Thursday, April 22, 2010

Emmanuel Gobillot at DigitalNow

Emmanuel Gobillot is the author of The Connected Leader and Leadershift.

"In the past we've learned situational leadership... The more you focus on the situation the more likely you'll be to miss the context."

SHIFTS
Demographic Expertise Attention Democratic -- DEAD -- Everything you deliver becomes less relevant.

Most of us start with a purpose in search of assets. Eventually we become assets in search of a purpose. Really it is all about relationships.

Focus should be on an individual versus a role; reciprocity versus rules; and social and moral obligations verses economic incentives.

How to migrate to a people-focused leadership
  1. Simplify (not clarify) -- subtraction and coherence; Don't tell intent. Tell the story -- use narrative environments
    Exercise: What's your story in 140 characters or less?
    Too many leaders live by the Elvis Fallacy: A little less conversation a little more action - the reality is that effective actions = conversations + shared history
  2. Unify people around the cause: social role + self image = people who see themselves in the task you want them to achieve
    If you put people in a role when they want to engage they will do the task. 4Ds
    Discovery - who and what
    Dream - what we want to do
    Design - how we want to do it
    Destiny - taste autonomy
  3. Personify - We tend to be emotional beings before we are rational beings. Love is the ability to nuture, value and help people grow. Just be open to people about who you are. People respond to who we really are - stop palying a role/pretending to be you - People will engage with you
  4. Abolish performance management for 6 months and instead talk to your people every day. See if they are doing less.

Have conversations.

How to balance conversation with the need to get a lot accomplished? We believe conversations slow us down - dumb conversations do but good conversations speed things up and prevent false starts. Start with a clear goal for the conversation. Explain that the purpose of the conversation is what they take away. (When someone asks "What did you do with what we talked about?" A: "What did you do with what we talked about?")

Set out the story and the purpose. Shared history is how we keep people involved in conversations when things get rough.

Ask after every conversation: "Have I made then feel stronger and more capable?" (Not happy)

Metrics are critical - you need them to help managing people. You don't manage metrics. You'll never be an effective leader if you don't have a passion for people.

Fallacy: I can do everything that needs to be done.
Instead: Do your best with the 10 or 12 people around you so that they can do their best with the 10 or 12 people around them.

Fallacy: Trust must be earned. It builds over time and is rational.
Instead: We tend to give or withdraw trust shortly after meeting people. It is not rational.

Fallacy: Trust is easy to break and hard to regain.
Instead: Once you've gained peoples' trust you can get away with a lot - as long as you make people feel stronger and more capable.

It is always about people. Make sure you have the right people. "You can teach a turkey to climb a tree but it is a whole lot more cost effective to buy a squirrel."

Find your squirrels, have conversations with them, help them to be stronger and more capable and you are leading.

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