Project Leadership Creating awareness that facilitates leading and managing people R. J. Monson, PhD.

Project Project LeadershipLeadershipCreating awareness that facilitates

leading and managing people

R. J. Monson, PhD

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SummarySummary

Project and Organizational CultureProject and Organizational Culture The challenge of leading peopleThe challenge of leading people Foundations required to get resultsFoundations required to get results A view of the Organizational OperationA view of the Organizational Operation ImplicationsImplications Example situationsExample situations Motivation theoriesMotivation theories Recommendations to considerRecommendations to consider

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Organizational CultureOrganizational Culture

3

44

Organizational Culture Organizational Culture DefinedDefined

The basic pattern of The basic pattern of shared values and shared values and assumptions assumptions governing the way governing the way employees within employees within an organization an organization think about and act think about and act on problems and on problems and opportunities.opportunities.

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Elements of Organizational CultureElements of Organizational Culture

Visible

• Unconscious, taken-for-granted perceptions or beliefs

• Mental models of ideals

Shared assumptionsShared assumptions

• Conscious beliefs• Evaluate what is good or bad, right or

wrong

Shared valuesShared values

ArtifactsArtifactsArtifactsArtifacts

• Stories/legends• Rituals/ceremonies• Organizational language• Physical structures/décor

• Stories/legends• Rituals/ceremonies• Organizational language• Physical structures/décor

Invisible(below the surface)

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Meaning of Cultural Meaning of Cultural Content Content

Cultural content refers to the Cultural content refers to the relative ordering of values.relative ordering of values.

Example: Dell -- efficiency and Example: Dell -- efficiency and competitivenesscompetitiveness

An organization emphasizes only a An organization emphasizes only a handful of values out of dozens or handful of values out of dozens or hundreds of values that exist.hundreds of values that exist.

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Organizational Culture Organizational Culture ProfileProfile

Org Culture Dimensions Dimension Characteristics

Innovation Experimenting, opportunity seeking, risk taking, few rules, low cautiousness

Stability Predictability, security, rule-oriented

Respect for people Fairness, tolerance

Outcome orientation

Action oriented, high expectations, results oriented

Attention to detail Precise, analytic

Team orientation Collaboration, people-oriented

Aggressiveness

Competitive, low emphasis on social responsibility

Source: O’Reilly et al (1991)

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Organizational Organizational Subcultures Subcultures

Located throughout the organizationLocated throughout the organization

Can enhance or oppose Can enhance or oppose (countercultures) firm(countercultures) firm’’s dominant s dominant cultureculture

Two functions of countercultures:Two functions of countercultures: provide surveillance and critique, ethicsprovide surveillance and critique, ethics source of emerging valuessource of emerging values

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Artifacts of Artifacts of OrganizatioOrganizational Culturenal Culture

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Mayo Clinic Deciphers its Mayo Clinic Deciphers its CultureCulture

To decipher its culture and identify ways to To decipher its culture and identify ways to reinforce it at the two newer sites, the Mayo reinforce it at the two newer sites, the Mayo Clinic retained an anthropologist who Clinic retained an anthropologist who shadowed employees, joined physicians on shadowed employees, joined physicians on patient visits, and posed as a patient to patient visits, and posed as a patient to observe what happens in waiting rooms. observe what happens in waiting rooms.

Courtesy of the Mayo Clinic

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Artifacts: Stories and Artifacts: Stories and LegendsLegends

Social prescriptions of desired Social prescriptions of desired (undesired) behavior(undesired) behavior

Provides a realistic human side to Provides a realistic human side to expectationsexpectations

Most effective stories and legends:Most effective stories and legends: Describe real people Describe real people Assumed to be trueAssumed to be true Known throughout the organizationKnown throughout the organization Are prescriptiveAre prescriptive

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Artifacts: Rituals and CeremoniesArtifacts: Rituals and Ceremonies

RitualsRituals programmed routines programmed routines (eg., how visitors are greeted)(eg., how visitors are greeted)

CeremoniesCeremonies planned activities for an audienceplanned activities for an audience (eg., award ceremonies)(eg., award ceremonies)

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Artifacts: Organizational LanguageArtifacts: Organizational Language

Words used to address people, Words used to address people, describe customers, etc.describe customers, etc.

