How Servant Leadership Drives Superperformance

Transcription

1 Coaching, Education, and Transformation Services How Servant Leadership Drives Superperformance Dave Guerra Fleming s in The Woodlands August 27, 2015

2 INTRODUCTION

3 Objectives Understand and Explore Superperformance Explore Systems Thinking, Servant Leadership, and Transformation Understand and Explore Servant Leadership Develop a Strategy to Leverage this Knowledge for Internal Auditing Have Fun!

4 Who is Corpus Optima? Quality Geeks Inform in One Area: Superperformance Science-Based, Evidence-Driven 21 st Century Worldview Triple Braided Advisory Servant Leadership Systems Thinking Transformation

5 What Do We Do? 1. Super Coaching (Executive Coaching, Management Coaching Academies, Coaching Cultures) 2. Super Equip Others (Executive and Multi-Level Talent Development) 3. Super Transformation Services (Super Change Services) 4. Certify Internal Super Agents (Super Coach, System Performance Advisor, Super Change Agent)

6 A VUCA Future Today more than ever, the technological, market, geopolitical, social and economic realities of contemporary life constitute unprecedented levels of stress for individuals and organizations in the Oil & Gas Industry. For more and more of us the environment is increasingly VUCA : Volatile Uncertain Complex Ambiguous

7 Surviving VUCA It is not the strongest of the species that survives, nor the most intelligent it is the one most responsive to change. Charles Darwin

8 Beak of the Finch 10

9 What is True North? The less effort, the faster and more powerful you will be. Bruce Lee 11

10 Understanding SUPERPERFORMANCE

11 What is Superperformance? Superperformance is operationally defined as peer outperformance sustained over time.

12 Deming Profound Knowledge Systems Knowledge Variation Psychology

13 The Superperformance Formula P C SP

14 8 Simple Rules 1. Process x Culture = Superperformance. Superperformers leverage the unlimited potential in this core interaction. 2. Superperformers superperform over time. Superperformance is a second-order steady state sustained over time. 3. The paradigm shift of Superperformance is from machine to organism. Organizations are living, complex adaptive systems, not machines. 4. Superperformance is created by super management and super leadership. In superperforming organizations, management and leadership act as the left and right brain of the organization. 5. Superperformers transform flow. Process optimization is flow optimization. 6. Superperformers unleash passion. Culture optimization is liberating the superhero inside every person. 7. Superperformance requires metamorphosis. The shift to Superperformance requires a critical phase transition, trading old paradigms and habits for new paradigms and habits. 8. Superperformers oscillate to continue superperforming. Because they are polar-complements, process and culture live in natural tension, eternally shifting back and forth between two poles.

15 10 Superperformers

16 Impact of Superperformance 20 Year Performance of $20,000 Invested in S&P 500 vs. Super Fund. $1.4MM Source: Morningstar and Aim Investments, Superperformance, 2005 $288K S&P 500 SP FUND

17 Triple Braid of Superperformance Servant Leadership Systems Thinking Transformation Serve First Grow Others See the System Improve the System Revolutionize Improvement Unleash Spirit

18 Polar Complementarity

19 WHO CAN BE SUPER?

20 The PATTERN

21 The Pattern One day this will be the common knowledge of school children. Niels Bohr (on particle-wave duality)

22 Opposites are Complements Contraria sunt Complementa. - from Bohr Family Coat of Arms

23 Polar Complementarity EDGE OF CHAOS ORDER SWEET SPOT CHAOS

24 Polar Complementarity

25 Process x Culture X

26 Process x Culture Transformation

27 Polar-Complementary Method

28 Polar-Complementary Method Process Culture

29 Polar-complementarity is Tacking EDGE OF CHAOS PROCESS ORDER SWEET SPOT CULTURE CHAOS

30 Polar-Complements

31 Polar-Complements

32 Polar-Complements

33 Polar-Complements

34 Tacking

35 What is Supeperformance Telling Us?

36 EDGE OF CHAOS ORDER SWEET SPOT CHAOS

37 Electromagnetism

38 Faraday s Electromagnetism I was at first almost frightened when I saw such mathematical force made to bear upon the subject, and then wondered to see that the subject stood it so well. Michael Faraday, Letter to James Clerk Maxell (25 March 1857), commenting on Maxwell's paper titled "On Faraday's Lines of Force

39 Bohr s Particle-Wave Duality

40 The Pattern in Biology... My mouth fell open and my heart began to race. - James Watson, Nobel Prize for Discovery of DNA Molecule, about his reaction at first sight of Photo 51

41 Structure of DNA Molecule Double Helix with Complementary Bases

42 Opposite Directions Double Helix with Complementary Bases

43 Eastern Seeking Harmony

44 The opposite of a correct statement is a false statement. But the opposite of a profound truth may well be another profound truth. Niels Bohr, Physicist Father of Quantum Mechanics On the Complementarity Principle

45 HOW SERVANT LEADERSHIP DRIVES SUPERPERFORMANCE

46 Superperforming CEO Liberating the Promise Within 15 Distinctions

47 Who are the People at the Top?

48 The Servant Leadership Revolution Google N-GRAM VIEWER

49 Servant Leadership Companies A Growing CHORUS

50 Background: Conscious Capitalism Movement Triple Bottom Line People Planet Profit

51 Servant Leadership by Greenleaf The servant-leader is servant first It begins with the natural feeling that one wants to serve, to serve first. Then conscious choice brings one to aspire to lead. That person is sharply different from one who is leader first, perhaps because of the need to assuage an unusual power drive or to acquire material possessions The leader-first and the servant-first are two extreme types.

52 Servant Leadership by Greenleaf The difference manifests itself in the care taken by the servant-first to make sure that other people s highest priority needs are being served. The best test, and difficult to administer, is: Do those served grow as persons? Do they, while being served, become healthier, wiser, freer, more autonomous, more likely themselves to become servants?

53 Summation

54 Manage Process, Lead People. Quantum Mechanics of Superperformance

55 How Process Occurs

56 How Culture Occurs

57 Superperformance Points to Something New

58 They Complete Each Other Management Leadership The New Management Science is not a Management Science alone, but a Leadership- Management Science Together!

59 What to Do Control (Work) Liberate (Spirit) The New Biophysics

60 Implications It will not suffice to learn all about the present style of management. One could learn all there is to know about ice, but know nothing about water. W. Edwards Deming

61 Biological Organization System Flow Linear Performance of Processes and Systems Predictability Emphasized Control-Driven (Statistical, Homeostatic)

62 Complex Adaptive Organization Intangible Nonlinear Inspiration and Involvement of People Interactions and Relationships Influence-Driven Emergent Self-Organizing

63 Best of the Best Process Average Super! Mediocre Average Culture

64 Implications It Has Become a Long Game Superperformance Should be the Target VUCA is the New Normal The New Management Science is a Life Science The New Finch is Optimization

65 True North: 9 Things to Do 1. Step into Super Reality (Play the Long Game) 2. Adopt and Distribute Servant Leadership 3. Embrace Agility, Super Focus, Simple Rules, Clarity 4. Move from Machine to Organism View 5. Institute Happiness 6. Institute Systems Thinking (Operations Excellence) 7. Keep Your Equanimity 8. Bring Your Passion to the Game (Lace Up Your Sneakers)

66 Thank You! Dave Guerra linkedin: daveguerra

67 For a free electronic version of Superperformance and The Superperforming CEO go to: password: superaudit good through 9/26/2015