Leadership Scaffolding

161 Pages·2006·4.492 MB·English

by  Judith Elliott (Auth.)

Leadership Scaffolding Leadership Scaffolding
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Leadership Scaffolding Leadership Scaffolding
J E J E
UDITH LLIOTT UDITH LLIOTT
Chandos Publishing Chandos Publishing
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First published in Great Britain in 2006 First published in Great Britain in 2006
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1 84334 206 5 (hardback) 1 84334 206 5 (hardback)
978 1 84334 205 2 (paperback) 978 1 84334 205 2 (paperback)
978 1 84334 206 9 (hardback) 978 1 84334 206 9 (hardback)
© J.Elliott,2006 © J.Elliott,2006
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Acknowledgements Acknowledgements
For my father, who said I would have to write this book For my father, who said I would have to write this book
three times to get it anywhere near acceptable, and he was three times to get it anywhere near acceptable, and he was
right. right.
Many people helped with this book and in different ways. Many people helped with this book and in different ways.
First, thank you to the following for their patience and good First, thank you to the following for their patience and good
sense when discussing their views on what makes a good sense when discussing their views on what makes a good
middle manager: Kate Carrick, Liz Wilson, Paul Bowden, middle manager: Kate Carrick, Liz Wilson, Paul Bowden,
Paul Cooke, Bill Parsons, and Ann Wilson. Thank you to all Paul Cooke, Bill Parsons, and Ann Wilson. Thank you to all
my clients, past and present, who provide regular material. my clients, past and present, who provide regular material.
Thank you to Julia for her technical expertise with the PC Thank you to Julia for her technical expertise with the PC
and also her general support and encouragement and thank and also her general support and encouragement and thank
you to Sonia for listening, support and many coffees. you to Sonia for listening, support and many coffees.
Finally thank you to Jim and Sophie for putting up with a Finally thank you to Jim and Sophie for putting up with a
virgin writer, and Jim especially for being on my side all the virgin writer, and Jim especially for being on my side all the
time. time.
ix ix
List of figures List of figures
1.1 One-year business plan for department x 21 1.1 One-year business plan for department x 21
2.1 Pyramid strategy model with specifics towards 2.1 Pyramid strategy model with specifics towards
the top and broader visions at the bottom 29 the top and broader visions at the bottom 29
2.2 Four strategy pillars 30 2.2 Four strategy pillars 30
2.3 Simple strategy template 31 2.3 Simple strategy template 31
2.4 The Eight-Stage Communication Circle 2.4 The Eight-Stage Communication Circle
(Icke, 2003) 38 (Icke, 2003) 38
2.5 The DIKAR model (Venkataram, 1996) 44 2.5 The DIKAR model (Venkataram, 1996) 44
2.6 Visually mapping network links 48 2.6 Visually mapping network links 48
3.1 The Performance Management Cycle 3.1 The Performance Management Cycle
(Drucker 1958) 55 (Drucker 1958) 55
3.2 Applying the McKinsey 7-S model to an 3.2 Applying the McKinsey 7-S model to an
individual in your department 58 individual in your department 58
3.3 Shortlisting matrix with weighting 70 3.3 Shortlisting matrix with weighting 70
5.1 A simple, generic view of performance reviews 105 5.1 A simple, generic view of performance reviews 105
6.1 Why develop the workforce 115 6.1 Why develop the workforce 115
6.2 The development gap 115 6.2 The development gap 115
xi xi
List of tables List of tables
1.1 Questions to ask, and why 6 1.1 Questions to ask, and why 6
1.2 McKinsey 7-S (Peters et al., 1980) 13 1.2 McKinsey 7-S (Peters et al., 1980) 13
3.1 Interview structure: a recommended pattern 3.1 Interview structure: a recommended pattern
(Torrington and Hall, 1991) 75 (Torrington and Hall, 1991) 75
6.1 Where to collect data and for what 119 6.1 Where to collect data and for what 119
6.2 Comparing development methods 128 6.2 Comparing development methods 128
6.3 Key evaluation questions 130 6.3 Key evaluation questions 130
6.4 Hamblin’s evaluation levels 131 6.4 Hamblin’s evaluation levels 131
xiii xiii
Preface Preface
There are a lot of good books and courses around on There are a lot of good books and courses around on
management. They all tell you whatyou need to know to do management. They all tell you whatyou need to know to do
a decent job as a middle manager. This one is different a decent job as a middle manager. This one is different
because it’s the first one to tell you how to. Not just how to because it’s the first one to tell you how to. Not just how to
delegate, or motivate, or write a strategy, but how to do it delegate, or motivate, or write a strategy, but how to do it
all. And how to do it all so that everything joins up, all. And how to do it all so that everything joins up,
seamlessly. seamlessly.
Successful organisations actually put a range of processes Successful organisations actually put a range of processes
