Summary of: Book Leading When You're Not the Boss For Roger Strathausen

 

NAME: MOHAMMED FATEH ALRAHMAN ALI RABBAD

NIM: 01218148

NAROTAMA UNIVERSITY , SURABAYA INDONESIA.

ARTICLE ABOUT: Summarize Book Leading When You’re Not the Boss , Eight Chapters

FOR: Roger Strathausen

SUPERVISZED BY HJ.I.G. AJU NITYA DHARMANI SST,SE,MM

 Introduction

The eight book chapters alternate between discursive texts (Chapters 1, 3, 5, and 7) which put forth logical arguments, and aesthetic texts (Chapters 2, 4, 6, and 8) which present a leadership story with the fictitious protagonist Dave at the center.

Leading When You’re Not the Boss is written for three audiences: First and foremost, it is written for business leaders around the world. Second, it is written for anyone seeking meaningful work in large organizations. Finding meaningful work not only is a matter of discovery, it also is a matter of creation. Regardless of where we stand in the organization, each and every one of us can contribute to a leadership culture in which personal growth benefits the whole enterprise, and vice versa. And finally, the book is written for academics, consultants, and practitioners interested in the topics of human resources, organizational design, and the future of work.

How can we foster people’s ability to create value? How can we enable frontline employees to tackle work problems where they arise: in daily operations, along the value chain, at the interface of (internal) supplier and (internal) client?

Crises and Change

Today, these questions are more pressing than ever. We live in a world of constant change. In the past century, more people have been born and more inventions made than in all the previous millennia of human history.

I am mentioning the current EU refugee crisis because it provides an example of the fundamental belief embodied in this book: the belief that change is inevitable. Change is coming faster and more radically than ever—not only in the socio-political realm, but also in the economic and business realm, in the way companies are built and work is organized.

Innovation and Creativity

Innovation and Creativity For us, growth is more likely to come from innovation than from increased productivity. Companies need good ideas to stay competitive. Of course, productivity and innovation are inter-dependent. Technical innovations lead to higher productivity, and higher productivity creates resources for more innovation. Yet there is always tension between the new and the existing. Optimizing what already exists is where management has proven to be a very successful organizational paradigm in the last century. The separation of work planning and work execution along vertical positions realizes economies of scale and increases efficiency, but also is bureaucratic and resistant to change. Management creates structural knowing-doing gaps,2 and we need to reinstate employees as natural units of thinking and acting. Such a new, postmanagement approach would increase organizational innovation and agility. True innovation, the forming of something new that is viable on the market, involves trial and error, and innovation thus consumes resources without immediate payback. For large organizations, it makes economic sense to hand the innovation challenge down to each and every employee and to enable short feedback loops between diverse groups of people. The more people contribute ideas, regardless of their hierarchical level, the more likely it is to find the best solution to a problem. Business scholars like Vijay Govindarajan and Chris Trimble in The Other Side of Innovation are convinced that, due to the global economy, “the organization of the future will be much more adept at simultaneously delivering efficiency and innovation.

Established economies need to tap into the one resource that is supplied by nature and produces more value that it consumes: human creativity. Creativity is a distinct feature of intelligent life. Machines are better and faster at executing prescribed routines, but machines are not creative. Human creativity often requires time and a certain form of leisure—good ideas come to us at the strangest moments and places. In a culture based on the management ideals of moremoremore and fasterfasterfaster, creativity is unlikely to appear. Whatever companies do to promote creativity, one aspect remains crucial: People become creative when confronted with problems. We need to encourage and enable employees at all levels of the organization to tackle and solve problems directly where they occur, instead of passing them up the ladder and waiting for the bosses to decide. unthinkable, but it works! Freeing people of bureaucracy and stifling hierarchies is more likely to result in innovation and productivity than in chaos. Work is much more than gainful occupation and a means for survival; it is an expression of ourselves, a way to develop our innate potential. We come to ourselves through work, by changing our environment according to our ideas. In other words, we are what we do.

