Leadership 2000 The New Supervisor and Director for the Next Century. [email protected].

Leadership 2000

The New Supervisor and Director for the Next Century.

[email protected]

Leaders Need to Understand

Authority is a luxury they no longer have.

“If they take away my title, will they follow me?”

Ask Yourself this

New Operating System

Experience is not as valuable as it used to be –only their ability to adjust, adapt, and leverage that experience it.

New Operating System

The paradigm shift of freedom versus responsibility, recognizing that the name of the game now is giving people freedom so they can prove that they are responsible

Two Operating Systems

Industrial Age Oriented “Traditional”

Information Age Oriented

Industrial CommodityTool, buildings,

merchandise. “He who controls the tools controls the system.”

People ThenLess educated / Dependence on managers with education to tell them what to do. “Father Knows Best”Society more formal.

People ThenSpeed was slow / Get across the country in 10 days

Parochial

Industrial Era Life was Stable

Linear Sequential Work Process

Mediocre Expectations and Services

Industrial Era

One Size Fits All

Not much competition

He who owned the tolls controlled.

Industrial EraCentralized

Preoccupation with rules and regulations

Hierarchical chains of command

Country smaller /sluggish

Information AgeThe New Operating

System

New CommodityWe are in an information society. we are out of

the industrial society. Before things were a commodity of value, today information is the value. Today the most influential person is the disgruntled worker.

People NowEducated / informed from media

Less formal

People Now

Expect speed

Global

Information AgeRapid Change

Networked Process Using Technology

Expectations of Excellence

Information Age

Customized Services

Global Competition

Fiscal Constraints

Cutting Red TapeA Shift from a system in which

people are accountable for following the rules to a system in which they are accountable for achieving results

Putting Employees First

Listen carefully to their employees using surveys and focus groups

Use incentives that drive their employees to put customers first

Empowering Employees-for ResultsEmpowering front line workers to make

more of their own decisions and solve more of their own problems.

Embrace labor management cooperation, provide training and other tools for employees for Humanizing the workplace.

Defining Purpose

Industrial

Find it in statutes, rules, and policies.

Authority-based

Do things right.

Information

Find it in mission, vision, strategy, and values

Customer-based

Do the Right things

What Matters

Industrial

Adherence to rule and procedure

Supervision, audits,hearings,grievances

Information

Results that customers value

Self-directed work teams.

Work is organized toward

Industrial

Interests of the organization are

paramount.

Quality is defined by experts.

Information

Interests of customers and employee are paramount.

Quality defined by customers /experts / employee

How it is controlledIndustrial

Control is focused on inputs.

At the top and through the chain of command.

Compliance is focused on enforcement.

Information

Control is focused on results customers value.

Through customer /employee chain of value

Motivating people to comply

Conditions EmployeesIndustrial

Assume people will screw up: build system of controls to prevent them from doing so.

Formal hierarchy is important; focus on your job,specialization

Information

Assume people will perform; empower them to succeed.

Flexibility important: focus on big picture

The Catalytic Manager

Traditional: Authority Based

Information Age: Separate policy decisions (steering) from service delivery (rowing).

Employee Centered

Traditional:Manager does all / employees become depended on manager, no control

Information: Employee Based, advisory groups, surveys, Self-directed work teams.

Mission-Driven Business

Traditional: Make money follow rules.

Information:Turns employees free to pursue the business mission with the most effective methods they can find.

Result-orientedTraditional: Focus on inputs, ignores

pays little attention to outcomes

Information: Focus on outcomes, dedication factor

Customer-DrivenTraditional :Pay does not come from

customer satisfaction, one size fits all. No complaints your ok.

Information:Changes rules to help the needs of the customer and employee. Focus is on customer satisfaction.

Anticipatory

Traditional: Write employee up in order to solving problems.

Information: Spends time and energy and training in order to prevent worker dissatisfaction.

Decentralized

Traditional: Hierarchy top down.

Informational: Participation and Teamwork

Example: TQM, Quality Circles, Labor Management Committees, Employee Development Programs, Attitude Surveys

Here’s How

Create a clear sense of mission.

Steer more, row less. Delegate authority and

responsibility. Replace regulations with

incentives.

Here’s How

Develop pay based on outcomes. Measure our success by customer

satisfaction and income.

Survey of employees: 68% “it is important to believe that their work

was appreciated by others.” 63% “said they would like more recognition for

their work.” 67% “agreed that most people need

appreciation for their work.” 8% “thought people should not look for praise.”

Train your employees up-front

Urine Test up front or suggestion of it on the application.

Spend an hour, morning or day with director / president.

Introduce to all employees

An executive must learn to be a leader who is...

more of a symphony conductor

an architect a coach not a general, an

authoritarian type

The day of the know–everything manager is over

they do not know everything and everybody knows they don’t know everything.

Old Operating System;

manager had the knowledge and

the power was based on that knowledge. You had insight.

People weren’t going to make decisions unless you said it

New Operating System

The object now is to take the brilliance of the ideas of the people who work with you and focus them…

to affect the direction of the business, to affect growth, and to affect

strategic issues.

New Operating System new unit of business is the

individual, not the company.

person can carry around the computing power that a medium-size company had in 1985

New Operating System

Their marketplace is not domestic, it’s global.

They are fundamentally going to have to change the way they lead and manage people.

The speed of change is only going to be faster.

Things are moving so fast that if you hold onto your experience too long, you’ll get trapped into old ways of looking at things.

New Operating System

Can you learn faster then the person next to you.