Experience

Customer

FSB

Wealth

Community

Consumers

New

EU

PF

slide17

Leaders are not born, they are developed

Having the courage to drive ongoing renewal

and innovation

Securing the wellbeing of all stakeholders for generations to come

Stewardship

Entrepreneurship

Exercising constructive

power and influence

with conscious intent .

Leadership

slide18

The Practice of Developing

Personal Authentic Leadership

  • Continuously propose better or new ways to do things.
  • Be creative without being asked to do it.
  • Create new ways of adding value to all parts of the entire system.
  • Energise people you interact with.
  • Contribute to enhancing their contributions.
  • Build win-win relationships - especially with those outside your direct areas of control.

Stewardship

Entrepreneurship

  • Exercise your power and influence in a constructive manner.
  • Don’t wait for instructions or present problems - offer solutions and get things done.
  • Work across boundaries to ensure things get done – especially where you have no direct authority.

Leadership

slide19

Christo Nel

c.nel@nyenrode.nl