As important as economy is for our prosperity, we must always remember that being human comprises much more than the production and distribution of material wealth. Economics cannot replace ethics, and numbers cannot replace ideas.

Content and Structure of the Book

In this book, we adopt a business perspective on companies, that is, we focus on the interaction of internal lines of business along the value chain that ends with the customer. This one-sidedness is intentional, because we are not primarily interested in companies per se, but in leadership and the benefits of non-hierarchical work structures in complex organizations.

As a reader, your main take away from the book should be the importance of context and mindset for leadership. I do not believe one can present a new leadership culture in a programmatic way, as a ready-made set of rules and recommendations. Instead, readers have to use the modules in the book as stimuli and as means to actively create the form of leadership that works for them.

Chapter 1

Change, As Planned and As Happens: A Plea for Human Values

Economic Rationality

Economy can be defined as the production, distribution, and consumption of goods and services through money as a medium. In fact, we can say that the separation of a desired end from the means to achieve this end represents the core of economic rationality itself. Economics, the social science developing theories on economy, focuses on means-end relationships and analyzes rational choices for maximizing personal utility—no matter what this utility is.

The Great Recession

The opposing beliefs on the future create a kind of equilibrium,

which is why investment bankers and many others believed that derivatives, that is, bets on the future, are actually good for the economy and reduce risk.

In fact: we want it all, and ideally at no cost. I believe economic crises are also a chance for consumers to think about what is really important to us, and how much we are willing to pay for it.

Markets

One lesson to be learned from the financial crisis is that global markets need to be regulated beyond fiscal and monetary policy, that is, beyond the mere setting of taxes and central interest rates. Neo-economic theory claims that the self-interest of the individual market participants creates benefits for all.

Yet our analysis of the Great Recession has also shown us that, to a certain degree, markets need to be controlled in order to avoid that profits through speculation are privatized, while the much larger financial losses of these speculations are socialized and have to be covered by the tax payers. Economic rationality, left to its own devices, tends to produce contradictory effects. Remember that the Great Recession was caused by a financial product, namely derivatives, which originally was believed to reduce the risk of crisis.

Humanist Economics

I call for a humanist economics and a reintroduction of human values in the way we think about the economy.

Chapter 2

Leader, Know Thyself

While working as a manager you must :

 1- The entrepreneurial challenge it presented. When you can’t just command someone else to solve a problem for you.

2- You have to take care of

things yourself and make do with whatever you are given.

3- You have to become a problem solver.

4- You have to become  an innovator and  find  the source of creative solutions. It’s sink or swim.

 5-You have to  appreciate the complexities. Processing lots of information, moving targets and shifting priorities.

6- What really mattered was that you had a clear

and realistic understanding of your strengths and weaknesses.

7-Set the right goals.

Chapter 3

Management Unplugged: Modulating to a Post- Management Key

 

Management means we are in charge, that we can achieve our goals. Even our everyday speech reflects this feeling of control. “I’ll manage” we say when faced with a problem, meaning that if we plan right and execute efficiently, then we will be successful—such is the promise of management.

The markets are complex and cannot be predicted. In fact, unpredictability is a core characteristic of complexity: A system or model is complex when its overall behavior cannot be predicted even if one possesses all information on its elements and their relationship to each other.

Companies define key performance indicators (KPI) and use them to manage the process of creating and implementing new ideas.

 Besides high customer expectations, there are  three more business challenges that apply to most companies:

1-competition.

2- cost pressure.

3-demographic workforce shortage, and legal requirements and regulation.

Management has become the primary means by which corporations seek to satisfy legal requirements and be compliant.

The management paradigm

Management We define management as an organizational paradigm that separates work planning and work execution along hierarchical positions.

A paradigm is a mental template we use to make sense of the world around

      
us.

Management Paradigm

                                                  Management Paradigm

Modern management still creates power structures that are ordained from above and are legitimized solely through property rights, and not from below, through the consensus of those over whom power is exerted.

One of the management flaw I want to describe is that management, while it is supposed to be a means to achieving company goals, has actually become an end in itself.

