SRG - A System of Leadership Discipline - …michiganlean.org/resources/Pictures/SRG - A System of Leadership...Dennis Sergent 517-285-5500 dsergent@ameritech.net 07/09/2017 - Page

LearningProgram

ASystemofLeadershipDiscipline

Facilitated by Dennis Sergent Assisted by Rob Pease

517-285-5500

Abstract

•  Leadersmustuseperson-centeredoversighttoensurethatthesystemfunc7onsbotheffec7velyandconsistentlyover7me.

•  Leadershipestablishesthestrategyanddirec7onforvalueproduc7onandisul7matelyresponsibleforthequalityoftheprocessesandtheiroutcomestoensuretheorganiza7onappliesitsvaluesconsistentlyinopera7on.

•  Improvementini7a7vestypicallyfocusonfrontlineprocesses,yettooo@enfailtodevelopandintegratestandardworkforsupervisors,managersandexecu7ves.

•  Everypersonintheorganiza7onhasanecessaryroletofulfillandneedscoachingtoimproveintheirrole.

•  Thisstandardworkisessen7altotransformingtheorganiza7on’sculturebecauseimprovementismadeintheboardroomandexecu7vesuitesaswellasontheshopfloorandthebackoffice.

DennisSergent517-285-5500dsergent@ameritech.net07/09/2017-Page2

LearnerObjec<ves

1.  Understandthe5cri7calareasofmanagementandleadershipfocus

2.  Prac7ceusingthe“ExtraordinaryLeadership”model3.  GiveandgetfeedbackintheDIRECTmodelofcoaching4.  DocumentaPersonalAc7onPlantofurtherdevelopthe

professionalcapabilityofLeadershipDiscipline5.  Understandtheresponsibilityofleadershipforboththe

processandtheoutcomes,aswellastheculture.

LearningAgenda

•  20Minutes–  ExtraordinaryLeadershipModelDiscussion

•  100Minutes–  ExercisesinDIRECTModel

•  15Minutes–  Break

•  30Minutes–  SharedFeedbackatTables

•  30Minutes–  SharedFeedbackAcrosstheRoom

•  45Minutes–  BenefitsofDIRECTModel–  WrapUp

ProgramObjec<ves

Uponcomple7onofthisprogramyouwillbeableto:•  UnderstandtheExtraordinaryLeadershipmodel•  Understandthescien7ficperspec7vesinthecri7calroleof

communica7onsandfeedbacktoyourleadership•  DemonstrateDIRECTCoachingskillsandassociatedleadership

behaviorswithyourteam,yourpeersandyourmanagement.•  Demonstratedifferentapproachestobothmanageandleadteams.•  Beginyourtransforma7onwithanumberofprintedandonline

references

Today’sLearning•  OurThesis-ManagementandLeadershipisRequired

–  ItisNOTan“EitheroneORtheother”proposi7on–  Weneedbothfororganiza7onstoperform–  Theybothshouldhavesimilaraims–  Buttheyaredifferent

•  WelookathowExtraordinaryLeadersact–  Andexploreyourimpactsonpeople,theteam,systemandworkplace–  Throughprac7ceoftheDIRECTModelofcoaching–  ReviewModels,Research&Wri7ngsofGreatThinkers

•  Zenger,Folkman,Ackoff,Bennis,Deming,Joiner,Raelin,Scholtes

–  ShareYourDialogue&Thinking

AnIntroduc<onthisLearningProgram

•  Learning,nottraining–  Thisisaboutyou,notthefacilitator

•  Dialogue,notalecture–  Wewillfacilitatethedialogueaboutthesubject

•  Wewillnotreadtheslidestoyou–  Wewillusethehandoutsasapointofreferencetodayandinthefuture

•  Youdonotneedtoreadalltheslides–  Butitmighthelpyoulearnmoreifthesubjectmalerstoyou

•  PartofanEmergingTransforma<onofQuality–  Management&LeadershipDevelopmentProgram–  GoodManagementPrac7ces–  Professional,QualityManagementFundamentals–  Effec7veOpera7ons–  QualityByDesign–  Lean,RapidImprovement,ProcessRedesign(NOTReengineering)

Toyota’sOpera<ngSystemFounda<on

Values•  Con7nualImprovementandRespectforPeople

Principles•  Philosophy

–  Makestrategicdecisionsbasedonlongtermphilosophy

•  PeopleandPartners–  Growleaderswholivethephilosophy–  Respect,developandchallengeyourpeople–  Respect,challengeandhelpyoursuppliers

•  ProblemSolving–  Learncon7nuallythroughsmall,rapidcyclesofimprovement–  Goseeforyourselftothoroughlyunderstandissues–  Makedecisionsaboutadjustmentscarefullywithfacts;implementrapidly

•  Process–  Moreonnextpage

Toyota’sOpera<ngSystem-Process

Process•  Createprocessflowtosurfaceproblems•  Usepullsystemstoavoidoverproduc7on•  Levelouttheworkload•  Stopwhenthereisaqualityproblem•  Standardizetasksforcon7nualimprovement•  Usevisualcontrolssonoproblemsarehidden•  Usereliabletechnology

ProcessIsImportantforLeadershipToo!•  Leadershipprocessesleadtodisciplineinmanagementand

opera7ons

Control or Autonomy (Commitment) The work of David Langford, Chris Argyris, Daniel Pink and Atul Gawande informs this “Teacher/Learner Quality” process.

TeacherControl

LearnerCommitment

LearnerWithoutControl

TeacherCommitment

CONTROL

DO TO DO FOR DO WITH IMPROVE LEARNING

PROCESS OVER TIME

Learnertakesonresponsibilityfortheirownlearningprogressandbecomesac<velyengagedthroughtrustand

intrinsicmo<va<on.

