Speaker at CFG's Annual Conference 2012

1. Making a
difference
Inspirational
Leadership

2. Making a
IT maslow difference
Member of
inner sanctum Competitive Transforming Licence to decide
advantage business thinking
Contribute Licence to influence
Business benefit to business
Partnership
thinking
Licence to thrive
New needs Programme delivery
Collaborative
Day to day
needs Service delivery Licence to exist
Transactional
RELATIONSHIP
ROLE

3. Making a
Two different sets of capability difference
Transformational leadership
Asking the right questions Transforming Licence to decide
Focus on the future business thinking
Viewed as an enabler
Contribute Licence to influence
to business
thinking
Licence to thrive
Programme delivery
Traditional management
Searching for the right answer
Focus on the present Service delivery Licence to exist
Viewed as a cost centre

4. Making a
Two different sets of capability difference
Building
your Transforming Licence to decide
reputation business thinking
Contribute Licence to influence
to business
thinking
Licence to thrive
Programme delivery
Avoiding
damage to
your Service delivery Licence to exist
reputation

5. Value Deliverable
focussed focussed
Formally Often an
planned adventure
Highly Little
coordinated coordination
bottom two
Thoughtfully Poorly
resourced resourced
Formal Little
We are very good at the
Manage today’s on-going business operation learning learning
Devise and execute change initiatives to create tomorrow
Making a
difference

6. Making a
We are very poor at the difference
top two
Tomorrow gives at the expense of…
…Managing today’s on-going business operation

7. Making a
difference
In search of a solution
CEO research
Three key findings

8. Making a
difference
Key finding number: 1
hey were
olitically astute

9. Making a
At a meeting... difference
What percentage
of the dialogue is
objective?

10. Making a
difference
How decisions are made?
2 – 3%
based on Facts!
97 – 98%
based on Opinions
Perceptions
Interpretations
Beliefs
Aspirations
Assumptions
Research into 10 major organizations including IBM

11. Making a
difference
Corporate politics
What do the words mean to
you?

12. Making a
What politics are often difference
construed as:
Doing deals
Getting one over
Scoring points
Secrecy and subterfuge
Mafiosi tactics
Win-lose

13. Making a
What politics are also about? difference
Influence
Collaboration
Building relationships
Openness and honesty
Streetwise
Win-win

14. Making a
Leaders who have attained difference
long term success
Understanding the external world:
• Decision-making processes
• Overt and covert agendas
• Bases of power
• Own locus of influence
• Culture, style
• ‘Politics’
From political unawareness to
political awareness
Managing the external world:
• Acting with integrity
• Avoiding psychological game-playing
• Accepting self and others for what they are
• Win-win strategies for conflict management
From psychological game-playing to acting with integrity

15. Making a
The concept of ‘dolphinism’ difference
Psychological game playing Acting with integrity
Politically aware
Politically unaware

16. Making a
The four behaviour sets difference
CLEVER WISE
Recognizes and exploits weaknesses in Takes account of other people personally
others Excellent listener and aware of others’
Self-centred behaviour viewpoints
Charming veneer Non-defensive: open and shares information
Insecure but well defended Creative and imaginative
Likes games involving winners and losers Likes and engineers win-win situations
Manipulative Ethical
INEPT INNOCENT
Wide eyed simplicity
Not tuned into grapevine: blocked antennae Believes you are right if you are in authority
Conspiring with the powerless Believes in sticking to the rules, “there is a
Emotionally illiterate right answer”
Sees things in black and white Too busy to network
Not recognizing when fighting a losing battle Doesn’t know how to build coalitions/alliances
Unprincipled Principled

17. Making a
difference

18. Making a
difference
Key finding number: 2
ey operated
ove the wavy line

19. It is better to ask for Making a
difference
forgiveness…
• no rules
• exposed
• ambiguity, • visible
uncertainty and Area • vulnerable
complexity of • value-based decisions
discretion
• safety
• rules - standards,
procedures, controls
• comfort zone
• right answers - based on:
• experience
• culture
• strategy, tactics
Area of
prescription
…than to seek permission

20. Making a
In essence… difference
• Asking the right questions
Area
of
discretion
• Searching for the right
answer
Area of
prescription

21. Making a
difference
Key finding
number: 3
They had high EQ
in support of high IQ

22. Making a
The concept of EQ difference
In 1995 Daniel goleman popularized the concept of Emotional Intelligence or
EQ (Emotional Quotient) for short
It describes an ability to understand, connect with and motivate people
Goleman concluded that:
• A high IQ will open doors to your chosen profession
• However once you are in that profession, EQ emerges as a much stronger predictor
of who will be most successful
Because it is how we handle ourselves in our relationships that determines how
well we do once we are in a given job

23. Making a
The five key dimensions of EQ difference
Motivating Social
self Managing
own skill
emotions
Empathy towards
Understanding
others
self

24. Making a
In conclusion – 5 key difference
attributes...
Vision
To envision the
future
Courage
To take risks & make
bold decisions based
on “gut” instinct
Passion
To inspire, motivate & influence others
Empathy
To exercise consideration, sensitivity & compassion to
your dealings with others
Integrity
To engender trust & loyalty

25. Making a
...and three killer capabilities difference
cy
en Communicate
Urg Co
mm
itm
ent
Time to Innovate Vision Direction
Boundary
spanning in
B uy-
Network

26. Innovation thrives best Making a
difference
across boundaries
Boundary spanning is a critical pre-requisite of organisational innovation
Acquaintances Innovation
Depth of Relationship
through novel
& associates
combinations
(weak ties)
Hot Spots
Close friends &
solid relationships
(strong ties)
Exploration
Exploration through
through shared Within the group Outside the group synthesis
expertise
Extent of Boundary Spanning
Innovation hotspots will atrophy without boundary spanners

27. Making a
Thank you and any questions? difference
Dr Robina Chatham
robina@chatham.uk.com
01234 765103