Week 3

Creative Leadership

Lecture Content Source

All lecture content taken from the

following text unless otherwise stated on the
slide.
Hass, K. 2011, The Enterprise Analyst:
Developing creative solutions to complex
business problems, Management Concepts,
Inc, Chapter 4 and Chapter 5
Simon Crawford

LEARNING OBJECTIVES

Understanding leadership and creative

leadership
Considering the various roles within shared
leadership
Addressing the issue of delivering valuable
change
Knowledge and creativity
The removal of road blocks to creativity

What is Leadership
Persuading, influencing, or motivating other
people to set aside their individual concerns
and to pursue a common goal that is
important for the welfare of the group
The ability to elicit extraordinary performance
from ordinary people
Combine goals of the organisation with the
aspirations of its people through a shared
vision and committed action.
Simon Crawford

21st Century Leadership

Forces that form leadership in the 21st
century are:
Volatile and complex economic environments
Team work throughout an organisation
requiring leaders to be located at differing
organisational levels
Professional success relies on lifelong learning
Knowledge workers no longer in narrow
functional areas but across the enterprise
Marilyn Wells

21st Century Leadership

To achieve large scale transformation in
organisations of size needs;
Added value through breakthrough ideas, merger or
acquisitions.
New Strategies for global competition or emergence
of disruptive technologies.
Re-engineering to drive out waste, Form
partnerships and alliances and direct restructuring
across the organisational boundaries.

It is no-longer possible to sit on the right track.

Simon Crawford

The rise of Projects

Today's organisations engage in virtually
hundreds of simultaneous projects.
Value created in the form of new products and
services as a response to changes in the
business environment, competition, and the
marketplace
Projects have become the method of choice for
achieving change in organisations.

Simon Crawford T3 2014

A failure of leadership ?
The annual cost to the World economy is around $3 trillion
per year. *
Twenty-five to 40 percent of all spending on projects is wasted as a result of rework.
Fifty percent of new business solutions are rolled back out of production.
Forty percent of problems are found by end users.
Poorly defined applications is a major contributor to a 66 percent project failure rate ,which costs
U.S. businesses at least $30 billion every year.
An estimated 60 to 80 percent of project failures can be attributed directly to poor requirements
gathering, analysis, and management.
A full two-thirds of all IT projects fail or run into trouble.
* http://www.zdnet.com/blog/projectfailures/worldwide-cost-of-it-failure-revisited-3-trillion/15424
Chaos : The Standish Group International, Inc., the Software Engineering Institute at Carnegie Mellon University, Gartner, Forrester
Research, and Meta Group

Good Leadership skills of project leaders, including project managers, business

analysts, technologists is now critical.
Video :Change Quest Process thinking meets communication skills 2.5 min

Simon Crawford

Management vs. Leadership

(1)
Management is doing things right. Leadership is
doing the right things
Managers have subordinates,
while leaders have followers
Managers are often risk averse,
whereas leaders are risk seekers.
Managers have authority by virtue
of their title and position
Management

Leadership

Is

Doing things right

Doing the right thing

Have

Subordinates

Followers

Risk

Averse

Seekers

Motivation through

Power and authority

Strength and
inspiration

Simon Crawford T3 2014

http://www.advantageinternational.com/www/content/default.aspx?cid=666&fid=699

Management vs. Leadership

(2)

http://toolkit.smallbiz.nsw.gov.au/part/16/79/341

Managers have authority by virtue of title and position

Leadership involves establishing direction and
aligning, motivating, and inspiring people to produce
change.
Entrepreneurial organizations grow through creativity
and innovation, managerial processes need to control
the unruliness this growth causes.
With the managerial processes put in place, selfimportance and arrogance can surface, and a strong
culture that is dead set against change can emerge.