Leaders use phrases and special Leaders use phrases and special vocabulary as cultural symbols vocabulary as cultural symbols eg. Referring to eg. Referring to ““clientsclients”” rather than rather than

““customerscustomers”” Language also found in subculturesLanguage also found in subcultures

eg. Whirlpooleg. Whirlpool’’s s ““PowerPoint culturePowerPoint culture””

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Artifacts: Physical Structures/SymbolsArtifacts: Physical Structures/Symbols

Building structure -- may shape and Building structure -- may shape and reflect culturereflect culture

Office design conveys cultural meaningOffice design conveys cultural meaning Furniture, office size, wall hangingsFurniture, office size, wall hangings

Courtesy of Microsoft Corp.

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OrganizationaOrganizational Culture and l Culture and OrganizationaOrganizational Performancel Performance

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Benefits of Strong Corporate Benefits of Strong Corporate CulturesCultures

StrongOrganizationalCulture

SocialSocialControlControl

ImprovesImprovesSense-MakingSense-Making

SocialSocialGlueGlue

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Contingencies of Org Culture & Contingencies of Org Culture & PerformancePerformance

Strong organizational cultures do not Strong organizational cultures do not always result in higher organizational always result in higher organizational performance because:performance because:

1.1. Culture content might be misaligned Culture content might be misaligned with the organizationwith the organization’’s environment.s environment.

2.2. Strong cultures may focus on mental Strong cultures may focus on mental models that could be limitingmodels that could be limiting

3.3. Strong cultures suppress dissenting Strong cultures suppress dissenting values from subcultures.values from subcultures.

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Adaptive Organizational Adaptive Organizational CulturesCultures

External focus -- firmExternal focus -- firm’’s success s success depends on continuous changedepends on continuous change

Focus on processes more than goalsFocus on processes more than goals

Employees assume responsibility for Employees assume responsibility for org performanceorg performance They seek out opportunitiesThey seek out opportunities

Proactive and responsiveProactive and responsive

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Strengthening Organizational CultureStrengthening Organizational Culture

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Attraction-Selection-Attraction-Selection-Attrition TheoryAttrition Theory

Organizations attract, select, and retain people with Organizations attract, select, and retain people with values and personality characteristics consistent with values and personality characteristics consistent with the organizationthe organization’’s character, resulting in a more s character, resulting in a more homogeneous organization and a stronger culturehomogeneous organization and a stronger culture

Attraction -- applicants self-select and weed Attraction -- applicants self-select and weed out companies based on compatible valuesout companies based on compatible values

Selection -- Applicants selected based on Selection -- Applicants selected based on values congruent with organizationvalues congruent with organization’’s cultures culture

Attrition -- Employee quite or are forced out Attrition -- Employee quite or are forced out when their values oppose company valueswhen their values oppose company values

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Whole Foods Spreads its CultureWhole Foods Spreads its Culture

When expanding operations, Whole Foods Market When expanding operations, Whole Foods Market maintains its culture through a maintains its culture through a ‘‘yoghurt cultureyoghurt culture’’ strategy. This is a socialization process in which current strategy. This is a socialization process in which current employees who carry the groceremployees who carry the grocer’’s unique culture are s unique culture are transferred to new stores so recently-hired employees transferred to new stores so recently-hired employees learn and embrace that culture more quickly.learn and embrace that culture more quickly.

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Organizational Socialization DefinedOrganizational Socialization Defined

The process by which individuals learn the The process by which individuals learn the

values, expected behaviors, and social values, expected behaviors, and social

knowledge necessary to assume their roles knowledge necessary to assume their roles

in the organization.in the organization.

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Socialization: Learning & AdjustmentSocialization: Learning & Adjustment

Learning ProcessLearning Process Newcomers make sense of the Newcomers make sense of the

organizationorganization’’s physical, social, and s physical, social, and strategic/cultural dynamicsstrategic/cultural dynamics

Adjustment ProcessAdjustment Process Newcomers need to adapt to their new Newcomers need to adapt to their new

work environmentwork environment New work rolesNew work roles New team normsNew team norms New corporate cultural valuesNew corporate cultural values

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Stages of SocializationStages of Socialization

