EFQM Forum Vienna 2013 · EFQM Forum Vienna 2013. ... leadership in a crisis • No such thing as...
Transcript of EFQM Forum Vienna 2013 · EFQM Forum Vienna 2013. ... leadership in a crisis • No such thing as...
Ian, Lord BlairThe Value of Values
EFQM Forum Vienna 2013
Developing Organisational Capabilities
• Managing Change within and beyond organisational boundaries:‐
• ....To establish shared values, accountability, ethics and a culture of trust and openness throughout the value chain
My presentation
“Leaders are like tea bags, you don’t know how good they are until they get into hot water”Eleanor Roosevelt
The Leader
“I wanna be the leader! I wanna be the leader! Can I be?Can I be?Can I?I can?Yippee, I am the leader!I am the leader. Okay what shall we do now?
‐Roger McGough
My stories
• Will largely come from policing
• Because that is what I know but
• I think you will find them relevant
• I hope you will find some of them fun and some of them moving
The Value of Values
• Der Wert de Werte• La Valeur de Valeurs
• Because despite the ambitions of leaders and politicians and even the mighty EFQM...
Not Everything is Perfect
• Sir Robert Mark, Commissioner of the Metropolitan Police, London (Scotland Yard) 1972:
By the end of this session, delegates will have understood how to:‐
• Examine diverse ways of thinking in leadership• Identify and evaluate negotiating and influencing beyond your sphere of authority
• Demonstrate an understanding of the importance of personal and corporate values in effective leadership
• Evaluate and apply how to lead to change and manage change to best effect
• Analyse and apply leadership theory to business and
operational practice… Phew !!
We can do all that
• But…• Leadership needs some fun
Antwerp
• http://www.youtube.com/watch?v=7EYAUazLI9k&feature=&p=624E42D86124D516&index=0&playnext=1
Antwerp
• http://www.youtube.com/watch?v=7EYAUazLI9k&feature=&p=624E42D86124D516&index=0&playnext=1
More seriously
• Some aspects of leadership theory – charismatic, transactional and transformational
• The importance of understanding failure and risk• The importance of recognising potentially gamechanging events
• The importance of understanding your own situations, strengths and weaknesses
• Above all, the value of values
So a short introductory word on leadership..
• Why airports should be banned from selling books on leadership….
• Leadership and Followship as well as leadership in a crisis
• No such thing as leadership skills specific to any one profession
Why Airports should be banned etc…“The Leadership Moment” by Michael Useem
Eugene Cranz and Apollo XIIIWagner Dodge and escaping the firestormJoshua Lawrence Chamberlain Part I: at the Battle of Gettysburg, 1863
(but NB Part II of the Chamberlain Story)
The Reality of Day to Day Leadership
A world• of partnership, ambiguity, compromise and political judgement
• with an unforgiving media, difficult people and conflicting pressures
• a new reality of lost jobs, of lost promotions, of a dissatisfied citizenry and frustrated workforce
• And of unremitting accountability above all• Charismatic leading from the front is not enough (Mumbai 2008) and is a concept dangerous for your self esteem
Leadership Signposts
• Leadership is leadership is leadership: whether in the military, accountancy, retail, health or police
• It can be taught: at worst case, as to approaches to be avoided or that being right is not enough
• Operational leadership consists of leadership skills plus professional competence
Leadership Signposts Cont’d
• Leadership is practiced by those who can inspire others to have confidence in him or her and in what he or she is doing; the greatest leaders are those who can inspire others to have confidence in themselves and in what they are doing.
• That is Transformational Leadership: doing the right things: as opposed to doing things right, which is Transactional leadership
Transformational Leadership
Transformational leadership shows behaviour as often as possible congruent with personal and organisational values:‐
MPS: “Having collective pride in quality policing:Building trust by listening and responding:
Respecting each other and working as a team: and Learning from experience and finding ways to improve”.
Leadership Signposts Cont’d
Confidence : that you are doing the right things • continuous testing of the mission (six pillars of inputs/outputs/outcomes)
• Inverting the view of the organization
Courage: to do what you believe to be right but remaining aware of the need to reflect on the possibility that you might not be
Optimism: “Leaders are dealers in hope.” Napoleon
Leadership Signposts Cont’d
Resilience against• Other pressures and events• The naysayers
Getting a life/work balance:‐
‐ Not taking the job too seriously‐ Not taking yourself too seriously‐ Humour‐ Family‐ Friends‐ Faith
Most Important of All. Followship: People in the organization believe that you will, not always, but most of the time answer “yes” to subordinates and colleagues asking that:
• “You hear me and try to understand what I am saying
• Even if You disagree with what I am saying, You do not make me feel that I was wrong to have contributed my view
• You remember that I care about this organisation• You treat me with respect and • You tell me the truth with compassion”
“Leaders are like tea bags, you don’t know how good they are until they get into hot water”.
