|
|
 |
 |
  |
 |
|
|
 Leading Canada Forward in a Global Community Vol 1 Issue 2- Nov 2005 By Doug Macnamara
Value shifts in society and the internationalization of business are challenging us to let go of the familiar. We must find new ways of creating value, better approaches to exporting our products and services, and enhanced safety of our community while sharing our wealth with others less fortunate. Indeed, as the world has become more interconnected, globalization is clearly a future which is unlikely to be turned back. And while it can sometimes be seen as a threatening, loss-of-control kind of concept, globalization in and of itself doesn't have to be negative. Globalization can mean the shift towards more 'knowledge jobs' in North America as the more basic jobs go elsewhere. It has the potential to provide exciting international careers or new markets for our products and services. It can also mean increased standards of living, health and education for those workers in developing countries that now have jobs especially if we pay them decently. The positive side of globalization, just like change and complexity, does however require more thought, a higher sense of values, increased engagement of community and a broader set of measures of success beyond simple financial return to shareholders. It also has to be driven by a sense of longer-term sustainability and stewardship of our planet for the benefit of our children, grandchildren and further generations. In addition, it requires a significantly higher level of leadership practice from our senior executives, politicians, community and not-for-profit leaders. Enhancing Your Frame for Global Leadership The following four frames for executive practice have been identified as being key to successful global leadership: 
The four frames reflect different levels of pattern recognition. While C- and D-frame perspectives can see, understand and practice the different perspectives inside their holonomies, it can be difficult for those in A-or B-frames to understand and appreciate the higher level perspectives outside their own. Frame A Self/Technical perspective tends to focus on personal tasks, personal skill and expertise development, and might even take a "what's in it for me" or "cover my butt" attitude. Technical competence in a relatively narrow aspect is highly valued and displayed, while perspective of the bigger picture and how to leverage this expertise with others is somewhat limited. In a leadership position, the executive operating from this frame is likely seen as directive, and wanting things done their way; often creating organizational systems focused on compliance. These leaders are most likely to take a local or "inside-Canada" perspective, and see globalization as a threat rather than an opportunity. Frame B Team/Analytical perspective works to leverage the talents and knowledge of the immediate team. Leaders using this frame will often keep a tight grip on their areas, providing strong direction, clear delegation and personal oversight of decisions and problem solving, yet generating high performance local-team success. Issues and opportunities are analyzed from a context of what the team can control. Cause-and-effect thinking is common in the belief that a single correct answer is required and indeed possible. "Stovepipes", blame assignment and competition for common resources is usually evident between teams. This style would be more traditional in exporting what we have to global markets without too much adaptation for the needs of different cultures. Frame C Organizational/Systems perspective leadership more easily crosses departmental boundaries to orchestrate collaboration, co-operation and innovation across the organization. With a systems approach, leaders consider the nature of the relationships between parties, and their multiple interdependencies looking to leverage added value. In this frame, leaders take ownership for the success of the organization as a whole (including their own piece), yet recognize that it may be impossible to predict all the results of an intervention in the system before making decisions. This requires looking for patterns and facilitating ingenuity from a variety of contributors to continuously recombine elements into new products, services or operational processes that enhance value. This kind of leadership is going to be more progressive in developing relationships in other countries as well as adapting and innovating for other cultural needs. Frame D Community/Network perspective moves the leader's reference points external to their organization pursuing an understanding of how their organization impacts and connects to other parties. The Network leader also studies the dynamics in the marketplace, trying to conceive how best to position the organization's products, services and programs to continue to provide value amid shifting expectations, competition and trends. They try to both create and capitalize upon new dynamics while remaining focused on achieving the broad outcomes co-created with the involvement of others (clients, government, citizens, suppliers, etc.). With this co-creation comes increased accountability in meeting expectations, heightened ability for transparency to community and responsibility for societal advancement. This style would seek to create international partnerships, and the co-creation of new products or services in different international markets for high value to suit their local conditions. Staying at the Technical/Analytical level keeps leaders and organizations in reactive, inward-looking practices but with a sense of control. Resultant efficiencies while good for the business in one aspect can also threaten creativity and innovation particularly with those employees and managers that are continuously overloaded. This further carries the risk of negatively impacting others outside your focus. Moving to Systems and Network frames allows the leader to build ownership for success and increase energy, motivation and co-creation of new value with a passionate group of workers. State-of-the-art, global leadership today is anchored by one's ability to move up and down through these executive perspective holonomies, applying the proper perspectives and practices required by each particular challenge. In order to do this however, the executive must first and foremost be able to lift themselves into the Network perspective, as context for everything else. This shift to Network leadership approaches can help leaders deal more effectively with the challenges that traditional analytical management approaches have unintentionally created. So how can you lift yourself up to Network Leadership and address proactively the global dynamics around you? A big part lies in the way you ask questions of yourself and of those around you. The Way You Ask Questions Matters Executives might not always have all the answers indeed from a Systems or Network perspective this is quite unlikely. However, it IS important for executive and organizational success to be good at asking questions of colleagues, staff, customers, consultants, suppliers and other involved parties. Given an issue or problem to address, the way we ask our questions will quickly take us and those around us into the different perspectives described above.
These kinds of questions (asked openly or subconsciously) drive the leader and others into the A-Frame. You are forced to draw upon your own knowledge and experience to address the situation. This might not be a bad thing, yet it will have its limitations especially in change situations where you have never been before. This approach can lead to many people contributing ideas but nobody actually listening. It also promotes an organizational CYA ("cover your ass") and/or "blame frame" culture.
A Systems thinking (Frame C) approach would ask:
The Network Leader lifts people up to an even higher level of perspective and solutions-building, by asking frame D-style questions:
|
 |
|
Copyright
© 2005-2007 by Corporate Training Magazine Inc.
All rights reserved. |