Teacher and leader focusesonaim,improvingthelearningprocessandengagementincommunica<ons.

BasicPrinciples

•  Consensusmeans“Icanlivewithit”•  FocusOntheSitua7on,IssueorBehavior,Notonthe

Personali7es.•  MaintainConstruc7veCommunica7onsandRela7onships.•  TakeIni7a7vetoActandMakeBelerResults.•  LeadbyPersonalExample.•  KeepFocusOnthePurpose•  GiveEveryIssueTime,InTimeandOnTime.•  Whatissharedinourlearning–confiden7alinforma7on

aboutourpersonsandorganiza7onsstaysconfiden7al

•  Wemakethegroundrules

LessonOne:AnOverviewoftheExtraordinaryLeadership&DIRECTModels

20 Minutes

ExtraordinaryLeadership

•  Zenger&Folkmanwrote“TheExtraordinaryLeader”a@erextensiveresearchonhowgoodmanagerscouldbecomegreatleaders.

Research Based Method & Book JohnZenger&JosephFolkmanusedover25leadershipinstrumentstoguideanalysisanddatacollec7on

–  2000Uniqueassessmentitems

–  Over200,000ques7onnairesabout20,000leaders–  Diverseindustriesandgeographies

•  Iden7fiedtop10%ofperformersandbolom10%thenaskedtheseques7ons:–  Whatseparatedthesetwogroups?–  Whatareleadershipcompetencies?

From Complexity Came Simplicity •  Whatseparatedthesetwogroups?

–  Theleadershipcompetencies

•  Whataretheleadershipcompetencies?–  Character–  PersonalCapability–  InterpersonalSkills–  LeadingChange–  FocusonResults

FiveAreasofFocus

•  Character•  PersonalCapability•  InterpersonalSkills•  LeadingChange•  FocusonResults

CHARACTER:1.   DemonstratesHighIntegrity2.   Honesty3.   ShowsaDeepSenseofCaringforSuccessof

theCompanyandEmployees

FOCUSONRESULTS:1.   LeadsforResults2.   EstablishesStretchGoals3.   TakesIni<a<ve

LEADINGCHANGE1.   DevelopsStrategicPerspec<ve2.   ChampionsChange3.   ConnectstheWholeTeamtoThe

OutsideWorld

INTERPERSONALSKILLS:1.   CommunicatesPowerfullyandProlifically2.   BuildsRela<onships3.   DemonstratesCollabora<onandTeamwork4.   DevelopsOther5.   InspiresandMo<vatesOtherstoHigh

Performance

PERSONALCAPABILITY:1.   Technical,ProfessionalExper<se2.   AnalyzesIssues&SolvesProblems3.   Innovates4.   Prac<cesSelf-Development

ExtraordinaryLeadershipModel

•  “TheExtraordinaryLeader”documentedextensiveresearchfocusedonfiveareasofcompetency

CHARACTER:1.   DemonstratesHighIntegrity2.   Honesty3.   ShowsaDeepSenseofCaringforSuccess

oftheCompanyandEmployees

OutsideWorld

INTERPERSONALSKILLS:1.   CommunicatesPowerfullyandProlifically2.   BuildsRela<onships3.   DemonstratesCollabora<onand

Teamwork4.   DevelopsOther5.   InspiresandMo<vatesOtherstoHigh

Performance

OurLeadershipShows

Leadershipshowsthrough:

•  Conversa7ons•  Theseareyourinterpersonalskills

•  Ac7ons•  Theseareyourpersonalcapabili3es

Scholtes’-ThePeopleSideofManagementUnderstandingPeople•  Inpar7cularhowpeoplelearn,develop,interactandcommunicate.•  Thisconnec7onandvaluedrela7onshipwithpeopleisrequiredofmanagers.•  Also-leadersneedtounderstandhowpoorleadershipcandemo7vate.•  ForPeterScholtesviewonmanagement–andleadership

–  “Withoutpersonalfacetofacerela3onships,thereisnoleadership.”

GivingMeaning,Direc<on,FocusandVisionBecomesLeadership•  Leadersmustbetotallyclearofthepurposeoftheirorganiza7onandwhatits

customersrequire.•  Theorganiza7on,throughgoodleadership,mustfocusitsefforts.•  Vision,Mission,Valuesetal,mustcomefromtheheart-notbemeaningless

sloganeeringandwordplay.•  Peopleneedtoknowwhattomeasureandhowtomeasureit

LessonTwo:AnOverviewofExtraordinaryLeadershipAreasofFocus

40Minutes

LessonTwoExercise:AreasofFocus

•  40MinutesTotal–  PairUpWithAPartner,DecideWhoIs“A”and“B”–  10Minutes-MakeNotesInEachAreaThatYouThinkisAStrength

–  10Minutes-MakeNotesinEachAreaThatYouThinkNeedsDevelopment

–  10Minutes-“A”-DiscussYourNotesWithYour“B”Partner

–  10Minutes–“B”-DiscussYourNotesWithYour“A”Partner

2A-AreaofFocus–Character

CHARACTER:1.   DemonstratesHighIntegrity2.   Honesty3.   ShowsaDeepSenseofCaringfor

SuccessoftheCompanyandEmployees

LEADINGCHANGE1.   DevelopsStrategicPerspec<ve2.   ChampionsChange3.   ConnectstheWholeTeamto

TheOutsideWorld

INTERPERSONALSKILLS:1.   CommunicatesPowerfullyand

Prolifically2.   BuildsRela<onships3.   DemonstratesCollabora<onand

Teamwork4.   DevelopsOthers5.   InspiresandMo<vatesOtherstoHigh

Performance

CHARACTER:1.   DemonstratesHighIntegrity2.   Honesty3.   ShowsaDeepSenseofCaringforSuccessof

theCompanyandEmployees

TeamLeaders:InfluenceandTrust

•  Youhaveatremendousamountofinfluenceonyourteam.