An organizational paradigm that separates work planning and work execution along hierarchical positions.

The Post-Management Paradigm

Analyze three aspects of collaborative work to compare the management paradigm to the post-management paradigm:

organizational structure, resource allocation, and smallest unit of value production.

We start our comparison of the two paradigms by looking at the aspect

organizational structure. Managed organizations are structured hierarchically, either by means of a top–bottom distinction or by means of a center–periphery distinction. In both cases, the position of an element within the structure expresses its hierarchical importance. The elements at the top and in the center are the most important, the elements at the bottom and at the periphery are the least important. One might call hierarchical organizations militaristic.

Comparison	The management paradigm	The Post-Management Paradigm
Organizational challenge	Innovation CEO of a company lacks ideas or makes wrong decisions.	Coordination. Organizations are structured as networks.
Resource allocation	allocated ad hoc according to the market mechanism of supply and demand.	resources are no longer allocated to functions.
Smallest unit of value production	production is the combination of the manager, who does the planning, and his or her staff members who execute the plan.	production is the individual employee him- or herself who naturally integrates planning and execution and can act as a leader in a variety of different contexts and projects.

  

Chapter 4

Illustrative example of the author.

Chapter 5

  

Let Talent Lead! Promoting Self- Organizing Teams

If you own stock in a company and thus are a co-owner of that company, then own it. Don’t just look at financial aspects, at return-on investment, stock prices, and dividends, look at the whole of the company and at what it does to the world. Ask yourself if the corporate culture is such that you would want to work there, and think about whether the company’s products and services

are in line with your personal values. Cultivating personal values and beliefs is important because experience tells us that we find meaning and strength in committing to an idea that is bigger than ourselves.

Corporations are legal entities, and in order to maintain their integrity, they

must be governed by an overall purpose. Stock owners should be more active in defining that purpose, and not just leave this crucial responsibility to executive management. We emphasize the distinction between owners and managers because it makes us realize that even board members and top executives are employees like all other employees of a company. Managers do not own their respective teams, departments, and subsidiaries. Managers are part of a team of employees that needs to work together to be successful. Because it is the manager’s role to represent the team to outsiders.

Four Roles of Leadership

Management and leadership are often used interchangeably.

Leadership We define leadership as an organizational paradigm that enables talent-driven self-alignment of work along the value chain.

1-    Manager: Leaders have a vision, take the initiative, and convince others to support them and employee motivation.

2-    Expert: Experts are often also referred to as knowledge workers. Experts and knowledge workers are task-oriented leaders. In order to execute their work, they not only have to be self-motivated and creative; they also must convince others that their solution to a problem is the best.

3-     Coach:  By creating a common mental framework, aligning interests and fostering trust among stakeholders, lateral leaders can achieve complex work objectives in cross-functional teams and projects.

4-    The fourth leadership role, intrapreneur, is suited for task-oriented leaders working in highly complex environments. An intrapreneur is anybody within an organization who leads from the front .playing fields, and influence other employees to achieve their goal, such as to provide new services to better support internal work processes. One way to fund such intrapreneurship is to allocate timeless. discretionary budgets to employees as Intrapreneurs seize internal business opportunities, create new a kind of intracapital.

A Culture of Lines

·       Culture has been described as an organization’s DNA—norms, expectations and practices which are not always officially enforced, but are somehow embodied in the way we do things around here. Corporate culture can be seen as the long-term memory of the organization, a form of identity that develops through the actions of various leaders but also transcends the level of the individual and the customary differences between countries and regions.

·       I call an intrapreneurial and holistic corporate work culture a culture of lines. A culture of lines is a culture of relationships,not of hierarchies, and a culture of processes and interactions, not of points or entities. It is a culture in which what people say and do matters more than formal appearances and status.

·       In a culture of lines, information is abundant.

·       In a culture of lines, communication is pervasive. Direct and uninhibited communication among coworkers is the most effective means for productive collaboration.

