Leadership Code

The last 15 years the center of the economy has been shifting towards Asia. This trend will continue. In fact it is eminent that the standard of Asia will become the de facto standard of the world. These exciting opportunities pose a big challenge for Asian because we will need to have global business skills to be able to serve both domestic and international markets. We need unique and high quality leaders to make better choices to respond more rapidly to change. We need effective leaders.

Leadership theories are around us. When you Google “leader” you will get 571 million hits in 0.11 seconds. Effective leaders must be able to renew and reinvent themselves together with the organization they lead. What succeeded in the past decades may not work in the following decade. Leaders must also be able to draw learning from their past experiences; successes and failures. Leaders that never fail cannot be trusted, because it means they are always in the comfort zone. They will fail the entire organization without realizing it. So, how to create leaders that are adaptive to change, push the boundaries and yet has net success rate?

In a recent leadership study conducted by Dave Ulrich, Norm Smallwood and Kate Sweetman titled Leadership Code found that effective leaders shared around 50-85 percent of the same characteristics. This study later concluded that there are five rules of leadership that embody leadership DNA.

Rule 1: Strategist (Shape the future)

This rule suggests that effective leader answers the question “Where are we going?” and make sure that those around them understand the direction as well. They envision as well as create the future for the organization.

Rule 2: Executor (Make things happen)

This rule suggests that effective leader knows exactly how to ensure things get done. They translate strategy into action. They know how to make change happy, to assign accountability, to know which decisions to take and which to delegate and to make sure that teams work well together.

Rule 3: Talent Manager (Engage today’s talent)

This rule suggests effective leader optimizes business by drawing talent to their organizations, engage them, communicate extensively and ensure talents turn in their best efforts. They generate intense personal, professional and organizational loyalty. They also help talents to commit and find meaning at their work.

Rule 4: Human capital developer (Build the next generation)

This rule suggests effective leader builds a workforce plan focused on the future talent and know how to help them see their future careers. They prepare talents for future challenges and manage succession so they readier to lead when the time comes.

Rule 5: Personal proficiency (Invest in yourself)

This rule suggests effective leader learns from success, failure, assignments, books, classes, people and life itself. They are passionate about beliefs and interests, they expend an enormous personal energy and attention to whatever matters to them. Proficient leaders have strong moral code that connects values to actions.

At the end of the day, effective leaders need to have balance when performing all the five rules. Since rules are just rules, the inaction of a leader will violate the entire leadership code and other leadership theories. Leader who can’t walk the talk is not effective leader. Talk is cheap way to show you know a lot (but do too little). Therefore he or she must be able to self-manage and self-lead to be successful effective leader.

This article is based on the my view on leadership and Leadership Code by Dave Ulrich and team, which he found refreshing and easily connected with. By no means, this article a representation of Leadership Code itself. For more on Leadership Code book, please click here.

Brickbats please send to donkhairul@gmail.com

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The One Word That Make People Hate Innovation

I stumbled on my current research by accident. By observing people’s reaction. Let me explain.

Every time in my design thinking workshop I asked my audience, whether they love innovation in products and services they used, of course they loved it to bits!

They spoke about how the food delivery service such as #FoodPanda, #Ubereats and #GoFresh (among others) helped them deal with life when they need food.

Some Muslim ladies also spoke about their hijab, tudung and scarf that make them look gorgeous , beautiful and of course more confident when they work and socialize professionally and personally.

Many men also expressed their love for e-commerce sites such as Lazada where a number electrical hobbyists and car enthusiast including aspiring botanist found their haven for things they love doing.

Most of the people I met during my workshop claimed their live getting much easier these days because of all these innovative products and services integrated into their lifestyle. Of course, smartphones and apps are the most popularly quoted as innovative products and services.

When we discuss deeper, what constitutes successful innovation, there is one word that put the world a stop for a moment. This word makes everyone reconsider what they said earlier about innovation and their love of great products and services.

The word is CHANGE. Everybody hates change – especially when the change go against your will. This include my 4 months old baby when I wanted to change his diaper, come on! I am helping you getting clean lols

When we run design thinking innovation workshop for senior management (or any innovation workshop for that matter), the discussion on change is very crucial. How tolerant is the management towards CHANGE? How committed they are? What are they willing to give up? Why do they want change? Who needs change first? When do we should give up those baggages?

I found discussion on change in very key in successfully getting the buy in prior any innovation or transformation work. The senior leadership themselves must be in unison when it comes to commitment to change. Be the change you want to see, as Gandhi famously said.

In some scenario, the current situation is already bad (or it could be too comfortable perhaps?) therefore change is “easier” to instill. Oh booy, change is difficult and change is hard. Change takes effort, effort and effort. We usually got stuck in either one of these change levers, our capacity to change, our capability to change or our ability to change. Which one do you stuck the most? Which does your organization stuck the most?

Source: Who-Wants-Change-Crowd-Change-Management-Blue | Free to use … | Flickr

For those who are leading innovation in their organization, let me share good points from this book from Noel Tichy, “The Cycle of Leadership”. I love this book so much, get a copy if you will.

He said this interesting view of leadership, they are autocrats (who forcefully lead change without taking any feedbacks) and they are abdicrats (who take all the feedback without taking any decision or stand to move out). These two extremes create leadership vacuum and ultimately power failures. This need change.

Better your best!

Wait for my follow up article on this topic soon!

Brickbats please send to donkhairul@gmail.com