•  Yourteamisyourprimarycircleofinfluence.

•  Yourcircleofinfluenceexpandswhenyoudosomethingposi7veaboutwhatyoucancontrol.

•  Youcontrolyourownac7ons.

•  Youinfluencetheac7onsofyourteam.

TeamLeaders:InfluenceandTrust(con<nued)

•  Yourcircleexpandsthemoreyourteamtrustsyou.

•  Trustcomesfromfollowingthrough.

•  Displayingintegrityandhonestycomesfromastrongcharacter.

•  Managersshouldfocusoncoachingwithheartandpureintent.

•  Youarenotaneffec7vemanagerorleaderifyouhavetothreatenyourpeopletogetthemtodowhatyouwantthemtodo.

2B-AreaofFocus–PersonalCapability

TheOutsideWorld

Performance

WhereDoWeStartasLeaders?•  Start with a theory •  Use PDSA – Plan - Do - Study - Act •  Abandon “Flavor of the Month” •  Learn about:

–  Constancy of purpose –  Adopt the new philosophy –  Improve constantly and forever –  Institute learning and self-improvement for all –  Leadership by training people – through example –  Break down barriers –  Drive out fear (build trust)

•  This enables your transformation •  Which enables the organizational transformation!

Transforma<onofSelfFirst,ThenCulture

P-D-S-AorPlan-Do-Study-Act•  WePLANwhatwewanttoaccomplishoveraperiodof<meandwhatwewilldotogetthere.•  WeDOsomethingthatfurthersthestrategiesandgoalsdevelopedinourplan.

Ac<on Plan

DoStudy

WeCHECK(Study)theresultsofourac<onstomakesureweachievewhatweplan.WeACTbydevelopingprocedurestoensureourplanscon<nuetobesuccessfulandbychangingwhatisneededtoachievetheini<algoals.

>Plantheobjec<ve.>Askques<ons,makepredic<ons>Planwhat,where,whenandwhotoimplementthecycle

RonMoen’sar<clewithCliffNormanontheDemingCyclehasexpandedourviewsofthePDSAlearningandimprovementcycle.

>Carryouttheplan.>Documentproblemsandunexpectedobserva<ons>Begindataanalysis

>Analyzethedatacompletely.

>Comparedatato

predic<ons

>Summarizelearning

>Adoptthechange.

>Adaptthechange

>Beginthenextcycle

WhatisYourAim?

UseyourPDSACycleandAsk:

•  Whatarewetryingtoaccomplish?

•  Howwillweknowthatachangeisanimprovement?•  Whatchangescanwemakethatwillresultinan

improvement?Act Plan

Do Study

HowtoTakeAc<on?

TheFour-StepM.E.E.T.ModelM—Make<metodiscussMakethe7metodiscussthesitua7on

E—ExploreDifferencesMakesurethateveryonehasanopportunitytobeheard

E—EncourageRespectEnsurethepeoplearecommunica7nginawaythatencouragesrespect

T—TakeResponsibilityTakepersonalresponsibilityformakingsurethingsarehandledrightaway

TKI–ThomasKilmannConflictModel

•  Notwoindividualshavethesameexpecta7onsanddesires.Understandingthatconflictisanaturalpartofourinterac7onswithothershelpsusresolveconflictswithdifferentstylesthatareproduc7veindifferentsitua7ons.

ASSERTIVENESSFocusonmyneeds,

desiredoutcomesandagenda

COOPERATIVENESSFocusonother’sneeds,andmutualrela<onships

HIGHLO

Compe3ng• Win-LosePowerStruggles• ZeroSumOrienta<on

Avoiding• MaintainNeutrality• WithdrawFromSitua<on

Collabora3on• ExpandRangeofPossibility• AchieveWin/WinOutcomes

Accomoda3ng• AccedetotheOtherParty• MaintainHarmony

Compromising• MinimallyAcceptabletoAll• Rela<onshipsUndamaged

2C-AreaofFocus–InterpersonalSkills

TheOutsideWorld

Performance

INTERPERSONALSKILLS:1.   CommunicatesPowerfullyandProlifically2.   BuildsRela<onships3.   DemonstratesCollabora<onandTeamwork4.   DevelopsOthers5.   InspiresandMo<vatesOtherstoHigh

Performance

LeadershipthroughEffec<veCommunica<on

Effec2vecommunica2onintheworkplacecanhelptheteam:

•  Receiveandshareinforma7onbeler

•  Defineandunderstandgoals

•  Avoidconflictandconfusion

•  Buildrapport

•  Enhancerela7onships

•  Promoteself-confidence

•  Haveaposi7veoveralleffectontheworkingenvironment

ProfessionalismandNon-verbalCommunica<on

•  Checkyourbodylanguage

•  Focusonthetoneofyourvoice

•  Avoidfidge7ngwhenyouspeak

•  Showinterest

•  Ac7velylisten

•  Mirrorthebodylanguageofothers

•  Respectthespaceofothers

ElementsofCommunica<on

•  Whatdoyouthinkarethemostimportantelementsofcommunica7onofthesethreeelements?

•  Words?•  Toneofvoice?•  BodyLanguage?•  Non-verbalelementsareveryimportanttocommunicatefeelingsand

aBtudes.•  Ifwordsdisagreewithtoneofvoiceandnon-verbals,peopletendto

believethetoneandnon-verbals,notthewords.

•  Thereisa7%-38%-55%rule–theMehrabianrule,namedforDr.AlbertMehrabianofUCLA.

Effec<veCommunica<on

•  BeanAc7veListener

•  FocusontheMessage

•  PayAlen7ontoNon-VerbalMessages

•  BePosi7ve

•  Languageandconversa3onhaveagreaterimpactthanwethink,especiallyourtone,bodylanguage,andthewordswechoose.

