LeaderShip

• 1. LEADERSHIP AND LEADERS

2.

• Great Leaders

• Live with integrity, lead by example

• develop a winning strategy or big idea

• build a great management team

• inspire employees to greatness

• create a flexible, responsive organization

• use reinforcing management systems

In Search of Leadership (article by Reingold) 3.

• Great Leaders

• passionateabout what they do

• love to talk about it

• high energy

• clarity of thinking

• communicateto diverse audience

• work through people ( empowering )

In Search of Leadership (article by Reingold) 4. LEADERSHIP The Trust Factor in Leadership

• Question: How does a trust-oriented leader differ from a Machiavellian-oriented leader?

• Question: Which is more important, our actions or our words?

• Question: How concernedshould we be about others?

• Recommendation: Being trustworthy is good!!!

Leadership 5. LEADERSHIP The Trust Factor in Leadership

• Question: What is the role of competence for a leader?

• Question: What is the role of open communication for a leader?

• Question: How does formalization in an organization undermine trust?

• Recommendation: Learning to trust others is also good!!!

Leadership 6.

• Management keeps an organization running

• Leadership involves getting things started

• Leadership involves facilitating change

Post Heroic Leadership (article by Huey) 7.

• Future Leaders.

• • Develop/communicate what company is trying to accomplish

• • Create environment where employees can figure out what needs to be doneANDthen do it well.

Post Heroic Leadership

• 95% of American managers say the right thing.

• 5% of American managersdothe right thing.

• When companies derive their advantage from intellectual capital, old management styles (carrots and sticks) are not sufficient.

8.

• CORE VALUES

• Fairness

• Commitment

• Freedom

• Water Line

Post Heroic Leadership (article by Huey) 9. Leaders vs. Managers

• LEADERS:

• • innovate

• • focus on people

• • inspire trust

• • have a long-range view

• • ask what and why

• • have eyes on horizon

• • originate

• • challenge status quo

• • do the right thing

• MANAGERS:

• • administrate

• • focus on systems and structures

• • rely on control

• • have a short-range view

• • ask how and when

• • have eyes on bottom line

• • initiate

• • accept status quo

• • do things right

10. LEADERSHIP - Marks of a Great Leader

• QUESTION: WHY ARE THE FOLLOWING TRAITS CONSIDERED CHARACTERISTICS OF GREAT LEADERS?

• servicing and sacrificing

• initiating and risk taking

• needing no credit

• empowering others

• clarifying values

LEADERSHIP 11. There Are Only Five Ways to Lead (Article by Farkas and De Becker)

• Strategic Approach

• Human Assets Approach

• Expertise Approach

• Box Approach

• Change Approach

12. LEADERSHIP Resistance to Empowerment (Article by Williams)

• QUESTION: Why do managers resist change?

• QUESTION: Why do managers resist suggestions?

• QUESTION: Why are managers afraid to empower their subordinates?

• Recommendation: Dont leave this class thinking that you have cornered the market for good ideas

• Recommendation: Learn to recognize your strengths and weaknesses and those of others

• Recommendation: Learn that teams always do better than individuals, if there is a trust relationship among the team members

13. LEADERSHIP-Empowerment

• Empowerment Strategies

• • Avoidcompetition for power, status, recognition

• • Delegate

• • Createandcommunicatea vision

• • Insistthat others diligently work to achieve meaningful goals

• • Helpothers believe in their own worth and potential

• • Createa culture in which fear and intimidation are replaced by trust

• • Demonstratea willingness to be supportive of others

14. EMPOWERMENT

• Places responsibility for spotting/solving problems on employees.

• Requires leaders to ask for suggestionsAND lets employees make decisions.

• Is easiest to implement in smaller, less bureaucratic organizations.

Empowerment .... 15. LEADERSHIP Develop Ownership

• There are always at least two owners of responsibility.

• Empowerers ask questions, organize data to confront people with reality, bring customers and performers together.

• Empowerers insist on tough standards.

• Empowerers support and coach.

• Conversations are the grist for the leaders mill.