Simon Crawford

To Lead is to have Strength

and Power
If you have power through position, you can
impact the lives of others.
Strength is not dependent on any position:
Strength implies not what you can do to
others; but what you can create from your
own resources.
Where power sometimes motivates people
through fear, strength leads people through
inspiration.
Simon Crawford

Leadership Practice 3.5min

Shared Leadership
Project leadership teams, made up of
the business analyst, the project manager,
technologists, and business visionaries.
Offer the Organisation;
Appropriate management support and decision-making at
key control gates;
Effective and targeted business analysis, information
technology, process management, and project management
processes, tools, and techniques;
Technical infrastructure and software
applications that are tightly aligned with
the business
High-performing teams.

Simon Crawford

Path to the
top

Simon Crawford

Project Manager and

Business Analyst in
partnership
For today's successful projects, the business analyst
needs to:
Fill the gap in creativity analysis of the business and
the environment
Provision of information needed to execute strategy
Rise to the role of strategic implementer.
Cross-functional project teams have become
managements strategic tool to convert strategy to
achievement.

Simon Crawford

Multiple skills of the Project

Leader

Simon Crawford

Core Multi-disciplined team

dedicated to the project full time

Right now, the project team structure is transitioning from a

traditional project management setup to one of team leadership

Simon Crawford

Shared Leadership Team

The project manager is still responsible for ensuring that the
business solution is delivered on time, on budget, and with the
full scope.
The business analyst ensures that the project team fully
understands the business need and the benefits expected from
the new solution and for validating that the solution meets the
requirements and will deliver the expected business value.
The Architect ensures that the solution is designed and
developed according to specifications.
Business visionary keeps the team focused on the big
picture, the strategic goal that will be advanced by the new
solution; brings in the appropriate business experts when
needed; and helps prepare the organisation to operate in a new
way once the business solution is deployed.
Simon Crawford

Advantage of the BA Project

Manager (1)
Integrating strategic planning with portfolio planning
for information systems and technology efforts
Defining business problems and identifying new
business opportunities for achieving the strategic
vision
Understanding the business need and the effects of
the proposed solution on all areas of business
operations
Maintaining a fierce focus on the value the project is
expected to bring to the enterprise

Simon Crawford

Advantage of the BA Project

Manager (2)
Using an integrated set of analysis and modelling
techniques to make the as-is and to-be business
visible for all to see, understand, and validate
Translating the business objectives into business
requirements using powerful modelling tools
Validating that the new solution meets the
business need
Managing the benefits expected from the new
solution.
Simon Crawford

Project Leader
Integrating strategic planning with portfolio planning for
information systems and technology efforts.
Defining business problems and identifying new business
opportunities for achieving their strategic vision.
Understanding the business need and the effects of the proposed
solution on all areas of business operations.
Maintaining a fierce focus on the value the project is expected to
bring to the enterprise.
Using an integrated set of analysis and modelling techniques to
make as-is and to-be business visible for all to see, understand, and
validate.
Translating the business objectives into business requirements
using powerful modelling tools.
Validating that the new solution meets the business need.
Managing the benefits expected from the new solution.
Simon Crawford

The Business Analyst as

Change Agent
The Rate of Change is not going to slow down any
time so. J.P.Kotter HBS. In fact it will probably pick up
speed.
Knowledge workers who can handle a complex and
changing business environment are vital to
organizational survival.
These individuals grow to become unusually
competent in advancing organizational transformation.
They Learn to be leaders
Simon Crawford

BA as Change Agent
engaged in project to: (1)
Projects are business problems, solved by teams of
people using technology as a strategic tool
Works as a strategic implementer of change, focusing on
the business benefits expected from the project to
achieve strategies
Changes the Way the business interacts with the
technical team, often significantly increasing the amount
of business resources/expertise dedicated to projects
Encourages the technical team members to Work
collaboratively with the business representatives

Simon Crawford

BA as Change Agent
engaged in project to: (2)
Builds high-performing teams that focus
more on the business value of the project
than on the Way cool technology
Prepares the organization to accept new
business solutions and to operate them
efficiently
Measures the actual benefits new solutions
bring to the organisation
Simon Crawford

Implementing cultural
change
A compelling vision and call to action
Credible knowledge and skills to guide the
change
A reward system aligned with the change
Adequate resources to implement the
change
A detailed plan and schedule.