SevenWaystoEnhanceCommunica<on

•  Smile

•  RecognizeandUseTheirName

•  EyeContact

•  OpenPosture

•  MaintainProperSpace

•  Nod

•  Appearance

TechniquesforBeperCommunica<on

•  Feedbackonbehavior,notpersonality.•  Behavioriswhatyouseeandhear

•  Praiseaccomplishments,notpersonality.

•  Don’tmakethreats–presentconsequences.

•  Cri7queac7ons,neverfeelings.

•  Callpeoplebythenametheywanttobecalledby.

•  Don’tusesarcasm.

•  Listensocarefullywhenanotheristalkingtoyouthatyoucouldrepeattothatperson’ssa7sfac7on,whathe/shehassaid(reflec7velistening).

MoreonCommunica<onTechniques

•  Helpothersgettotheirposi7vefeelingsbyallowingthemtoexpresstheirnega7vefeelings.

•  Expressyourownthoughtsandfeelingswithoutalackingtheotherperson.

•  Use“I”messages.

•  Establisheyecontactwhenyoutalktoothers.

•  Usewordsofunderstanding,notwordsofadvice.

Non-VerbalMessages

•  Useopenbodylanguage.

•  Presentastraight,relaxed,confidentposture.

•  Maintaingoodeyecontactsothatyoulookpleasantandengaged.

•  Offerafirmhandshake.

•  Showsincerityinvoicetone.

•  Speakatasuitablepace.

•  Listenalen7velyandnodoccasionally.

TopTenRulesforEffec<veListening

•  Stoptalking.

•  Putthetalkeratease.

•  Showthetalkerthatyouwanttolisten.

•  Removedistrac7ons.

•  Empathize.

•  Bepa7ent.

TopTenRulesforEffec<veListening

•  Holdyourtemperincheck.

•  Goeasyonargumentandcri7cism–itisn’taboutwinning.

•  Seekclarifica7on.

•  Stoptalking!

Effec<veCommunica<onSkills

•  Ac7velistening

•  Speakclearly

•  Toneofvoice

•  Effec7vevocabulary

•  Tempoandvolumeofspeech

Posi<veLanguage

•  Thinkbeforeanswering.

•  Providecorrectinforma7on.

•  Don’tpromisewhatyoucan’tdeliver.

•  Managersshouldfocusoncoachingwithposi7vepurpose.

•  ToHelptheTeamMember•  Youarenotaneffec7vemanagerorleaderifyouhaveto

threatenyourpeopletogetthemtodowhatyouwantthemtodo.

WordSelec<on

•  Neverusewordsorphrasesthataredisrespecvul,sendanintolerantmessage,ormayprovokeaperson.

•  Alwaystreatyourteammemberswithcourtesyandrespect,justlikeyouwouldtreatacustomerorshareowner.

Posi<veToneandPerspec<ve

•  Takeownership.

•  Expressregret.

•  Thinkbeforeanswering.

•  Providecorrectinforma7on.

•  Don’tpromisewhatyoucan’tdeliver.

•  Useposi7velanguage.

•  Empathizewiththeteammemberorcustomer.

•  Recognizetheimpactofprofessionaltreatmentonyourteammembersandcustomers.

Asser<veCommunica<on

Whatisit?

•  Expressingyourneeds,wants,feelings,andopinionstoothersinadirectandhonestmanner

•  Sewngboundariesandcommunica7ngtheseboundariestoothers

WhatisitNOT?

•  Itisnotaggressivecommunica7on

•  Itisnotinten7onallyhurvul

Con<nualCoachingProcess

•  Itshouldneverend

•  Coachingupworksthesamewaytoo

1.CheckTrainingIn

2.PrepareforCoaching

3.CoachonBehaviors

4.TrackResults&Improvement

5.PlanforOngoingDevelopment

6.Adapt&Repeat

Feedback&ManagingPerformance

Gettothebehaviorsthatarebeneaththenumberstoiden7fyandfocusonthebehaviors–whatyouseeandhear!

• Managethebehaviorsthatalributetothemetric.

• Increase7mespentcoachingandguiding.

• Promoteaposi7veatmosphere—“Icanhelpyouwiththat!”

Feedback&PerformanceManagement

•  Seethesimilari7estotheCoachingModel

MyTeamPerformance

PlanandSetGoals

Coachand

DevelopOthers

Reviewand

AssessTeam

RecognizeandCoach

Adapt&Repeat

Mo<va<onBasics

Defini<onofMo<va<on:Thewilltoact

Goal:Aligntheemployee’s“willtoact”withorganiza7on’sgoals

•  Mo7va7ngyouremployeesisanongoingprocess

•  Mo7va7onisNOTasubs7tuteforcoaching!

•  Theyarealreadyselfmo7vated

Leadership&Mo<va<on

“Managementcontrolspeoplebypushingthemintherightdirec7on;leadershipmo7vatesthembysa7sfyingbasic

humanneeds.”

JohnKoKer,HarvardBusinessSchool,inWhatLeadersReallyDo

Thesecrettomo7va7ngyourteam;stopdemo7va7ngthem.

–  WhatMo7vatesUs–ByRSAandDanielPink•  hlp://m.youtube.com/watch?

v=u6XAPnuFjJc&desktop_uri=%2Fwatch%3Fv%3Du6XAPnuFjJc

Iden<fyingKeyMo<vators

Youasaleader,caniden7fykeymo7vators:

•  Engageinconversa7onwithyouremployees.

•  Observeinterac7ons:•  Whendotheyseemfocusedandengaged?•  Triggersthatmakethemhappyorexcited.•  Personalitycharacteris7cs.

•  Determinetheirpar7cipa7onlevelinteaminterac7ons.