Role Role ManagementManagementRole Role ManagementManagement

• Insider

• Changing roles and behavior

• Resolving conflicts

• Insider

• Changing roles and behavior

• Resolving conflicts

EncounterEncounterStageStageEncounterEncounterStageStage

• Newcomer

• Testingexpectations

• Newcomer

• Testingexpectations

Pre-EmploymentPre-EmploymentStageStagePre-EmploymentPre-EmploymentStageStage

• Outsider

• Gathering information

• Forming psychological contract

• Outsider

• Gathering information

• Forming psychological contract

Cultural TransformationCultural Transformation

A Competing Values Model

Direction of FocusDirection of Focus

Project InternalFocus

Project ExternalFocus

Direction of ControlDirection of Control

Flexibility/Adaptability

Stability & Control

Competing ValuesCompeting Values

Be tolerantfor each rule has

its exception

Be patientBe aggressive,

the momentmay be lost

Establish the ruleand allow no

variation

ExternalInternal

Flexibility

Stability

Four Culture TypesFour Culture Types

Project Internal Focus

Flexibility and Change

Stability and Control

Project External Focus

Ad-Hoc Organization

Competitive Organization

Bureaucracy Organization

Clan Organization

BreakthroughProjects

PerformingProjects

ImprovementProjects

Long Development

Projects

Clan Culture

The Clan Culture organization is considered to be people oriented. It is a friendly place to work where people share a lot of themselves, much like an extended family. The leaders are mentors and facilitators. Building teams and developing people are important. Success is defined as being derived from sensitivity to customers and concern for people. The glue that holds the organization together is loyalty and tradition. Commitment is high. The importance of developing human resources is emphasized, along with high cohesion and morale. Management places a

premium on teamwork, participation and training.

Bureaucracy Culture

An organization with a Bureauracy Culture features a formalized and structured work environment. What people do is governed by rules and procedures. They are organizers and efficiency experts. Dependable delivery, smooth scheduling and low cost are critical. Maintaining a smooth running organization is important and the glue holding the organization together is formal rules, policies and standard processes. Long term stability and predictability, with little change, are emphasized. The managers are coordinators and monitors. Their major concerns are stability, reliability and predictability.

Competitive Culture

The Competitive Culture is a goal-oriented, rational, measurement based, competitive place to work. In this culture hard working people are primarily concerned with the task–getting the job done. The managers are producers and directors. They are hard driving, decisive and action oriented. The glue that holds the enterprise together is an emphasis on winning, goal achievement and building a reputation. Competitive actions, achieving measurable targets and working hard is valued. Hard driving competitiveness, winning and being the best is emphasized.

Ad hoc Culture

The Ad hoc Culture is dynamic and creative. Entrepreneurial in nature, people "stick their necks out" and take risks. Innovation and alternative ways of thinking characterize the leaders. Success is defined as having unique or new products or services. Finding new ways of doing things is valued. The glue that holds the organization together is commitment to being on the leading edge, growth or expanding the business, and acquiring new resources. Change and readiness to meet new challenges are stressed. The leaders are innovators and brokers. Individual initiative, innovation, and freedom are emphasized.

Toward Internal Focus Toward External Focus

Tow

ard

Fle

xibl

e F

ocus

Tow

ard Stability F

ocus

Four Culture TypesFour Culture Types

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The Shrimp GameThe Shrimp Game

The game involves three shrimpers, Arnold, Beatrice The game involves three shrimpers, Arnold, Beatrice and Charlotte, competing in the same town for market and Charlotte, competing in the same town for market share. They are the only shrimpers in town and are the share. They are the only shrimpers in town and are the only suppliers to this market. The shrimpers have a only suppliers to this market. The shrimpers have a family history of feuds and do not communicate with family history of feuds and do not communicate with each other. This would imply that the three have each other. This would imply that the three have adopted an agreement prohibiting collusion.adopted an agreement prohibiting collusion.

It costs these shrimpers $5.00 per pound of shrimp It costs these shrimpers $5.00 per pound of shrimp inclusive of opportunity cost. The price that each of the inclusive of opportunity cost. The price that each of the shrimpers receives from the market is determined by shrimpers receives from the market is determined by the function:the function:

P(QA , QB , QC ) = 45-0.2(QA + QB + QC ) P(QA , QB , QC ) = 45-0.2(QA + QB + QC )

and is common knowledge.and is common knowledge.

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Organizational CultureOrganizational Culture

Did you see any norms or behaviors Did you see any norms or behaviors that were created by your team?that were created by your team?

Did you have common approaches Did you have common approaches that other teams did not exhibit?that other teams did not exhibit?

How did these norms appear?How did these norms appear? Who decided how things were to be Who decided how things were to be

done?done?