Difficult people:‐• Give them time • Build alliances but not exclusions• Confront them early • Difficult events:
– Remember the rules of the golden hour• Remember that you are not alone: most leaders are living with – tough decisions– a hostile media– politicians with competing agendas (to be polite)
Joshua Lawrence Chamberlain Part II Transformational Leadership in action:
Appomattox, 1865
The importance of policing
Egon Bittner, Holocaust Survivor and US sociologist:“… the police officer and the police officer alone is equipped, entitled and required to deal with every exigency in which force has to be used.”
“”exigency” Bittner defines as “…something which ought not to be happening and about which someone had better do something NOW.”
From “Willy Sutton in pursuit of Florence Nightingale”
The importance of policing
• In every functioning state, the police are the principal agency ‘equipped, entitled and required’ to use force against the state’s own citizens
• Every state seeks to prevent power to direct the police being vested nationally in one person or ministry
• Like the absence of the rule of law, the absence of effective policing is an indication of a failed state
• A police force that serves only one political party or politician is an emblem of dictatorship
United Kingdom
• The achievement of Peel: police as “only members of the public that are paid to give full‐time attention to the duties that are incumbent on every citizen
• Non‐military, unarmed, low in numbers, low in powers, preventative – the shadow of Fouche’
• A gift to the world, as in the Heaven where the administrators are Swiss, the cooks are French, the lovers are Italian and the police are..British
• A message from Darfur.
The importance of policing: Challenges Ahead
Relevance?
• The next story is very uncomfortable• What is significant about it in terms of QM is that it was not survivable without the previous and unconnected determination to undertake organisational transformation
• The value of values
INTERNAL CULTURAL CHANGE
• A hierarchical, male, white, internally focused culture.
• Three cultures – or one?• The development of values• Learning together• The drive for diversity
Normal Accident: the Perrowdefinition
• ‘Normal accidents occur when complex machine elements malfunction, either individually or interactively, and human operators misjudge what is happening and respond with actions that accelerate the deterioration of the situation’
• From Charles Perrow, ‘Normal Accidents’ 1984: Three Mile Island and Chernobyl
The case of Jean Charles de Menezes
• Why did this ‘normal accident’ turn into an organisational catastrophe?
• Game theory meets risk theory?• Had there been a game‐changing event?• Did we misunderstand the significance of suicide bombers on the run?
The case of Jean Charles de Menezes
• The death of an entirely innocent man• A death for which the Metropolitan Police wasentirely responsible
• A death for which, as Commissioner, I was and remain accountable
• A death which I only use in this and other lectures in the hope that his death may not have been purposeless
MODEL OF RISK
HIGH RISKLOW IMPACT
HIGH RISKHIGH IMPACT
LOW RISKLOW IMPACT
LOW RISKHIGH IMPACT
RISK OF OCCURRENCE
SEVERITY OF IMPACT
Was the death of Jean Charles de Menezes a Black Swan?
• The 2007 theory by Nassim Taleb to explain:• The disproportionate role of high‐impact, hard to predict and rare events.
• The non‐computability of the probability of such rare events.
• The psychological biases that make people individually and collectively blind to uncertainty and unaware of the massive role of the rare event in human affairs.
WAS 21/7 A GAMECHANGER?
HIGH RISKLOW IMPACT
HIGH RISKHIGH IMPACT
LOW RISKLOW IMPACT
LOW RISKHIGH IMPACT
BP Deepwater Horizon and Menezes
Low Risk/High Impact Disaster plus ‘Murphy’s Law’ that before and after it, everything that could go wrong, does go wrong:
The Perfect Storm
07/0705 – 22/07/05
• 7/7 Bombs explode on the London Underground and on a London bus, killing 52 passengers and the four bombers, injuring many hundreds
• 21/7 Four further attempts to explode bombs on the underground by suicide bombers and another bus, this time unsuccessful
• 22/7 the manhunt begins
22/7: Suicide bombers on the run
• Never seen before in the West• Offenders had passed psychological barrier to killing and
being killed• The most intelligent of all weapons• There had to be a bomb factory/there was plenty of
unused bomb material in the 7/7 factory and in the Lutoncar/there had been a gun in the Luton car/ terrorists had killed police in Madrid by blowing up stronghold
• Greatest operational challenge for Scotland Yard since WWII
22/7: The Psychological State
• Public : bus passengers cheer at news that police had ‘shot a bomber’:
• Frontline officers: firearms team warned of need for special tactics and specialist ammunition:
• Top command: Success of reaction to 7/7; exhaustion; knowledge of awesome nature of the threat; ‘Operation Kratos’; trust in the organisation and their skill
The Swiss Cheese Model of Risk
Laws both amusing and true
• Murphy’s Law..
