Leadership Styles PDF (Adobe DRM) can be read on any device that can open PDF (Adobe DRM) files. Situational Leadership® II (SLII) is the most comprehensive and practical method of effectively managing and developing people, time, and resources in the world. SLII® is recognized as both a common language and a framework for employee development because it works across cultural, linguistic, and geographical barriers. First-time managers and managers with one or more direct reports who want to increase the frequency and quality of conversations about performance and development to gain commitment and retain talent. Two weeks ago we were disappointed to learn that both Washington state and Vermont awarded contracts to private prison corporation, GEO Group, to house overflow prisoners at the long-shuttered North Lake Correctional Facility in Baldwin, MI. This is concerning not only because of GEO’s particularly egregious history at the Baldwin private prison, but also because shipping prisoners out-of-state for profit is regressive and harmful criminal justice policy. It allows state leaders to ignore root causes of prison overcrowding and delay desperately needed sustainable reform. However, our ability to hold the government accountable becomes compromised when it outsources core functions, like incarceration, to private companies. The legislative process is long and layered and takes several rounds of engagement before a bill passes. Please call and write the members of the Senate Criminal Justice Committee ASAP and let them know you support protecting face-to-face visits at County Jails. Last Thursday the Michigan House approved legislation that would help private prison company, the GEO Group, get one of their shuttered prisons up and running again. House Bill 4467, if passed, would allow GEO Group to house Level V high-security prisoners at the now-empty North Lake Correctional Facility in Baldwin, MI. Recently, Grassroots Leadership Mental Health and Criminal Justice Coordinator, Eshe Cole, participated in Nation Inside’s webinar on Mental Health and Criminal Justice. Private Company, Corizon Health Services, Supports New House Bill to Privatize Medical Care In TDCJ Facilities: Say No To Corizon in Texas! Read more about Private Company, Corizon Health Services, Supports New House Bill to Privatize Medical Care In TDCJ Facilities: Say No To Corizon in Texas! Several weeks ago we asked you to communicate to members of the House County Affairs Committee your support for HB 549, a bill that protects the face-to-face visitation rights of people incarcerated at Texas county jails from being replaced with expensive, poor quality video chats.
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Without a common understanding of where leadership stands today and is falling short, a forceful case for change cannot be made. Do you know how people currently experience leadership in your organisation?  Is your organisation on the path to creating a step change in leadership strength fast and at low cost, the focus of blue ocean leadership?  Or do your leaders engage in acts and activities that hinder employees’ performance and motivation?  Here’s how to find out.  It’s the first step of the blue ocean leadership process.
A common mistake organisations make is to discuss changes in leadership before resolving differences of opinion over what leaders are actually doing.  Without a common understanding of where leadership stands today and is falling short, a forceful case for change cannot be made. Begin by drawing the current or As-Is Leadership Canvas.  To obtain a common understanding, we’ve found that asking managers to draw what we call the Leadership Canvas is highly effective. While there is usually a variety of views on the current leadership, only the acts and activities that capture what most of the organisation is saying most of the time for that level gets qualified as a leadership factor.
But the biggest ah-ha for the teams was that if all of this were true, it meant that there was scarcely any time for senior managers to do the real job of top management -- thinking, probing, and identifying the next challenges on the horizon and gearing the organisation up to capitalise on them. That is the focus of the second and third steps of blue ocean leadership and the subject of our next article. Download a PDF of this article and check back next Tuesday for "How to Develop and Select Your New Leadership Profiles". INSEAD is the home of the Blue Ocean Strategy programme, which is designed to help executives successfully implement the Blue Ocean Strategy in their organisations. You can follow blue ocean strategy and leadership on Twitter and Facebook and visit the website here.
This article is an outgrowth of Kim and Mauborgne’s study on Blue Ocean Leadership originally published in Harvard Business Review, May 2014. I am a fan of the strategy canvas, which I have been using for a while now and it is great to see how it can be effectively applied to leadership concept.
I can see how this approach might help companies to better articulate their leadership challenges and needs. CAPTCHAThis question is for testing whether or not you are a human visitor and to prevent automated spam submissions. Forcing companies and people to juggle conflicting demands can encourage symbolic compliance. Increasing government intervention in business may make middle management more important than ever. Covers the key areas of leadership styles, from developing a style to suit the situation and organizational type to cross-cultural issues and the new interest in 'servant leadership'. SLII provides leaders with a model and the tools for creating open communication and developing self-reliance in those they manage. The foundation lies in teaching leaders to diagnose the needs of an individual or a team and then use the appropriate leadership style to respond to the needs of the person and the situation.