Simon Crawford

http://karengately.wordpress.com/2011/12/20/driving-culture-change/

Change Agent
Projects are business solutions, solved by teams of people using
technology as a strategic tool.
A strategic implementer of change, focusing on the business
benefits expected from the project to achieve strategies.
Changes the way the business interacts with the technical team,
often significantly increasing the amount of business resources
and expertise dedicated to projects.
Encourages the technical team members to work collaboratively
with the business representatives.
Builds high-performing teams that focus more on the business
value of the project than on the "way cool" technology.
Prepares the organisation to accept new business solutions and
to operate them efficiently
Measures the actual benefits new business solutions bring to the
organisation.
Simon Crawford

The Business Analyst as

Credible Leader (1)
Credibility = trustworthiness + expertise
Practicing business outcome thinking
conceptualizing and thinking creatively
Demonstrating interpersonal skills
Valuing ethics and integrity
Using robust communication techniques to
effectively keep all stake-holders informed
Empowering team members and building highperforming teams
Simon Crawford

The Business Analyst as

Credible Leader (2)

Setting direction and providing vision

Listening effectively and encouraging new ideas
Seeking responsibility and accepting accountability
Focusing and motivating a group to achieve What is
important
Capitalizing on and rewarding the contributions of various
team members
Managing complexity to reduce project risks and foster
creativity
Welcoming changes that promote the integrity of the solution
or product.

Simon Crawford

Creative Leadership

Simon Crawford

Creative Leadership
Objective
Define what
must be done

Create
networks of
people and
relationships

Ensure the job

gets done

Leader

Creative Leader
(Hass,
2010)
Establishing breakthrough
Establish direction:
goals and objectives:
long time frame
envisioning the future
big picture
mission and direction
calculated risk
aligning with and forging
new strategy

Aligning people:
integration
aligning the
organisation

gaining commitment

Motivating and
inspiring:
Empowerment
expansion
energising

Aligning teams and

stakeholders to the future
vision:
integration
expectations
political mastery
gaining commitment

Building creative teams:

high performance
trust development
empowerment
courageous disruption
innovation

Knowledge and Creativity

(David Gurteen)

Viewing creativity as the process of

generating ideas whilst seeing innovation as
the sifting, refining and more critically the
implementation of ideas.
Creativity is about divergent thinking.
Innovation is about convergent thinking.
Creativity is about the generation of ideas and
innovation is about putting them into action.

Creativity in Motion
(John McCann)

People feel committed to a decision if they believe

they have participated in making it.
People strive to meet others expectations.
Value individuality.
Exemplify creativity in your own behaviour.
Be skilful in managing change.
Emphasise internal motivators over external
motivators.
Encourage people to be self-directing.

Sustaining a Culture of
Creativity
Managements is role is to get the creative people,
position them at the right time and place, remove
all barriers imposed upon them by the organization,
and then get out of their way.
The business analyst who works across and up and
down the organization, getting the right people at
the right time and in the right place, can fan the
flames of creativity.
Success is no longer about continuous improvement it
is about continuous innovation
Simon Crawford

Creativity in Motion
Believe in the capability of others, offer them challenging
opportunities, and delegate responsibility to them
People feel a commitment to a decision if they believe they have
participated in making it
People strive to meet other peoples expectations
Value individuality
Exemplify creativity in your own behaviour and help build an
environment that encourages and rewards creativity in others
Be skilful in managing change
Emphasize internal motivators over external motivators
Encourage people to be self-directing.

