The many faces of leadership. A founder’s guide to contextually appropriate leadership.
Today ● Our leadership journeys ● Contextually Appropriate Leadership theory ● Theory into practice 2
About Us (The Exec Summary) 3
Gendry Morales Advisory | Elabor8 Founder | FlightPlan.tech @gendry_morales Then Now 4
Andrew Blain Founder | Elabor8 @ajblain Then Now 5
The importance of context. 6
Simon Wardley Town Pioneers Settlers Planners Kent Beck Exploration Expansion Extraction Market Theodore Levitt Growth Maturity Development Innovation Growth Optimisation 7
Contextually Appropriate Leadership Leadership and operating model considerations for different systems Innovation Growth Optimisation Entrepreneurial Collegiate Empirical Leadership Individual or Small Council (<=3) Flat Structures Hierarchical Management Small, fast teams with loose boundaries Small teams. Use data to inform team size. Larger teams are ok. Tight boundaries and responsibilities. Top talent High calibre talent Teams and Talent Good calibre talent Self driven development Loosely structured developmental programs Tightly structured, skills based development programs Entrepreneurial Learning / Developmental Compliant Imaginative, Obsessive Collegiate, Curious Conservative, Risk Averse Culture 8
Contextually Appropriate Leadership Leadership and operating model considerations for different systems Growth / Expansion Optimisation / Extraction Innovation / Exploration Metered funding Capacity Funding Business Case Funding Funding Organise around a Mission Organise around the Customer / Product Organise around Process / Function - Focus on Effectiveness - Focus on Effectiveness and Efficiency - Focus on Efficiency, Cost / Risk Management, Economies of Scale - Enabling Constraints (e.g. funding - Governing Constraints (experts can make runway, themes, etc.) decisions) - Rigid Constraints (decisions are encoded Operating Model in policies/procedures) - Lean Startup / Design Thinking - Scrum / Nexus - Lean Kanban - Hypothesis Driven - Customer Centric - Margin Centric 9
Systems of Innovation. 10 10
What it looks like How you lead About ● Collaborate with the Most things are unknowns: Global community ● Market size ● Add constraints ● Customer segment ● Choose a direction and ● Which tech to build with chase it with conviction, Emerging tech founder knowing that it’s probably Everything you do know is wrong flightplan.tech is a no coding counterintuitive to most platform for blockchain. people I am part developer, part UX designer, part crypto illuminati. 11
What it looks like How you lead About ● Established customer ● Don’t go broke ● Never take your eye off segment ● Established competitor the sales pipeline ● Find extraordinary people landscape ● Differentiation through ● Operationalise the The startup founder specialisation (low mundane ● Build your brand entry cost) I started Elabor8 with two co-founders in 2009, fresh faced and enthusiastic. 12
Systems of Growth. 13
What it looks like How you lead About ● Dunbar’s reality ● Maintain connection ● The hunter becomes through vision and values ● Market your culture the hunted ● Imitation - the highest ● Stay ahead of the curve ● Beware the red tape crisis form of flattery The medium enterprise leader Fast forward to today and Elabor8 has four offices and over a hundred staff servicing 25% of the ASX 50 14
Systems of Optimisation. 15
What it looks like How you lead About ● Knowing the policies, ● Work the system ● Navigating the political respecting the rules and norms landscape and alliances ● First taste of business across the organisation ● When to stretch and when responsibility and The General Manager impact of business to move to something new results on teams This was where I learnt to run ● Being a change agent Executive Steercos, manage Portfolio budgets and lead teams of 100s of people. 16
Bringing it all together. 17
Innovation Growth Optimisation 18
In summary ● Our leadership journeys ● Contextually Appropriate Leadership theory ● Theory into practice 19
Q & A. 20
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