16. LEADERSHIP Develop Ownership

• continued

• You can lead a horse to water, but you cant make him drink.

• If you want the horse to drink, make sure the horse is thirsty.

• Head buffalo lock the barn door after the horse is stolen.

• Lead geese make certain nothing is ever stolen.

17. LEADERSHIP-Empowerment

• Continued.

• Recommendation: Learn to encourage and make full use of your talents and the talents of others.

18. LEADERSHIP -The Magic of Vision

• Vision sees what must be tomorrow ,beyond what is today

• Customershelp you see the vision

• Visioninspires

• Vision isclarity

• Vision is aworthy commitment

• Vision generatessupportive actions

19. LEADERSHIP-How Vision Works

• The right vision attractscommitmentandenergizespeople.

• The right vision createsmeaningin workers lives.

• The right vision establishes a standard ofexcellence .

• The right visionbridgesthe present and the future.

20. LEADERSHIP How You Know You Need a Vision

• Is there evidence of confusion about purpose?

• Do employees complain about insufficient challenge?

• Do employees say they are not having fun any more?

• Is the organization losing market share or reputation for innovation?

• Are there signs of declines of pride in your organization?

• Is there excessive risk avoidance?

• Is there an absence of sharing?

• Is there a strong rumor mill?

21. LEADERSHIP Customer Focus

• What do customersreally buy ?

• Leaders focus oncustomers- and so does everyone else.

• Leaders focus onpartnering , not selling.

• Leaders begin with the customersneeds and wants .

• Solving problems spurs partnerships.

22. LEADERSHIP Great Performance

• Is this thebest you can do ?

• Remember, its leadership,notstatus quo-ship.

• Thinkingincrementallymoves you forward from today.

• Thinkingstrategicallyleads backward from the future.

• How many bugsis one too many?

• Begin with the end in mind.

23. LEADERSHIP Create Value-Added Strategies

• Stay close to the customer.

• The tough strategic question: What do I do?

• Value is solving the customers problems.

• Value is doing better than anyone else.

• Value-added strategies solve the problems that drive purchasing decisions.

• Leaders learn how to focus themselves and everyone else on solving the customers problems.

24. Some Managers are More Than Bosses - Theyre Leaders, Too (Horowitz)

• There is no one leader personality

• • they do inspire others to take risks

• • they do inspire others to do more than theythought possible

• • they set steep goals

• • they instill in others that both failure andsuccess are allowed

25.

• Look for the personal touch

• Screen your questioners

• Scan some Web sites

• Hang out and schmooze

• Probe past responses to personal emergencies

Spotting Bad Bosses (article by Shellenbarger) 26. LEADERSHIP: RemoveObstacles

• Systems send powerful messages.

• • Performance management systems

• • Reward systems

• • Information systems

• Structures send powerful messages.

• • Decentralize decision making to the point of customer contact

• • Cross-functional teams

• • Simplified processes and procedures

• • Focus on one customer, one product, one product/market combination

27. SEVEN SECRETS TO BUILDING:EMPLOYEE LOYALTY

• Set high expectations

• Communicate constantly

• Empower, Empower, Empower

• Invest in their financial security

• Recognize people as often as possible

• Counsel people on their career

• Educate them

28. LEADERSHIP - Marks of a Great Leader

• Recommendation:

• You may never become a leader like the President of the United States or the CEO of a Fortune 500 firm, but these are all good qualities to have and to practice.

LEADERSHIP 29.

• A leader is only as effective as the team

• Outperform peers

• Make excellence a habit

• Be willing to try new approaches

• Focus on whatyouneed to do

Spotting Gold Talent (article by Hymowitz) 30. Chapter #10 - Understanding Employee Motivation and Leadership

• Theories of employee motivation

• • Theory X, Y

• • Two-factor Theory

• • Equity

• • Maslow

• • Expectancy Theory

• • Goal Setting Theory

• Reinforcement

• Participative management / Empowerment

• Job enrichment / Job design

• Leadership

31.

• Thanking You

• By:-

• super VAR