Simon Crawford

John McCann Educator

Facilitator and consultant

We can all be Leaders

The creative Bill of Rights
Everyone has the ability to be
creative
All ideas deserve an impartial
hearing.
Similar to quality, creativity is
part of every job description.
Shutting down dialogue
prematurely and excessive
judgment are fundamental
transgressions.
Creativity is about finding
balance between art and
discipline.
Creativity involves openness to
an extensive variety of inputs.
Simon Crawford

Experiments are always

encouraged.
Dignified failure is respectable,
poor implementation or bad
choices are not.
Creativity involves mastery of
change.
Creativity involves a balance of
intuition and facts.
Creativity can and should be
managed. The business
analyst instinctively knows
when to bring the dialogue to a
close.

Total Leadership -4 way win

Leadership is the capacity to mobilize people
toward valued goals; that is, to produce
sustainable change- sustainable because its
good for you and for the people who matter
most to you.
Stew Friedman Total Leadership Video 7min

Simon Crawford

Remove the road block

Friedman Believes, We must continually strive to
overcome the three great inhibitors to creativity:

If

fear of failure .
guilt about appearing to be selfish.
ignorance of what possible.
leaders are not focusing on removing these barriers
through experimenting, imagining, and continually
trying new things, then they are missing
opportunities to strengthen their capacity to gain
control in an increasingly uncertain World.

Simon Crawford

Fostering Team Creativity

As we look ahead into the next century,
leaders will be those who empower others.
Bill Gates
A small group of creative people could
change the world. Indeed, its the only thing
that ever has.
Margaret
Mead anthropologist
http://bigthink.com/users/tomstewart
Is there a creativity crisis in America 2.5min (click the link)
Simon Crawford

Power of Teams
Teams are a critical asset used to improve
performance in organizations. Yet business leaders
have consistently overlooked opportunities to
exploit the potential of teams, confusing real
teams with teamwork, team building,
empowerment, or participative management.
Real Teams are not temporal think:
Symphony Orchestras
Professional Sports Teams
State Emergency Services
Simon Crawford

Wisdom of Teams

(1)

Focus on performance goals and a common purpose is

more important to team success than team building.
Opportunities for teams exist in all parts of the
organization.
Formal hierarchy is actually good for teams and vice
versa.
Successful team leaders do not fit an ideal profile and
are not necessarily the most senior people on the team.

Team work 5 min

Simon Crawford

Team Dynamics

Tuckerman Model - Forming

Member tend to be a bit formal and have
anxiety about the ability of the team to
perform.
Forming refine the teams vision, Mission
and Measures of success
The role of the PM is to encourage people
not to think of themselves as individuals but
as team members
Simon Crawford

Tuckerman's Model
Tuckerman Model - Storming
Team members find discrepancy between their
hopes of the project and reality
Feeling can fluctuate about their role in the team
and chances for success.
Team leader needs to clarify roles and
responsibilities identifying subsets of leaders and
followers
Conflict may arise but this could be good for out of
the box thinking
Simon Crawford

Tuckerman's Model

Norming
Team members, individually and collectively
have come together and have created a group
identity
Roles and responsibilities are clear
communication channels and rules of
engagement have be determined and tested
Cooperation and collaboration have replaced
conflict and mistrust
Simon Crawford

Tuckerman's Model

Performing
Team members are now positive and excited
about participating in the project.
Moral is at a peak and their is opportunity for
high creativity

Simon Crawford

Tuckerman's Model

Adjourning
The task of disbanding the team is conducted
Sense of loss and closure as the break the
everyday rhythm of their contacts and
transactions.
Project leaders should recognise
accomplishments and facilitate members
transition quickly to their next creative
opportunity
Simon Crawford

The Wisdom of Teams

(2)

Real teams are the most common

characteristic of successful change efforts.
Top management teams are often difficult
to sustain.
Although companies are now using teams
more often, team performance potential is
largely unrecognized and underutilized.

