“Leadership is the energetic process of getting other people fully and willingly committed to a new and sustainable course of action, to meet commonly agreed objectives whilst having commonly held values”
The 4E’s Framework was developed through both practical leadership work and academic research. It is built around four sequential activities – Envision, Enable, Empower and Energize. It integrates strategic planning with Leadership development, and is both a personal improvement process and a tool to use to build high performing organizations.
The 4E’s are “contingent”, in that the activities within the Framework can be modified to exactly meet the needs of a specific Enterprise. There are two axes – for operational and organizational aspects – and it can be used by individuals or teams, underlining its scaleability.
The 4E’s Framework was the subject of research by Mick, at Oxford University & HEC (Paris). Data from several thousand self assessments was evaluated, evidencing validity and actionability.
- Envision the future, using a broad array of market and customer knowledge and expertise, and including the strategic use of analytical insight as appropriate
- Enable the enterprise, with information, technologies, tools, finance, people, processes and organizational systems to create action
- Empower individuals, to organize effectively, to innovate, deliver results and drive value
- Energize everyone in the team consistently and constantly, and course correct as needed
A robust view of the external world, contextual and competitive possibilities drive the formation of the enterprise mission. Increasingly, focus on the customer and creating innovation networks are key. On the “Organizational” axis, Leader and Follower must share coherent values to provide a solid foundation for all activities. Strategic choices must be defined, as must clear goals and a practical time sequence (for “Operational’ clarity).
The best enabling mechanisms are built on innovation. The first type (on the “Operational” axis) includes the right information, tools, technologies, and business methodologies. The second set of enablers (on the “Organizational” axis) includes processes and structure. It requires ensuring that the right people and the right skill sets are in place to get the job done, building towards interdependence across the functions and geographies of the enterprise.
A useful deployment tool is the OGSM, which connects Envision with Enable, as discussed further below. We distinguish between verbal objectives (O – the mission), and numerical objectives (G – the goals) and between strategies (S – choices of what to do and what not to do) and measurement (M).
The Leader has a contract with his or her Followers, for mutual success and failure, reward and sanction – so the two are interdependent. Both sides are given freedom, yet held jointly accountable. On the “Organizational” axis, the team needs the training to get the job done. Empowerment must bring rewards, and also sanctions or challenges for improvement. On the “Operational” axis, Leaders and Followers must both measure progress, which encourages dialog and continuous improvement.
On the “Organizational” axis, maximum energy will result from the combination of winning (in the marketplace) and achieving a sense of personal success and satisfaction. The more energy the team generates, the more energy the Leader has – in a virtuous circle of reinforcement. On the “Operational” axis, continuous communication and course corrections are key. This includes “walking the talk” and having a clear, truthful and persuasive “Leadership story”. The Leader (and the Leadership team) is the motor for change, providing energy to the entire organization.
This Framework forms the backdrop to our Leadership work with Clients. We deliver:
1. Executive Coaching
Coaching assignments directly build on the intersection of Leadership Development and Business Improvement. Coaching is a multi-dimensional relationship between the Coach, the Individual and the Enterprise. The approach is to focus the development needs of the individual against improved business performance.
Mick draws on his own senior leadership and team development experience of many kinds of Enterprises, combined with a broad academic understanding of the coaching and mentoring process in different business and cultural settings. We can also draw on a global network of associate firms and experts, depending on the issue and need.
We will always build on an individual’s strengths. As part of the coaching process, he will seek first to fully understand the business context, and get input from colleagues on the individual concerned. Measurement drives improvement, and setting up simple but effective measurement processes make a positive difference for the individual and for the team.
2. Organizational and Leadership Team Development
To make the most of the 4E’s Leadership Framework, a typical organizational development process is as follows:
- Tailor the organization’s Leadership standards within the 4E’s framework, to be sure it is exactly meeting the client’s needs. In particular, understand the business strategy and market context as this is essential to defining the standards and subsequent action plans.
- Online self assessments against these standards, allowing individual feedback and assessment of the collective results.
- Team workshop, with a structure and set of outcomes clearly agreed with the lead client manager. Typically this includes interactive work on the self-assessment results, the role of values in leadership, linkage between leadership and strategy and effective change management and organization design.
- Follow up working alongside the client to role out the program across the organization.
Try this self assessment.
3. Big Data Strategy and Execution
The 4E’s framework is perfectly suited to map out a change process to derive benefits from Big Data analytics
ENVISION an Enterprise that is Customer Centric and Uses Innovation Networks
1. Create a clear case for change that inspires people, using customer / brand paradigm
2. Create and describe a viable vision of an alternative and successful state which touches each individual in the organisation
ENABLE a Big Data business
3. Put change agents in place with a guiding coalition of willing leaders
4. Consistently drive the change from the top of the enterprise
5. Set a realistic scale and pace of change with a clear sense of urgency
6. Create an integrated transition program, from the current state to the desired future
7. Create a unique organisation shape to show how tasks and people fit the new world
EMPOWER Everyone to Think and Act Big Data
8. Execute a symbolic end to the status quo
9. Build options and plans to deal with likely resistance
ENERGIZE Everyone by Becoming a Big Data Leader
10. Constantly advocate the change – course correct on problems and maintain momentum
11. Create a locally owned rewards plan, so everyone benefits from the change
4. Workshops & Keynotes
Based on our professional and research background, we are able to provide workshops and keynotes on:
- Customer Leadership today, especially when distributed across Global Enterprises
- The Customer centric enterprise
- The leadership, strategic and customer implications of Big Data
- The impact of Networks and Complexity on communications and decision taking
- Globalization – Leading organizations across multiple geographies
We thus bring a wide range of real world business experience, tools and, as appropriate, outside resources and experts to exactly meet Client needs.