Leading and Managing for Results

Kayode Adebiyi, FCA, MBA, ACTI, MIoD

at the
Retreat organized by Bursary Dept, Federal Polytechnic, Ilaro

Oct 2, 2021
 Our Roadmap

Result-
The Great based
Shift leadersh
ip

MFR
Organization

MFR
Manager
MFR
Strat
e gy

MFR Skills
The Great Shift
 “The 20th and
21st Century
Organization compared”
Kotter, John P, Leading Change,
pg.172
 Structure
20th Century 21st Century
•Non-bureaucratic, with fewer rules
•Bureaucratic and employees
•Multileveled •Limited to fewer levels
•Organized with the expectation
that senior management will •Organized with the expectation that
manage management will lead, lower-level
employees will manage
•Characterized by policies that
create many complicated internal
interdependencies •Characterized by policies and
procedures that produce the minimal
internal interdependence needed to
serve customers
 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
 Culture
20th Century 21st Century
•Inwardly focused •Externally oriented
•Centralized •Empowering
•Slow to make decisions •Quick to make decisions
•Political •Open and Candid
•Risk averse •More risk tolerant
 VUCA
A term originated by a US Increasing rate of
Military College to describe the change
new challenges facing leaders.

Less clarity about

the future
Multiplicity of
decision factors

There may be no
“right answer”

8
 Change!
•“In times of rapid change,
experience could be your worst
enemy.” - J. Paul Getty

www.terrypaulson.com
Adaptability
Result-based leadership
 Leadership versus
Management
Management Leadership
Promotes stability, Promotes vision,
order and problem creativity, and
change
solving within
existing
organizational
structure and
M L
systems L
Takes care of where you
are Takes you to a new place
 Managers vs. Leaders
• 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
• 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
 Results-Based Leadership

Effective Leadership =
Attributes x Results
Skills Action
Values Programs
Motives Projects
Competencies Goals
Behaviors Initiatives
Style Strategy
Source - David Ulrich: Results-Based Leadership
 What is a result?
A result is a measurable
or describable change
resulting from a cause
and effect relationship.
What is Managing for Results?
An approach to management used by an
organization to:
 Determine the most important results
 Establish and communicate direction
 Monitor progress toward meeting its goals
 Invest resources strategically for results
 Use fact-based performance information to
continually improve performance and provide
accountability for results
 What gets measured gets done
25
 Results are supposed to be
S.M.A.R.T.
• Specific

• Measurable

• Attainable

• Result-oriented and relevant

• Time-bound
Resources to Results
MFR Organization
 The Four Levels of Every Organization
Easiest Short
term

Physical
(processes, tools, and structures)

Infrastructure
(management systems,
measurements, and rewards)

Behavioral
(what groups and individuals do)

Cultural
Most (values, beliefs, and norms) Long
difficult term

©1997, Russell Consulting, Inc. Used with permission.

The Components of Organizational Alignment

Vision

Capabilities Culture
•Technical •Norm
• Leadership s
• Shared values

Systems Structure
• Accounting • Sales • Span of control
• HR • Team composition
• IT • Hierarchy
The Organization as an
Iceberg Metaphor

Prentice Hall, 2002

What you are seeing is ……
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.
 Cultur
e
stuff that people do without noticing
it

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

1. Where are we today?
2. Where do we want to be in the future?
3. 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?
The Secret to how to do more with
less . . .

STRATEGY
 Remember, Culture eats Strategy
for breakfast!

Henrik Kniberg
MFR Skills
 MFR Skills
Focus Problem
solving, decision
making

Synergy Delegation

Change
Collaboration
Leadership
Change leaders vs. status quo managers
 The Journey Through Change
Stability

1.
Comfort
and
Control
Looking Looking
Back Forward
2. 3.
Fear, Anger, Inquiry,
and Resistance Experimentation,
and Discovery

Chaos

Leading Change Training, Jeff and Linda Russell, 2003

Embrace synergy
Focus
 Quality decision making
• Problem solving… • Decision making…
– Is bridging the gap between – Is a broader concept
the way things are and the – It is the act of making a choice
way they ought to be between two or more options
– It is focused on the future
– It is focused on the past
• Often creative
• Usually analytical
• Directional
• Operational
• Done at senior levels
• Done at lower levels
• A problem is • Problem solving is therefore
– A present unsatisfactory state that
needs to be changed to a desired – part of decision making
state as soon as possible. – a subset of decision making
– Some deviation from the expected
standard which prevent the
achievement of objectives.
Ask questions, assume nothing
 Situational intelligence
Situational Awareness
Contextually Appropriate
Action

4 Copyright © 2017 nuCognitive LLC. All rights reserved. SOTA|

Walsh;Dec2017
 Communicate
Risk Communication Communication

1N=3P
(One negative
statement is equal to
three
positive statements)
Vince Covello, PhD, Speaker
National Public Health
Leadership Development
Network
April, 2003
Clear communication
 Delegate
Two questions to ask leaders when they
become ineffective or suffer burnout:

1. Do you have the ability to build a team?

2. Do you have the right people around you

to share the load?
Delegate
Collaborate
MFR Manager
Managing YOU
Performance equation
•Wellness is a
continuum
ranging from
death to optimal
health.
•You can
choose your
behaviors to
move closer to
optimal health.
What is stress?
Stress – balance issue
S & A: Partners in crime
Balance
 KEY MESSAGES
The Great Shift The only competitive advantage
left in the 21st century is
adaptability

Result-based leadership Effective leadership = Attributes X

Results

The culture of an organization is

MFR organization
shaped by the worst behavior the

leader is willing to tolerate.

If you don't have a viable strategy, you

MFR Strategy will be defeated by someone who does.

Remember, culture eats strategy for

77 breakfast.
 PERSPECTIVE 2020: KEY MESSAGES
Problem-solving is a subset of decision making. The
MFR Skills
higher you go, the more questions matter. To have the

right answers, you have to ask the right questions .

MFR Manager The only thing you have 100% control over

is yourself.

78
 Albert Einstein’s

Theory

A=X+Y
+ Z
A = Success
X = Work
Y = Play
Z = Keeping your mouth
shut
 Thank you!
08033181225, 07064078211
Kayode Adebiyi
hmlconsultancy@outlook.com
hmlconsultancyltd@gmail.com