Simon Crawford

Leadership Strategies for

the stages of Team
Development
David Kolb five stages for team development
requires the Business Analysis to adopt
different Leadership Modes for each stage.

Simon Crawford

Facilitator skills
Main Goal is to enable the team to make quality decisions
Understanding individual differences, work styles, and cultural
nuances
Leading discussions and driving the group to consensus
Solving problems and clarifying ambiguities
Building a sense of team
Using and teaching collaborative skills
Fostering experimentation, prototyping, emergence of many like and
dissimilar ideas
Managing meetings to drive to results
Facilitating requirements workshops and focus groups.

Simon Crawford

International Association of
Facilitators Core
Competencies

Create Collaborative Client Relationships

Plan Appropriate Group Processes
Create and Sustain a Participatory Environment
Guide Group to Appropriate and Useful
Outcomes
Build and Maintain Professional Knowledge
Model Positive Professional Attitude.

Simon Crawford
http://interactioninstitute.org/blog/2013/01/09/developmental-facilitation/

Mediator Skills

The BA needs to switch from leading the team

as facilitator to disengage to meditate the
situation as conflict arises
Conflict management and resolution
Problem-solving and decision-making
Techniques
Idea-generation techniques.

Simon Crawford

Coach
Once trust is established at the Norming stage
the BA can begin coaching and mentoring
Setting goals
Teaching others how to give and receive
feedback
Creating a team identity
Developing team decision-making skills.

Simon Crawford

Consultant
Nurturing the positive team environment encourages
creativity experimentation. The consulting tasks include
Assessing team opportunities
Supporting and guiding the team to create a positive,
effective team environment
Aligning individual, team, and organizational values
and strategic imperatives
Fostering team spirit.

Simon Crawford

Collaborator

It is difficult to maintain an optimised state of

creativity. Handing of the lead role is important at this
time to. Collaboration skills include
Leading softly
Sharing the leadership role
Assuming a peer relationship with
team members.

Simon Crawford

http://www.smallbiztechnology.com/archive/2012/10/document-management-and-collaborationsurvey-reveals-that-most-businesses-arent-getting-it-right.html/

Best Team Leadership

Practise
The business analyst has dual team-leadership roles:
(1) in general, he or she helps the other team
leaders (the project manager, lead technologist,
business visionary) build and sustain a highperforming project team
(2) he or she is directly responsible for building a
high-performing requirements ownership team a
team of business subject matter experts (SMEs)

Simon Crawford

Best Team Leadership

Practice (1)
Meet face-to--face with business representatives, customers, and end
users early and often.
Devote time and energy to guide the team through the stages of team
development, changing your leadership style as the team moves in
and out of stages.
When forming the requirements team, utilize the core team concept
(small but mighty co-located teams that work collaboratively).
Spend enough time training requirements team members on the
requirements practices and tools.

Simon Crawford

Best Team Leadership

Practice (2)

Build a solid, trusting, collaborative relationship among the project

team members and the requirements technical and business SMEs.
Bring in additional SMEs and form subteams and committees when
needed to augment the core team.
Establish a requirements integration team to structure requirements
into process groups and to manage interrelationships among
requirement groups.
Encourage frequent meetings among the core requirements and
project team members to promote full disclosure and transparency
as the inevitable trade-off decisions are made.

Simon Crawford

Both Sides of the Brain

The business analysts should serve as creative leaders
and not be just analytical..
Left Side of the Brain: Logical, methodical,
questioning, reasoned, and rational creativity-inducing
tools and techniques that make use of structured,
proven problem-solving and decision-making methods
Right Side Brain: with investigation, experimentation,
and experiencing a little bit of chaos