PsychologyofPeopleinSystemsLeadersmustunderstandpeopleandtheirinterac7ons•  Everypersonisdifferentthaneveryotherperson•  Peoplearebornwithanaturalinclina7ontolearn•  Peoplelearnindifferentwaysandatdifferentspeeds•  Peoplearebornwithaneedtobeinrela7onshipswithothers,needrespect

andesteembyothers•  Allpeoplearemo7vatedtoadifferentdegreebyextrinsicandintrinsic

factors•  Intrinsicandextrinsicsourcesmo7vateinmuchdifferentways•  Totalsubmissiontoextrinsicmo7va7on

–  Leadstodestruc7onoftheindividual–  Whichleadstodestruc7onofthesystemstheybelongto

2D-AreaofFocus–LeadingChange

TheOutsideWorld

Performance

OutsideWorld

WhatisaManager’sJob?

•  Threemajoraims:–  Learnwhoisoutsidethesystemandneedsspecialhelp–  Improveconsistencyofperformanceofthepeopleinthesystem–  Improvethesystemcon7nually,soeveryonecandoabelerjobwithgreater

sa7sfac7on

•  Also–  Digtogettheknowledgeinthedataandfactsfromtheteam–  Understandthetheory&learnwhatisgoingoninthesystem–  Knowwhensta7s7calstabilityhasbeenreachedtomakereliablepredic7ons–  Knowthedifferencebetweenrandomorcommoncauseandspecialcauseof

varia7on–  Understandinspec7on,measurementsystemsandopera7onaldefini7ons–  Buildtrust,socontrolsystems&processeswork

WhatisaLeader’sJob?ACatalystAPhilosopherALeaderofChange•  Understandshowtheworkoftheteamfitswiththeaimsoftheorganiza7on•  Workswithsuppliersandcustomersintheprocess•  Enablespeopletodotheirjob•  Triestocreatejoyintheworkforthewholeteam•  Isacoachandcounsel,notajudge•  Usesfigurestohelpunderstandtheteamasindividuals•  Workstoimprovethesystemtheteamworksin•  Createstrust•  Doesnotexpectperfec7on•  Listensandlearns•  Teachesotherswhattheirtheoryis

2E-AreaofFocus–FocusonResults

TheOutsideWorld

Performance

GoalsWithMethods

•  “Agoalwithoutamethodisnonsense.”–  W.EdwardsDeming,TheNewEconomics(1)p.122

•  “Leadershipisnotmerelytofindandrecordfailuresofmen,buttoremovethecausesoffailure:tohelppeopletodoabelerjob.–  WED

•  “Goalsmaycausesystema7cproblemsinorganiza7onsduetonarrowedfocus,unethicalbehavior,increasedrisktaking,decreasedcoopera7on,anddecreasedintrinsicmo7va7on.Usecarewhenapplyinggoalsinyourorganiza7on.”–  Ordonez,Schweitzer,GalinskyandBazerman,GoalsGoneWild:

TheSystema2cSideEffectsofOver-PrescribingGoalSeBng

WhatAreLeadershipGoals?

•  Supports“HOW”BusinessGoalsareachieved.

•  Focusesondevelopingpeople,improvingoveralleffec7venessoftheteaminterac7ons,anddevelopingindividualskills.

•  Asks,“WhatcanIdothisyearthatwillhelpsupportmeinachievingmyBusinessGoalsorleveragemyskills?”

•  AlignedtotheExtraordinaryLeadercompetencies.

ThreeChecksForAlignmentofGoals

ü  CheckOne:•  WhenIdiscussmygoals,doIwalkawaywithaclearunderstandingofexpecta7ons?(Specific)

ü  CheckTwo:•  CanIclearlyar7culatehowmygoalscontributetotheorganiza7on’ssuccessandsupportourorganiza7onalpriori7es?(Important)

ü  CheckThree:•  DoIknowwhatsuccesslookslikeinachievingmygoals?(Measurable)

SMARTGoalsSpecific

•  Aspecificgoalanswerstheques7ons-what,where,when,who,which,why.

Measurable•  Howthegoalwillbemeasuredwithconcretecriteria?

Aligned•  Goalsandexpecta7onsarelinkedtotargets.

Realis<c•  Whatdoestheemployeeneedtoachieveit?

Time-bound•  Establishspecific7melinetoinsureasenseofurgency.

TwoTypesofGoals

•  BusinessGoals•  WHAT

•  LeadershipGoals•  HOW

BusinessGoals

•  Quality.

•  Produc7vity.

•  Revenue.

•  CustomerService.

•  ProjectManagement.

•  ClientSupport.

LeadershipGoals

LeadershipGoalsfocuson:

•  Developingpeople.

•  Leadinglearninganddevelopment.

•  Improvingoveralleffec7venessoftheworkgroup.

•  Individualskilldevelopment.

AnalyzingResultsMetrics

UnderstandinghowtocollectandanalyzeKeyMeasurement/ServiceIndicator(KMIorKSI)resultswillimproveyourabilityto:

•  Accuratelyiden7fyKMIperformanceissues.

•  Spotunsa7sfactoryKMItrends.

•  Iden7fytheunderlyingreason,orrootcauses,forservice,quality,processeffec7veness,andperformanceproblems.

•  Developeffec7vecorrec7veac7onplanstoimproveperformance.

UsingKMIDatatoUnderstandTeamBehavior

Effec7veKMIdataandresultsanalysisprocesswill:

•  Encouragedailyengagementandinvolvementintheprocessbyallemployees.

•  Leademployeebehaviorappropriatetomee7ngobjec7ve(s).

•  Establishresponsibilityatthelowestorganiza7onallevel.

•  Relatetoeachemployee’sworkac7vi7esinawaythatismeaningfulandunderstandable.