in place to enable managers to manage. They set up a in place to enable managers to manage. They set up a
framework, if you like, to work by – mechanisms that framework, if you like, to work by – mechanisms that
encourage managers to delegate, motivate, involve and so on. encourage managers to delegate, motivate, involve and so on.
I call this scaffolding. Different organisations have their I call this scaffolding. Different organisations have their
own, unique scaffolding, which is fine. Pizza meetings for own, unique scaffolding, which is fine. Pizza meetings for
the whole company on a Friday afternoon work well in the whole company on a Friday afternoon work well in
some places, not in others. A state of the nation address some places, not in others. A state of the nation address
from the MD is pretty common but the style varies hugely. from the MD is pretty common but the style varies hugely.
Each to his own. Each to his own.
But in the following chapters we will review the minimum But in the following chapters we will review the minimum
scaffolding required. The bad news for some of you is that scaffolding required. The bad news for some of you is that
the minimum is actually a lot. But simple though. the minimum is actually a lot. But simple though.
Of course, you might be a pretty darn good manager, in a Of course, you might be a pretty darn good manager, in a
pretty well-scaffolded organisation. In that case, regard this pretty well-scaffolded organisation. In that case, regard this
book as a sort of pulse check. I interviewed a fair bunch of book as a sort of pulse check. I interviewed a fair bunch of
seriously good managers for this book and every single one seriously good managers for this book and every single one
of them found at least one process that we talked about that of them found at least one process that we talked about that
needed improving in their area. needed improving in their area.
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Leadership Scaffolding Leadership Scaffolding
On the other hand, you might work in a place that is On the other hand, you might work in a place that is
distinctly short on scaffolding. You might even take an distinctly short on scaffolding. You might even take an
active dislike to some of it. ‘Write a micro-strategy ... but active dislike to some of it. ‘Write a micro-strategy ... but
why?’ I hear you say. Or, ‘meetings, more meetings!’. why?’ I hear you say. Or, ‘meetings, more meetings!’.
Trust me, I get around quite a bit. The truly excellent Trust me, I get around quite a bit. The truly excellent
middle managers have a full range of processes in place, middle managers have a full range of processes in place,
regardless of what the rest of the organisation does. And not regardless of what the rest of the organisation does. And not
only do they have the range, but the scaffolding is joined up; only do they have the range, but the scaffolding is joined up;
there are no gaps. there are no gaps.
The other two significant keys to their success are: The other two significant keys to their success are:
1. Tenacity – they set up the processes and they pursue them 1. Tenacity – they set up the processes and they pursue them
consistently, year in year out. consistently, year in year out.
2. Involvement – they use the processes to involve their 2. Involvement – they use the processes to involve their
teams. They consult, seek ideas, encourage creativity, teams. They consult, seek ideas, encourage creativity,
delegate; the whole shooting match. delegate; the whole shooting match.
Perhaps, now you are aware of this concept of scaffolding, Perhaps, now you are aware of this concept of scaffolding,
it is time to tell you about the processes. Each chapter it is time to tell you about the processes. Each chapter
describes the steps you take to achieve certain outcomes. describes the steps you take to achieve certain outcomes.
Each of these steps are the scaffolding, to be taken year in, Each of these steps are the scaffolding, to be taken year in,
year out. year out.
Don’t be put off, it isn’t rocket science, anyone can do it. Don’t be put off, it isn’t rocket science, anyone can do it.
It’s just that a lot of managers don’t. It’s just that a lot of managers don’t.
The words look fancy, very corporate, but the actions are The words look fancy, very corporate, but the actions are
simple – and so are the results. The overall scaffolding, simple – and so are the results. The overall scaffolding,
when you stand back to admire it, will look complex, but we when you stand back to admire it, will look complex, but we
all know each piece of scaffolding is just a straight piece of all know each piece of scaffolding is just a straight piece of
metal, and not that long either. metal, and not that long either.
The following bullet points give an overview of the The following bullet points give an overview of the
forthcoming chapters – of both the scaffolding processes forthcoming chapters – of both the scaffolding processes
and the outcomes: and the outcomes:
xvi xvi