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Organizational Culture Organizational Culture ProfileProfile

Org Culture Dimensions Dimension Characteristics

Innovation Experimenting, opportunity seeking, risk taking, few rules, low cautiousness

Stability Predictability, security, rule-oriented

Respect for people Fairness, tolerance

Outcome orientation

Action oriented, high expectations, results oriented

Attention to detail Precise, analytic

Team orientation Collaboration, people-oriented

Aggressiveness

Competitive, low emphasis on social responsibility

Source: O’Reilly et al (1991)

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Individual MotivationIndividual Motivation

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Leading & Managing Leading & Managing PeoplePeople

Individuals

Groups Organization

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Consider – How do we get consistent results from

people?

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The Foundation for Results The Foundation for Results is based on the Individualis based on the Individual

First and foremost, the individual First and foremost, the individual must feel a sense of trust in othersmust feel a sense of trust in others This produces a willingness to take This produces a willingness to take

personal riskspersonal risks This allows reliance on othersThis allows reliance on others And an ability to engage intellectually And an ability to engage intellectually

for the good of the organizationfor the good of the organization This puts all brains in action, not just This puts all brains in action, not just

from leadershipfrom leadership

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The Second StepThe Second Step

The need for open communications The need for open communications is of secondary importanceis of secondary importance The ability to speak your opinion freelyThe ability to speak your opinion freely Reward systems that support honest Reward systems that support honest

expression of opinionsexpression of opinions Conflicting views that can be discussed Conflicting views that can be discussed

openly and without recriminationsopenly and without recriminations This can yield very effective This can yield very effective

communication leading to the next stepcommunication leading to the next step

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The Third StepThe Third Step

There is a need to gain commitment There is a need to gain commitment from those involved in the workfrom those involved in the work Without open conflict and discussion, the Without open conflict and discussion, the

dissenter cannot embrace the chosen dissenter cannot embrace the chosen path, yielding suboptimal commitmentpath, yielding suboptimal commitment

Concrete objectives can be defined, Concrete objectives can be defined, alternatives discussed, and dissenting alternatives discussed, and dissenting views airedviews aired

A willingness to compromise in view of A willingness to compromise in view of the strategy can result in buy-in to the the strategy can result in buy-in to the path selectedpath selected

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The Fourth StepThe Fourth Step

Interdependence is a crucial aspect of Interdependence is a crucial aspect of this step, providing a reliance one upon this step, providing a reliance one upon anotheranother Being aware of personal vulnerability Being aware of personal vulnerability

provides impetus to deliver on our promises, provides impetus to deliver on our promises, as we expect others to doas we expect others to do

The effective team environment is one in The effective team environment is one in which the individual members are do not which the individual members are do not consider it acceptable to let other team consider it acceptable to let other team members failmembers fail

‘‘All for one and one for allAll for one and one for all’’ -Dumas -Dumas

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FinallyFinally Results can be expected when the foundations Results can be expected when the foundations

are sound and the individual needs and are sound and the individual needs and expectations are fulfilledexpectations are fulfilled

In this environment, individuals bow to the In this environment, individuals bow to the greater needs of the group or organization as greater needs of the group or organization as they:they: Understand the need for the selected pathUnderstand the need for the selected path Have shared their views and been respectfully Have shared their views and been respectfully

addressedaddressed Have trust in the other members such that they Have trust in the other members such that they

understand that their compromise is the logical course understand that their compromise is the logical course of action, and others will also exercise the logical of action, and others will also exercise the logical course of action as necessary – Consistency and course of action as necessary – Consistency and fairness to allfairness to all

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Trust

Open Communications

Commitment

Interdependence

Results

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An additional An additional perspective…perspective…

4444

How does How does the the

company company work?work?

Com pany

TacticalRequirem ents

ExecutiveLeadership

Strategy

Goals

Project P lans

ProjectM anagm ent

JobPerform ance

Productivity

Rew ards

4545

How do people work?How do people work?

JobPerform ance

Job SatisfactionM otivation

Individual

Perform anceAppraisal

Rew ards

464646

How are they How are they related?related?

Com pany

TacticalRequirem ents

ExecutiveLeadership

Strategy

Goals

Project P lans

ProjectM anagm ent

JobPerform ance

Productivity

Rew ards

Job SatisfactionM otivation

Individual

Perform anceAppraisal

Rew ards

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ImplicationsImplications

We must understand the mechanisms at We must understand the mechanisms at play within the organization which play within the organization which circumvent the processes and intentions of circumvent the processes and intentions of the actionsthe actions

By addressing these issues, we can get to By addressing these issues, we can get to the root problems that detract from our the root problems that detract from our resultsresults

We must develop this foundation to truly We must develop this foundation to truly lead, otherwise we are simply managinglead, otherwise we are simply managing

LetLet’’s examine some example cases:s examine some example cases:

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Example 1Example 1

In a weekly staff meeting, a manager In a weekly staff meeting, a manager suggests a new program that she suggests a new program that she suggests be implemented, requesting suggests be implemented, requesting feedback from the team. No discussion feedback from the team. No discussion ensues in the meeting, but after the ensues in the meeting, but after the meeting there are many discussions in meeting there are many discussions in the hallway and elsewhere.the hallway and elsewhere.