Chapter 6

Illustrative example of the author about leadership.

 

Chapter 7

Guiding Lost Giants: A Post- Management Strategy for Adapting Jobs to Talents

HR needs dedicated talent scouts who focus on people’s natural skills and abilities and whose official job it is to find the best place for these abilities in the organization. It’s good to have coaching and mentoring programs, and it would be even better if such programs were offered to everybody and not just to a small fraction of the workforce.

Shared Service Centers (SSCs) : HR SSCs usually offer a self-service

functionality in the corporate portal which enables employees to execute simple tasks such as address changes themselves without human interaction.

 * There are three constitutive elements of an HR CoE: governance,

services, and infrastructure.

1- In terms of infrastructure, a SSC provides HR standards,

policies, and guidelines, as well as information systems and electronic tools. The infrastructure enables SSC to provide central HR services to the business across all HR processes such as recruiting, learning, performance management, succession planning, compensation, and benefits.

2- Administrative services delivered through SSC, HR departments such as talent processes or talent management. I must admit that talent.

Platform versus Best-of-Breed—HR-IT Systems

Software systems are crucial for professionalizing and scaling HR services. We distinguish between HR platform solutions and so-called best-of-breed HR systems. In platform solutions, talent processes are either part of a human capital management solution (HCMS), including personnel administration, cost planning, payroll, organizational management, and other HR administrative functions, or of a whole ERP suite, including other enterprise modules such as finance and controlling, purchasing, and sales & distribution in addition to HR.

Attracting, Developing, and Retaining Talents—HR Processes

The talent processes Recruiting, Performance, Learning,

Succession, and Compensation

1- Recruiting

Recruiting is the primary way to get talent into an organization, and the success or failure of a company’s recruiting efforts often reflect its reputation on the job market.

2-Performance

Performance is a key concept in HR because high-performing employees are seen as a guarantee for organizational success. HR and line managers often use the criterion of current job performance to identify talents and high potentials. For example, management by objectives (MBO) requires

managers and employees to define objectives in a SMART way: specific, measurable, assignable, realistic, and time related.

3- Learning

Most organizations manage employee competencies and job roles in order to develop talent in the right direction and increase employee performance. The required competencies are derived from corporate goals and compared to the already existing skills, and the gap is bridged through training or through hiring new people.

4- Succession

In addition to normal personnel development programs, companies often establish succession plans for top executives and managers with large headcount and budget responsibilities to ensure a smooth transition in case these individuals retire or leave the company. Near-term, mid-term, and long-term. high-potential employees are nominated as succession and leadership candidates by managers using an online system.

5- Compensation

Once talents have been attracted and developed, retaining them within the

organization becomes the main challenge. The compensation and benefits

process provides means to reduce employee turnover and to ensure that previous investments are not lost. A rewards strategy reflects the results of

employee surveys indicating types of rewards valued by employees.

Guiding Lost Giants and Polishing Raw Diamonds—Two Corporate HR Strategies

A good HR strategy must help create working conditions in which situational leadership emerges and people’s talents generate business value. Among talented employees possessing the potential to become top performers, two groups deserve special attention. The first group I call raw diamonds because their talent, though relevant for their current position, is not yet ready for usage. These raw diamonds must be polished to become top performers and realize their full potential. The other group of employees I call lost giants. Although their talent is fully developed and ready for use, their current job does not require or allow them to apply this talent. Lost giants need to be guided to a position in which they can become high performers.

Chapter 8

Illustrative example of the author.

  

Conclusion

The main goal with Leading is when Boss is not making you think. Anyone who wants to lead others must be self-aware. Where  the book talk about Crises and Change, Innovation and Creativity, Holistic Thinking, and how to be a good leader , It Comparison  between The management paradigm The Post-Management Paradigm and Roles of Leadership and  defintion the  Culture of Lines, How a  good HR strategy  help to create working conditions , HR Processes ,help develop the talents of your team members  and guide them to the right role and the right place etc. All of this is crucial. eventually will pay off in our globalized world.