Simon Crawford

Let the right brain run free

Simon Crawford

Creative Team
Direction. Set down boundaries, rules, and clear targets for the
team. Some believe rules and boundaries limit creativity. In fact,
clear targets focus us on the task at hand and liberate us to be
creative.
Freedom. Do not tell your team how to achieve the targets.
Creative people need the space to play, explore, and discover.
Stimulation. Creative people thrive in an inspirational
environment, but their creativity dies in a sterile one.
Bill Stainton

Simon Crawford

Good Practice
Inspiration: Continually reinforce the importance of the creative process to the
organization as well as the value of the opportunity at hand.
Urgency: Develop and maintain a sense of urgency; this keeps the creative
juices flowing and time-boxes decision-making.
Empowerment: Keep the team informed; challenge them with fresh facts and
information. New knowledge just might redirect their effort or rekindle their
creativity.
Togetherness: Teams need formal and informal time together to build
constructive relationships and trust each other.

Simon Crawford

Collaboration the glue that

binds the creative team (1)
Think win-win. Foster a positive attitude among your team
members; recruit and reward people who are fun to work with,
arent afraid of and welcome challenges and hard work.
Speak the truth. Dishonesty is toxic in the workplace. Always
be open and honest, and expect others to do the same.
Be accountable. Take responsibility for your performance and
interpersonal relationships. Focus on innovative solutions the
hallmark of successful teams.

Simon Crawford

Collaboration the glue that

binds the creative team (2)
Be self aware and aware of others. Work
hard to understand your own behaviour, and
work just as hard to diagnose and optimize
the behaviour of your team.
Learn from conflict. Expect and capitalize
on conflict it happens whenever people
come together. The secret to success is to
use the conflict to learn and grow
Simon Crawford

Quick Team Assessment

Why do we exist (our
purpose)?
Where are we going
(our vision)?
How will we work
together (our values)?
Who do we serve
(internal or external
customers or partners)?
What is expected of us?
Simon Crawford

What are our performance gaps

(difference between the
expectations and our
performance)?
What are our goals and priorities?
Whats our improvement plan?
What skills do we need to
develop?
What support is available?
How will we track our
performance?

THE ENTREPRENEURIAL
DEATH SPIRAL
bureaucracy is imposed to compensate for
incompetence and lack of discipline a
problem that largely goes away if you have
the right people in the first place.
The goal is to learn how to use rigor and
discipline to enable creativity. Great teams
Jim Collins Good to Great

Simon Crawford

Knowledge and Creativity

(David Gurteen)

Viewing creativity as the process of

generating ideas whilst seeing innovation as
the sifting, refining and more critically the
implementation of ideas.
Creativity is about divergent thinking.
Innovation is about convergent thinking.
Creativity is about the generation of ideas and
innovation is about putting them into action.

Creativity in Motion
(John McCann)

People feel committed to a decision if they believe

they have participated in making it.
People strive to meet others expectations.
Value individuality.
Exemplify creativity in your own behaviour.
Be skilful in managing change.
Emphasise internal motivators over external
motivators.
Encourage people to be self-directing.

The Creative Bill of Rights

Prezi presentation of the Creative Bill of
Rights by Alyssa Manley (2014)
https://creativeliberty.wordpress.com/2008/0
7/04/a-creative-persons-bill-of-rights/

Creative Leaders Remove

Road Blocks
Overcome inhibitors of creativity:
Fear of failure (or of punishments)
Guilt about appearing to be selfish
Ignorance of what is possible
(Friedman)

The ideas that:

Creativity is serious business
Creativity is not needed
Creativity is specialised
(Gurteen)

Ways to Remove the Road

Blocks
Dialogue
Groupware technology (videoconferencing,
electronic collaborative spaces, etc).
Reward risk taking and attempts which failed
(Gurteen)

Activities
Refer to COIT20238_Wk03_Activites_T3_2014
document on the course website.

The_Secrets_of_Superteams_Excellence_in_Team-Building 18.5 minutes

Simon Crawford

Next Week
Business Analysis Techniques
Paul et al: Chapter 4 & 5

Simon Crawford