Effec<veLinkageofKMIDatatoBehavior

•  A KMI is successfully linked to the process and the employee only when;

1.  it encourages effective engagement from all employees, 2.  leads appropriate behavior, 3.  establishes accountability & responsibility, 4.  is understandable to everyone involved in the process or work

activity being measured

ReliabilityandSporngTrendsinKMIData

•  KMIsAreObtainedfromVariousSystems

•  CollectKMIData

•  EnsuringDataReliability

•  Scorecards

•  RankingPerformersNeedsDependsontheCategoryandtheIndividual

•  GraphicalAnalysisofKMIData

•  EstablishingTrendsinDailyData

•  ExtendingWeeklyDataintoMonthlyTrend

LessonThree:AnOverviewoftheDIRECTModel

40Minutes

LessonThreeExercise:DIRECTModel

•  40MinutesTotal–  PairUpWithAPartner,DecideWhoIs“A”and“B”–  10Minutes-MakeNotesInEachStepThatYouThinkYouWillBeComfortableWith

–  10Minutes-MakeNotesinEachAreaThatYouThinkYouWillBeUncomfortableWith

–  10Minutes-“A”–UsetheDIRECTMODELandYourNotestoFeedbackYourComforts/DiscomfortswithYour“B”Partner

–  10Minutes–“B”-UsetheDIRECTMODELandYourNotestoFeedbackYourComforts/DiscomfortswithYour“A”Partner

DIRECTFeedback&CoachingModel

D DevelopDeepRela<onship,Rapport&Discussions

I IndicateFocus

R Recognize&ReinforcePosi<ves

E EngageEmployeeinSelfDiscovery

C ConsiderCausesforGaps&CreateaPlan

T Talk,TestandTweaktheTimeline

DIRECTFeedback&CoachingModel

DevelopDeep

Rela<onship

IndicateFocusofFeedback

Recognize&ReinforcePosi<ves

ConsiderCauses

Talk,TestandTweakTimeline

BenefitsofDIRECTFeedback

•  Itissimpleandeasytouse.

•  Itcanbeusedforanytypeoffeedbacksessions•  Fiveminutefeedbackonajustobservedbehavior•  Formalappraisaltoa10-minutediscussionaboutacustomerservice

contactorbehaviorthatwasobservedorheard.

•  Itencouragespar7cipa7on•  Askingopen-endedques7onsandprobingforself-discoveryincreases

employeeengagementinmanagingtheirownperformance.

CoachingtoBehaviors

Gettothebehaviorsthatarebeneaththenumbertoiden7fyandfocusonthebehaviors–whatyouseeandhear!

• Managethebehaviorsthatalributetothemetric.

• Increase7mespentcoachingandguiding.

• Promoteaposi7veatmosphere—“Icanhelpyouwiththat!”

BREAK:15Minutes

Wewillbeginagainpromptlyattheappointed2me

LessonFour:TableFeedbackonExtraordinaryLeadershipandtheDIRECTModel

30Minutes

LessonFourExercise:TableFeedback

•  30Minutes–  10Minutes-“A”–ShareyourfeedbackontheExtraordinaryLeadershipandDIRECTModelsfromYourNotesaboutComforts/Discomfortswitheitherorbothmodels

–  10Minutes–“B”-ShareyourfeedbackontheExtraordinaryLeadershipandDIRECTModelsfromYourNotesaboutComforts/Discomfortswitheitherorbothmodels

–  10Minutes–DocumentYourTable’sComforts/Discomfortswitheitherorbothmodels

LessonFive:RoomFeedbackonExtraordinaryLeadershipandDIRECTModel

30Minutes

LessonFiveExercise:RoomFeedback

•  30Minutes–  20Minutes–EachTableSharesYourNotesaboutComforts/Discomfortswitheitherorbothmodels

–  10Minutes–EachTableSharesYourThinkingandQues7onsAboutBenefitsofKnowingtheModelsofExtraordinaryLeadershipandDIRECTCoaching

LessonSix:BenefitsoftheExtraordinaryLeadershipandDIRECTModel

45Minutes

LessonSixExercise:ModelBenefits

•  45Minutes–  10Minutes–EachPairofPartnersSharesYourThinkingAboutBenefitsofKnowingtheModelsofExtraordinaryLeadershipandDIRECTCoaching

–  10Minutes–EachTableDocumentYourTable’sBenefitswithboththeExtraordinaryLeadershipandtheDIRECTModel

–  20Minutes-EachTableSharesYourThinkingAbouttheBenefitsofKnowingtheModelsofExtraordinaryLeadershipandDIRECTCoaching

–  5Minutes–FacilitatorWrapUpandRequestsPlus-DeltaFeedback

ExtraResourcesForYou:ExtraordinaryLeadershipandManagementReferences

ReasonsEmployeesLeave

Six Reasons Your Best Employees Quit You, Forbes 2013

1.  No Vision 2.  No Connection to Big Picture 3.  No Empathy 4.  No (Effective) Motivation 5.  No Future 6.  No Fun

66%ofalllostcustomerscanbetracedbacktoadisengaged/demo7vatedemployee!

Engagedvs.DisengagedEmployees

Source:TheGallupOrganiza7on,2011

DisengagedemployeescosttheU.S.economybetween$254billionand$363billionannually.

TheResultsofHighEmployeeEngagement

Businesseswithemployeeengagementscoresinthetophalfcomparedtothoseinthebolomhalf,have:

•  86%highercustomerra<ngs

•  70%beperreten<onrates

•  70%higherproduc<vity

•  78%bepersafetyrecords

88%ofemployeesleaveforreasonsotherthanmoney.