Although the prison has been empty since 2011, Michigan law allows for the GEO prison to house prisoners, including those from other states, but only prisoners requiring Level IV security and below. Department of Justice’s Office of Inspector General released a report chronicling a number of egregious practices taking place at the one of the world’s largest for-profit prisons.
In our previous two posts, we explained how the concept of blue ocean strategy can be applied to the challenge of leadership and explored the four key pillars of blue ocean leadership that set it apart from conventional leadership development approaches. The Leadership Canvas is an analytic visual that shows the acts and activities leaders currently undertake and invest their time and intelligence in as perceived by each leadership level’s customers.
For large organisations, the team is then broken into three smaller teams, each focused on one of the three leadership levels. This is to keep the team focused on the common actions that capture the majority of leaders’ time at each level to avoid leadership profiles becoming everything and nothing.
The beauty of this step is that it begins to create a company-wide conversation on what actions actually absorb leaders’ time at each level and if these make sense given what needs to get accomplished.

Faced with direct evidence of the shortcomings of leader acts and activities that they heard firsthand and repeatedly, the BRG teams could not defend the current Leadership Profiles.  Drawing the As-Is Leadership Canvases made a strong case of the need for change at each of the three levels and it was clear that people throughout the organisation felt the same. Chan Kim and Renee Mauborgne are Professors of Strategy at INSEAD and Co-Directors of the INSEAD Blue Ocean Strategy Institute.
We should take advantage of analytical tools such as the leadership canvas to understand leadership reality within an organization.
Leadership canvases provide simple yet very powerful visual summary in displaying a company’s reality.
Examples and lessons from some of the world's most successful leaders, including David Simon and John Browne, Konosuke Matsushita and Herb Kelleher, and ideas from the smartest thinkers, including Manfred Kets de Vries, Ed Schein, Gareth Jones and Bob Goffee, Ken Blanchard and John Adair.
It is designed to increase the frequency and quality of conversations about performance and development.
An organisation should therefore begin by drawing the As-Is Leadership Canvas for each level of leadership. In this way at the same time that engagement is raised, leadership begins to be directly anchored in the organisation’s specific market reality and performance goals.
Once all the interviews have been completed, team members come together to pool the results of their interviews and group similar action statements to determine, based on frequency of citation, the dominant acts and activities people experience by leaders at each level.
Exhibit 1, “The As-Is Leadership Canvases of BRG,” depicts how the leadership profiles of each management level of a British retail company that we’ll call British Retail Group (BRG) are drawn. At this point the teams are usually chomping at the bit to explore what effective Leadership Profiles would look like at each level and to gain agreement on them.
They are the authors of Blue Ocean Strategy, which has sold over 3.5 million copies, is being published in a record-breaking 43 languages, and is a bestseller across five continents. It is a great way to apply blue ocean strategy tools to leadership development and I plan to introduce this concept at my company.
Marshalls) have outsourced the management of prison and immigrant detention facilities to private, for-profit companies like Corrections Corporation of America, GEO Group, and MTC (Management and Training Corporation). The objective here is to identify the key acts and activities – both good and bad - that actually absorb managers’ time so the As-Is Leadership Canvas can be drawn.
If employees’ comments are vague about what actions absorb leaders’ time, they are probed until an appropriate level of specificity is realised so that leadership actions are put in clear terms. As shown in the exhibit, senior managers’ time was largely absorbed doing what were essentially middle management actions. In three simple pictures, the leadership canvases captured the primary reasons for the organisation’s ocean of unrealised talent and energy, which was constraining leaders’ ability to drive high performance. It is not uncommon to find that 20 percent to 40 percent of leaders’ time is clogged with bureaucratic tasks and low value acts and activities.
Middle managers’ time was principally seen as being absorbed in upholding processes either outdated or not and blocking frontline leaders’ ability to expeditiously serve customers by enforcing red tape. 2 in The Thinkers50 listing of the World’s Top Management Gurus and are the recipients of numerous academic and management awards including the Nobels Colloquia Prize for Leadership on Business and Economic Thinking, the Carl S.
It is also not uncommon to find that leaders are under-investing in 20 percent to 40 percent of the acts and activities that interviewees cited as important at their level.
Finally, frontline leaders’ time was absorbed figuring out how to please middle managers and deferring customer queries to them though the queries all too often came back unsatisfactorily answered.
Sloane Award by the Association of Management Consulting Firms, the Leadership Hall of Fame by Fast Company, and the Eldridge Haynes Prize by the Academy of International Business among others. Kim is an advisor to several national governments and Mauborgne is a member of President Barack Obama’s Board of Advisors on education.

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