What is the probability of new program What is the probability of new program success, and what is occurring here?success, and what is occurring here?

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Example 2Example 2

A leader responsible for a very large A leader responsible for a very large program is reporting subpar metrics program is reporting subpar metrics regarding the program, and clarifying regarding the program, and clarifying that this does not imply the program is in that this does not imply the program is in trouble. With extensive explanation, the trouble. With extensive explanation, the status report is accepted and discussion status report is accepted and discussion moves on to the next topic.moves on to the next topic.

Is this an effectively functioning group? If Is this an effectively functioning group? If you were the leader would you be you were the leader would you be concerned? concerned?

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Example 3Example 3

A leader attends a meeting where A leader attends a meeting where disparaging comments are heard disparaging comments are heard about several members of the leaderabout several members of the leader’’s s team. The leader immediately stands team. The leader immediately stands up for the team members, clarifying up for the team members, clarifying their contributions to the organization.their contributions to the organization.

What could the leader expect from their What could the leader expect from their team over time, and what is necessary team over time, and what is necessary to accomplish this?to accomplish this?

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Example 4Example 4

You attend a staff meeting where a You attend a staff meeting where a suggestion is made to change a standing suggestion is made to change a standing process. The meeting erupts in conflicts, process. The meeting erupts in conflicts, with many members pushing back and with many members pushing back and suggesting alternatives, while others suggesting alternatives, while others argue vehemently in favor of the argue vehemently in favor of the proposal. The meeting takes much longer proposal. The meeting takes much longer than planned.than planned.

What is going on here, and is this What is going on here, and is this desireable?desireable?

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PeoplePeople

Attitudes

Actions Behaviors

Motivations

Beliefs

We must predict and modify human behaviors to succeed

5353

This leads to motivation This leads to motivation theorytheory

What is it that makes people choose What is it that makes people choose to do the things they do?to do the things they do?

Can we make some sort of Can we make some sort of predictions related to situations and predictions related to situations and individuals?individuals?

Can we expect any validity to our Can we expect any validity to our predictions?predictions?

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5454Copyright 2005 RJMonson

Motivation TheoriesMotivation Theories

Goal Setting TheoryGoal Setting Theory People who set goals get more donePeople who set goals get more done

Attribution TheoryAttribution Theory We attribute behaviors to what we We attribute behaviors to what we

observe – We tell storiesobserve – We tell stories Equity TheoryEquity Theory

My input / My output should be equal to My input / My output should be equal to Your input / Your outputYour input / Your output

5555Copyright 2005 RJMonson

Motivation TheoriesMotivation Theories

Reinforcement TheoryReinforcement Theory Like PavlovLike Pavlov’’s dogss dogs Events following a behavior reinforce Events following a behavior reinforce

that behavioral choicethat behavioral choice Expectancy TheoryExpectancy Theory

Behavior – Performance LinkBehavior – Performance Link Performance – Reward LinkPerformance – Reward Link Desire for the rewardDesire for the reward

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Recommendations to Recommendations to ConsiderConsider

We can predict with some degree of We can predict with some degree of accuracyaccuracy We must pay attention to what we observeWe must pay attention to what we observe We must classify data regarding We must classify data regarding

suggested preferences and choicessuggested preferences and choices We must always keep in mind that our We must always keep in mind that our

assessments are not a certainty, but assessments are not a certainty, but rather a potentialrather a potential

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5757

Project LeadershipProject Leadership

We must consider what it means to We must consider what it means to lead in an organization, and how we lead in an organization, and how we can shape our behaviors to increase can shape our behaviors to increase our success ratio (how many of our our success ratio (how many of our people we can get to follow us)people we can get to follow us)

This will require some reprogramming This will require some reprogramming usually, some effort on our part to usually, some effort on our part to begin acting as a leader and creating begin acting as a leader and creating a path for our followersa path for our followers