12%ofemployeesleaveformoremoney

TheJoinerTriangle

FocusingComponentsofQuality•  Quality

–  DefinedbytheCustomer–  Obsessedwithdeligh7ngthem–  Sharedanddevelopedbyeveryemployee

•  Scien<ficApproach–  Managingtheorganiza7onasasystem–  Developingprocessthinking–  BasingDecisionsonData–  UnderstandingVaria7on

•  AllOneTeam–  Trustasafounda7on–  BelievinginPeople–  Trea7ngeveryonewithdignity–  Win-Win-WinforCustomers,Employees,

Suppliers,Shareowners

CreatedbyBrianandLaurieJoiner

Quality

Scien<ficApproach

AllOneTeam

Leadership

WarrenBennisonLeaders

•  KnowYourSelf–  Knowwhatworksandwhatdoesn’t–  Thisallowsyoutobuildonstrengthsanddealwithweaknesses

•  KnowYourWorld–  Becuriousandseektofillthegapsinknowledge–  Wedon'tknowwhatwedon'tknow

•  DeployYourself–  Engagestrategicallywithtenacity–  Leadersmustleadwherethepeopleare–  Leadersmustbeatthe7meandplacetoinfluencetheteam

•  GetPeopleonYourSide–  Wecannotgetbyonourown–  Bringthespiritandcrea7vityoftheteamtothesitua7on–  Engagepeople,encouragethemtoownthefinaloutcomeweseek

Deming’sViewsonLeadership

•  Leadershiprequiresanaimandconstantpurpose•  Ourbesteffortswithoutguidanceleadtofailure•  Onlytopmanagementcanassurequality•  Themethodofleadershipbringsimprovement•  14pointsrequiredformanagementareaguide•  Thereisnosubs7tuteforknowledgeandunderstanding•  Sta7s7calvaria7onmustbeunderstoodtopredictafuture

direc7on

Deming’sFourteenPointsKeytounderstandingthe14Pointsisvaria3on.Morespecialcausevaria<onequalsmorewaste.

Deming’s14pointsareparaphrasedhere:

1.   Createconstancyofpurposetowardsimprovement.•  Replaceshort-termreac<onwithlong-termplanning.

2.   Adoptthenewphilosophy.•  Managementshouldwalkthetalk.

3.   Ceasedependenceoninspec<on.•  Managedvaria<oneliminatesneedtoinspectfordefects.

4.   Movetowardsasinglesupplierforanyoneitem.•  Mul<plesuppliersmeanvaria<onbetweenfeedstocks.

5.   Improveconstantlyandforever.•  Constantlystrivetounderstandandmanagevaria<on.

6.   Ins<tutetrainingonthejob.•  Adequatelytrainedstaffwillallworkthesameway,andreducevaria<on.

7.   Ins<tuteleadership.•  Meresupervisionisquota-andtarget-based

8.   Driveoutfear.•  Longterm,itpreventsworkersfromac<ngintheorganiza<on'sbestinterests.

9.   Breakdownbarriersbetweendepartments.•  Usethe'internalcustomer',thateachdepartmentservesotherdepartmentsthatuseitsoutput.

10.   Eliminateslogans.•  It'snotpeoplewhomakemostmistakes-it'stheprocesstheyareworkingwithin.

11.   Eliminate“managementbyobjec<ves".•  Demingsawproduc<ontargetsasencouragingthedeliveryofpoor-qualitygoods.

12.   Removebarrierstoprideofworkmanship.•  Manyoftheotherproblemsoutlinedreduceworkersa<sfac<on.

13.   Ins<tuteeduca<onandself-improvement.•  Harassingtheworkforcewithoutimprovingtheprocessestheyuseiscounter-produc<ve.

14.   Thetransforma<oniseveryone'sjob.•  “Youdonothavetodothis.Survivalisnotcompulsory.”

Leadership’sJob

•  Sponsorandenergizethedetermina7onoftheaim

•  Clarifytheaimforeveryoneintheorganiza7on•  Directtheeffortsofallcomponentstowardthe

aimofthesystem

•  Focusonasystemofquality•  Managethesystem•  Achievethebestresultsforeverybody—

everybodywin

•  Managechangesbroughtby7me•  Predict,asfaraspossible,changesthat7mewill

•  Bereadytochangetheboundaryofthesystemtobelerservetheaim

•  Bereadytoredefinethecomponentsofthesystem

•  Imagina7on•  Governtheirownfutureandnotbevic7msof

circumstance•  Changethecourseofthecompanyandthe

industrybyan7cipa7onofneedsofcustomers

•  Learnthatinordertocompete,theteammustlearntocooperate

•  Beguidedbytheory,notfigures•  Recognizeandmanagetheinterdependence

betweencomponents•  Resolveconflictsandremovebarriersto

coopera7on•  Improvequalitywithoutrunningequipmentand

employeestoexhaus7on

W.EdwardsDeming

MasaakiImaionManagement&Leadership•  Makeleanthecompanystrategy.•  Bethehandsonleaderandlean“zealot”.•  Makeclearthatallemployeesmustadopttheimprovementculture.•  Actquicklyanddecisivelytogetimprovementini7a7vesunderway

immediately.•  Personallygotothegembaandshowemployeesatalllevelswhathasto

bedone.•  Bereadytochangeeverythingacompanyhasdoneinthepast,evenif

thereisconsiderableresistanceandmanyreasonswhythiscan’twork“inourbusiness”.

•  Avoidmeasurementsystemsthatoveranalyzethepast,andinstead,focusonsimple,objec7vecriteriathatdefineapathtowardbelerperformance.

•  Engagethebestleanexper7seavailable,andcon7nuallylearnfromothers.

Scholtes’ViewsonManagement&Leadership

•  PeterScholteswrotetwoexcep7onalbooksonleadingteams–andtheywereawardwinningbookstoo.–  TheTeamHandbookandTheLeader’sHandbookhavebeenhuge

sellersandwerecommendthemtoanyoneseriousaboutlearninghowtobealeaderorteammember!

