Leadership is Broken

Leadership is Broken

Why established companies face existential challenges, how their culture prevents productive responses, and what different models of leadership can do about that. (Interactive talk at NEXT Conference, September 2017)

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Wolfgang Wopperer-Beholz

September 22, 2017
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Transcript

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    FIRST ASSIGMENT: CHALLENGES 1. LIST CHALLENGES (1 MIN) 2. SHARE

    IN GROUPS OF 2 (2 MIN) 3. DISCUSS IN GROUPS OF 4 (4 MIN) 4. SHARE MAIN CHALLENGE WITH EVERYONE
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    ☹ ☹ ☹ ☹ ☹ ☹ % % % %

    % % Alignment Autonomy
  7. 74.

    Knowledge Gap: the difference between what we would like to

    know and what we actually know OUTCOMES PLANS ACTIONS Source: Stephen Bungay, The Art of Action
  8. 75.

    Knowledge Gap: the difference between what we would like to

    know and what we actually know OUTCOMES PLANS ACTIONS Source: Stephen Bungay, The Art of Action Alignment Gap: the difference between what we want people to do and what they actually do
  9. 76.

    Knowledge Gap: the difference between what we would like to

    know and what we actually know Effects Gap: the difference between what we expect our actions to achieve and what they actually achieve OUTCOMES PLANS ACTIONS Source: Stephen Bungay, The Art of Action Alignment Gap: the difference between what we want people to do and what they actually do
  10. 77.

    Knowledge Gap: the difference between what we would like to

    know and what we actually know Effects Gap: the difference between what we expect our actions to achieve and what they actually achieve MORE DETAILED INFORMATION OUTCOMES PLANS ACTIONS Source: Stephen Bungay, The Art of Action Alignment Gap: the difference between what we want people to do and what they actually do
  11. 78.

    Knowledge Gap: the difference between what we would like to

    know and what we actually know Effects Gap: the difference between what we expect our actions to achieve and what they actually achieve MORE DETAILED INFORMATION MORE DETAILED INSTRUCTIONS OUTCOMES PLANS ACTIONS Source: Stephen Bungay, The Art of Action Alignment Gap: the difference between what we want people to do and what they actually do
  12. 79.

    Knowledge Gap: the difference between what we would like to

    know and what we actually know Effects Gap: the difference between what we expect our actions to achieve and what they actually achieve MORE DETAILED INFORMATION MORE DETAILED CONTROL MORE DETAILED INSTRUCTIONS OUTCOMES PLANS ACTIONS Source: Stephen Bungay, The Art of Action Alignment Gap: the difference between what we want people to do and what they actually do
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    Knowledge Gap: the difference between what we would like to

    know and what we actually know Effects Gap: the difference between what we expect our actions to achieve and what they actually achieve MORE DETAILED CONTROL MORE DETAILED INSTRUCTIONS LIMIT DIRECTION TO DEFINING AND EXPRESSING INTENT OUTCOMES PLANS ACTIONS Source: Stephen Bungay, The Art of Action Alignment Gap: the difference between what we want people to do and what they actually do
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    Knowledge Gap: the difference between what we would like to

    know and what we actually know Effects Gap: the difference between what we expect our actions to achieve and what they actually achieve MORE DETAILED CONTROL LIMIT DIRECTION TO DEFINING AND EXPRESSING INTENT COMMUNICATE INTENT AND LET TEAMS DEFINE HOW TO ACHIEVE IT OUTCOMES PLANS ACTIONS Source: Stephen Bungay, The Art of Action Alignment Gap: the difference between what we want people to do and what they actually do
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    Knowledge Gap: the difference between what we would like to

    know and what we actually know Effects Gap: the difference between what we expect our actions to achieve and what they actually achieve LIMIT DIRECTION TO DEFINING AND EXPRESSING INTENT COMMUNICATE INTENT AND LET TEAMS DEFINE HOW TO ACHIEVE IT EMPOWER TEAMS TO ADJUST THEIR ACTIONS IN LINE WITH INTENT OUTCOMES PLANS ACTIONS Source: Stephen Bungay, The Art of Action Alignment Gap: the difference between what we want people to do and what they actually do
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    SECOND ASSIGMENT: SOLUTIONS 1. LIST WORST POSSIBLE ACTIONS (8 MIN)

    2. IDENTIFY CURRENT BAD PRACTICES (8 MIN) 3. FIND FIRST STEPS TO STOP BAD PRACTICES (8 MIN) 4. SHARE A FIRST STEP WITH EVERYONE
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