Transcript We propose 3 domains of leadership

The Impact of Incompetent Management
15.30 – 16.00 on Wednesday 24th April 2013
Jon Cowell
Director, Primary Colours Consulting and Edgecumbe Consulting Group Ltd
Associate Fellow, Saïd Business School, University of Oxford
Agenda
 What is a competent manager?
 What is an incompetent manager?
 How common is incompetence?
 So what? What is the impact?
 How has this happened?
 What are we doing about it?
 What can we do – an emerging consensus on leadership?
 Call to action
What is a competent manager?
“All managers need to be effective leaders. While a command and
control culture will ensure that employees comply… it does not create
the enthusiasm, innovation and engagement that modern
organisations need to compete effectively in a global marketplace.
Leadership is all about setting direction and creating the right
organisational conditions for heading in that direction. This is as
true for the team leader as it is for the chief executive…
effective leaders have a clear vision of the future and the capability
to communicate that vision to others so that they are inspired to
share it and work collaboratively to achieve it... Above all, leaders
need to inspire trust in their capability to take the organisation in the
right direction”.
Leadership & management in the UK- the key to sustainable growth
(2012), Dept for Business Innovation and Skills, pp 22 – 23.
What is an incompetent manager?
No vision
Poor strategic
thinking
Lack of
business skills
Bad
relationships
Unable to
delegate
Unable to build
a team
Failure to
deliver
Let self-interest
cloud
judgement
Bentz, 1985, A View from the Top
Hogan, Hogan and Kaiser, (2009), Management Derailment
How common is incompetence?
Individual
managers
43%1
30-67%2
40%4
72%1
93%3
74%4
Overall
management
quality
1 Leadership & management in the UK- the key to sustainable growth (2012), Dept for Business Innovation and Skills 2 ILM (2012)
2 Hogan, Hogan and Kaiser (2009) Management Derailment, in American Psychological Association Handbook of Industrial and
Organisational Psychology
3 ILM (2012) TheTalent Pipeline
4 Cowell (2012) UK Leadership – stuck in a crisis mentality?, Edgecumbe Group
UK leaders’ strengths & weaknesses
Set strategic direction
52%
Plan and organise work
53%
Deliver Results
Lead
Work in teams
14%
46%
24%
43%
40%
Build & sustain relationships
40%
35%
25%
25%
20%
21%
%positive
21%
22%
56%
Cope with pressure
Create alignment between people
27%
%neutral
Cowell, J (2012) UK Leadership – stuck in a crisis mentality?, Edgecumbe Group
25%
30%
30%
32%
35%
40%
44%
%negative
So what? What is the impact?
Employee Disengagement1
Organisational Performance2
Business Costs3
Corporate Failures3
1 2012 Trends in Global Employee Engagement, Aon Hewitt
2 Kular, Gatenby, Rees, Soane and Truss (2008), Employee Engagement: A Literature Review, Kingston Business School
3 Leadership & management in the UK- the key to sustainable growth (2012), Dept for Business Innovation and Skills
How has this happened?
The bad and the mad
The sad
What are we doing about it?
1 Cowell, J (2012) UK Leadership – stuck in a crisis mentality?, Edgecumbe Group
2 Hutchings P and Woodman P, (2012) Economic Outlook – April 2012, Chartered Management Institute
Why aren’t we doing more?
Unclear
expectations1
Distorted selfperception1
Low
confidence2
Poor training1
1Leadership & management in the UK- the key to sustainable growth (2012), Dept for
Business Innovation and Skills
2Cowell, J (2012) UK Leadership – stuck in a crisis mentality?, Edgecumbe Group
A Leadership Lens
What is leadership – an emerging consensus?
Thinking/
Working out which way to go
Acting/
Getting things done
Feeling/
Emotional intelligence
The Primary Colours® Model of Leadership
STRATEGIC DOMAIN
…and Coping with Pressure
Setting strategic
direction
Planning and
organising
Creating
alignment
Leading
Delivering
results
Team
working
Building and
sustaining
relationships
INTERPERSONAL
DOMAIN
OPERATIONAL
DOMAIN
© Edgecumbe Consulting Group
The Primary Colours ® Model of Leadership
Creating the future
Strategic
Setting strategic
direction
Planning and
organising
Focus on
task
Focus on
relationships
Leading
Delivering
results
Operational
Creating
alignment
Building and
sustaining
relationships
Team
working
Interpersonal
Delivering today
© Edgecumbe Consulting Group
The Primary Colours ® Model of Leadership
Strategic
Setting strategic
direction
Planning and
organising
Creating
alignment
Leading
Delivering
results
Operational
Team
working
Building and
sustaining
relationships
Interpersonal
© Edgecumbe Consulting Group
Call to action
Call to action – 5 steps
Keep the faith
Clarify
expectations
Assess
Develop
Demonstrate