•  Asapointofentrytoday,let’stakeadeeperlookathowPeterdefinedleadershipawayfromaposi3onalstyleof“commandandcontrol”intoanewfunc3onalstyleofinspiringleadership.

Scholtes’ViewsonManagement&Leadership•  Thefollowingcomesfromthewebsitewww.Winston-Churchill-Leadership.com:

•  Scholtesdefinedleadershipcompetenciesas:1.   ThinkingInTermsofSystemsandLeadingSystems.

2.   UnderstandingVaria<oninWorkandProblemSolving

3.   UnderstandingPeopleandWhyTheyBehaveAsTheyDo

4.   UnderstandingHowToLeadLearning,Development&improvement

5.   GivingMeaning,Direc<on,FocusandVisiontotheOrganiza<on

6.   NOTFallingFororBelievinginManagementFads

Scholtes’ViewsonSystems

SystemsThinking•  Leadersneedtounderstandtheirorganiza7onasasystem:All

interac7onsandprocessesresultintheachievementorfailureoftheorganiza7on’spurpose.

•  Thesystemiseverythingandeverythingispartofasystem.•  AccordingtoScholtes,morethan95%ofourorganiza7onsproblems

derivefromoursystems.•  Leadersmustunderstandthatchangingthesystemwillchangewhat

peopledo…notviceversa.•  Leadershipisaboutbreakingdownbarriersandfosteringcollabora7on

andcoopera7on.•  Leadershipisaprocess.

Scholtes’ViewsonVaria<on

UnderstandingVaria<onandtheVariabilityofWorkInPlanningandProblemSolving•  Managersmustunderstandhowtopredictfutureperformanceand

resultsbasedonpastperformance.•  Inpar7cularthedifferencesbetweencommoncausevaria7onandspecial

causevaria7on.•  Failureofmanagerstodothismeanstrendsareseenthataren’ttrends

(andvice-versa)–  Italsomeanspeoplearepunishedorrewardedbychance,performance

cannotbeanalyzed,planscannotbemadeandsystemscannotbeimprovedandchangeswillnotnecessarilybeimprovements

•  Scholtesassertsthat95%oforganiza7onalchangedoesnotleadtoimprovement.

Scholtes’onTheFlavorofTheMonthLeadersDoNotFallForManagementFads•  Aclearaimandconstantpurposewillpreventmanagersfrombeingdistractedby

thelatest“fads”sellingnewideasandbooks,tapes,etcetera.•  Phrasessuchasthesearetobeavoidedbymanagersandleadersalike:

–  “Wemustempowerourpeople”,–  “Theyneednewbenchmarks”,–  “Wemustmo7vatethem”,–  “Theyneedtoworksmarter,notharder”–  “Weneedtopayforperformance”,–  “Putthemintoself-directed-teams”,–  “Weneedtooffereffec7veincen7veschemes”,–  “Theyneednewbestprac7ces”,–  “Weneedtoclearoutthedeadwood”,–  “Wemustholdthemaccountable”–  etc.,

Par<ngThoughts

•  W.EdwardsDeming–  Bycominghere,youhavetakenonasolemnresponsibility-and

youcan’twriggleoutofit.–  We’vegotsomebigchangestomake,andyou’regoingtohaveto

makethem.Whoelsewilldoit?

•  Mar<nLutherKing,Jr.–  Wearewitnessingthebirthofanewageandwemustfacethe

responsibili7esthatcomealongwithit.–  Shallwesaytheoddsaretoogreat?Shallwetellthemthe

struggleistoohard?Orwilltherebeanothermessage,oflonging,ofhope,ofcommitment?Thechoiceisours.

References&Resources•  TheExtraordinaryLeader–TurningGoodManagersintoGreatLeadersJohnH.ZengerandJosephFolkman•  FourthGenera3onManagement-BrianJoiner•  GoodtoGreat–JimCollins•  GembaKaizen–ACommonSenseApproachtoaCon3nuousImprovementStrategy&Kaizen:TheKeytoJapan’s

Compe33veSuccess-byMasaakiImai

•  TheJapaneseWay-byKaoruIshikawa•  TheLeader’sHandbook–PeterR.Scholtes•  TheNewEconomics,2ndEdi3on,OutoftheCrisis-byW.EdwardsDeming

•  OnPurposefulSystems–RussellAckoff•  OntheProfessionofManagement–byPeterDrucker•  OvercomingOrganiza3onalDefenses-byChrisArgyris•  TheSeven(7)HabitsofHighlyEffec3vePeople–StephenR.Covey•  TheTeamHandbook–PeterR.Scholtes,BrianJoiner,BarbaraStreibel•  CirclingBack–ClearingupmythsabouttheDemingCycleandseeinghowitkeepsevolving-byRonaldD.Moenand

CliffordL.Norman

•  Design&ControlofQuality-byIanBradbury(PDF)•  HowToDeliveronAGreatPlan-Neilson,Mar7n,Powers

•  SecretstoSuccessfulStrategyExecu3on-HarvardBusinessReview•  WeNeedtoM.E.E.T.,ManagingforRespectintheWorkplace-Sollah Interactive, LLC.

ACTIONWHENWELEAVETODAY

DISCUSSANDDOCUMENT:•  WHATAREOURNEXTACTIONSTEPS?

–  WhatdidIlearnhere?

–  Whatdoweneedtodiscussnext?

–  Whatwillwedowiththislearning?

–  Whatinthematerialswillweuse?

•  TakethestudyguideasaRESOURCE

SRG - A System of Leadership Discipline - …michiganlean.org/resources/Pictures/SRG - A System of Leadership...Dennis Sergent 517-285-5500 dsergent@ameritech.net 07/09/2017 - Page

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