• O’Leary’s law
Laws both amusing and true
• Murphy’s Law.. Whatever can go wrong will go wrong…
• O’Leary’s law
Laws both amusing and true
• Murphy’s Law.. Whatever can go wrong will go wrong…
• O’Leary’s law…Murphy was an optimist….
Sequence of Events: O’Leary in the asterisks
• Rucksacks recovered from failed bombings reveal details of some names and addresses: are they real?
• Enquiries through the night to research including 21 Scotia Road, near Brixton, south London
• Teams called in to carry out surveillance: two types of team 1) long term surveillance of known individuals 2) fast‐time surveillance of suspected but unidentified individuals.
• Scotia Road team was type 1*
Sequence of events continued
• Scotia Road address was not individual house but block of apartments, with a common front entrance: Hussein Osman (terrorist) lived at no 21, directly above Jean Charles de Menezes, at 17; they looked like each other.*
• All those exiting to be video’d: J C de Menezesleft at 9.33am: Surveillance officer was relieving himself, did not video but said “worth a look’*
Alike or not Alike?
Sequence turns to Murphy’s Law
• Another surveillance officer gives positive ID‐’it’s him’: when asked how positive on a scale of 1 to 10, he had not been trained in such a concept*
• Officers in charge at NSY were the ‘A’ Team; the best
• The control room in NSY for this operation was one of many in use: it had no voice‐recording system*
21 Scotia Road
Stockwell Underground
Station Brixton Underground
Station
O’Leary’s Law takes over• Because positive ID, firearms team move towards scene• JC de M gets on a bus going north• Arrives Brixton Tube: gets off bus and then back on same
bus – classic counter surveillance movement (Brixton Tube is closed)*
• Described as agitated and texting furiously – he is late for work*
• Gets off and enters Stockwell Tube: where bombers had entered Tube system on day before*
• CCTV hard drives have been removed from the trains passing through Stockwell by police searching for evidence*
The agony of decision
• Commander Cressida Dick, operations expert (now highest ranking female officer in UK)
• Facing ‘a dynamic, rapidly‐changing operation in a timeframe which was rapidly diminishing, with a genuine risk of catastrophe’
• Some but not all of the firearms team reach Stockwell
• Dick orders ‘He is to be stopped from getting on the train’
The agony of decision II
• Surveillance officer ‘Ivor’, lightly armed, offers to stop him: Dick agrees
• Firearms team announce they are in post (well almost)* and are going ‘state red’: they are now ready: Dick stands surveillance officer down and hands control to firearms team
• It is 10.05 am• The radios do not work below ground*• It is 10.06am and Menezes is dead
Film Sequence (not all facts are correct)
Heroes or Villains?
• The bravery of Ivor• The firearm officer’s testimony: “I have brought the weapon
up into his facial area, hoping that it would have been seen or whatever, but he’s continued on his forward momentum towards me and it was at this stage that I formed the opinion that: he’s going to detonate, he’s going to kill us and I have to act now in order to stop this from happening.” Advocate: “You say in your statement ‘I thought he’s going to detonate. He’s going to kill us. I had no alternative. I must shoot him before he kills. In my mind I had no choice’: was that your state of mind at the time? “ Officer: “ Yes, sir.”
Murphy’s Law in the Afternoon
• To me: Asst Commr: ‘We’ve just shot one of the terrorists dead’
• Breaking one of the rules of the Golden Hour*: ‘Whatever you are told first, do not believe it: it is likely to be wrong or incomplete.’
• Why: because we had not seen the Game Change: not conceivable in our minds that Met officers could shoot the wrong man dead in a preplanned operation*
My Statement‘The information I have available is that this shooting is directly linked to the ongoing and expanding anti‐terrorist operation. Any death is deeply regrettable. I understand the man was challenged and refused to obey’
WAS 21/7 A GAMECHANGER?
HIGH RISKLOW IMPACT
HIGH RISKHIGH IMPACT
LOW RISKLOW IMPACT
LOW RISKHIGH IMPACT
NEW PRESSURES ON LEADERSHIP
• The rise of the 24 Hr Global media –• a story of a whale
Inquest
• Opens Oct 08, more than three years after event
• Firearms officers’ accounts heard for the first time
• Coroner refuses to allow verdict of ‘unlawful killing’ to be put to the jury
• Damage to Met over three exhausting years is immense and possibly unfair?
How did the Met survive
• Through reliance on its values• No blame down the chain• No BIRGing or COAFing• Supporting publicly but humbly the officers in the chain of command and who fired the shots
• Quiet, unpublic briefing through the value chain• Resilience, optimism and bloody mindedness• The Value of Values
• Leadership in the Round: from top to bottom, from success to failure, from inside to outside and vice versa in each axis
• The keys remain Transformational behaviour, courage mixed with self awareness, a splash of self doubt, a touch of humour and optimism to the bitter end.
Joshua Lawrence Chamberlain Transformational Leadership in action:
Appomattox, 1865