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LeadershipLeadership

There is a shared belief that we are There is a shared belief that we are experiencing a leadership crisis in our experiencing a leadership crisis in our society, and we must increase the society, and we must increase the number of people willing to step up and number of people willing to step up and take on the mantle of leadership is we take on the mantle of leadership is we want to remain economically secure and want to remain economically secure and stablestable

This is not just a governmental This is not just a governmental perspective, but pervades all of our perspective, but pervades all of our societysociety

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5959

LeadershipLeadership Means different things to different people. And Means different things to different people. And

the word – and the ideal – has been watered the word – and the ideal – has been watered down down

Leadership is the act of building a community of Leadership is the act of building a community of people around you who have the capacity and the people around you who have the capacity and the capability to bring your shared vision of a capability to bring your shared vision of a different tomorrow to fruitiondifferent tomorrow to fruition

It starts with a core belief you have that It starts with a core belief you have that something that needs to be done, it grows something that needs to be done, it grows through the building up of people and connecting through the building up of people and connecting them to each other, and it manifests through bold them to each other, and it manifests through bold action that creates lasting change action that creates lasting change

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Leaders change thingsLeaders change things That thing that is created – a system or an That thing that is created – a system or an

organization – changes the future in a way organization – changes the future in a way that lasts well after the leader moves on that lasts well after the leader moves on

George Marshall engineered the rebirth of George Marshall engineered the rebirth of Europe after the warEurope after the war

Steve Jobs who fundamentally and forever Steve Jobs who fundamentally and forever changed our notion of what technology is changed our notion of what technology is and how it is usedand how it is used

Clara Barton who led the creation of the Clara Barton who led the creation of the Red CrossRed Cross

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Leaders vs ManagersLeaders vs Managers

Leaders build things that last Leaders build things that last Managers keep the routine Managers keep the routine

going in a thing that already going in a thing that already exists. Keeping the routine going exists. Keeping the routine going is an important job, but it isn’t is an important job, but it isn’t the role of the leaderthe role of the leader

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Leadership as a MethodLeadership as a Method

Leadership happens in thought, word, Leadership happens in thought, word, and deed and deed Thought is about finding your true voice Thought is about finding your true voice

and developing a vision and developing a vision Word is about communicating that vision Word is about communicating that vision

to others so you can draw people to you to others so you can draw people to you and to each other based on that visionand to each other based on that vision

Deed is about taking action that by Deed is about taking action that by definition will challenge the status quo, definition will challenge the status quo, and will be resisted by many and will be resisted by many

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Leadership comes from aligning Leadership comes from aligning thought, word, and deed. From thought, word, and deed. From

drawing a straight line from what drawing a straight line from what you believe, through what you you believe, through what you

say, to what you dosay, to what you do

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ThoughtThought Leadership is a creative act, not a reductive Leadership is a creative act, not a reductive

oneone Your change in the world will be resisted, as Your change in the world will be resisted, as

we in general do not like when others leadwe in general do not like when others lead By definition your vision will be at odds with By definition your vision will be at odds with

the conventional wisdom - at odds with the the conventional wisdom - at odds with the status quostatus quo

Accordingly it can’t be arrived at while Accordingly it can’t be arrived at while immersed in the conventional wisdom and immersed in the conventional wisdom and living a life within the status quo living a life within the status quo

Leaders do things differently!Leaders do things differently!

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How does one arrive at their own, original How does one arrive at their own, original vision for transformation? vision for transformation? Through deep thought, self-reflection, and Through deep thought, self-reflection, and

communion with other thinkers – present and pastcommunion with other thinkers – present and past Through reading for hours uninterrupted, through Through reading for hours uninterrupted, through

spending hours talking with a close friend over spending hours talking with a close friend over coffee, through interacting with great works of coffee, through interacting with great works of art. art.

In short, by listening for our true voice in stillness In short, by listening for our true voice in stillness and solitude. It’s the only way to figure out what and solitude. It’s the only way to figure out what you think – not what you’ve distilled from what you think – not what you’ve distilled from what others think others think

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ReflectionReflection The aspiring leader needs to learn to be The aspiring leader needs to learn to be

still so that she can hear her own true voice still so that she can hear her own true voice through the noise that surrounds us through the noise that surrounds us

She must figure out what she believes to be She must figure out what she believes to be true – not what others are telling her is true true – not what others are telling her is true

If you want to be a leader you have to be If you want to be a leader you have to be willing to enter into solitude and carve out willing to enter into solitude and carve out large amounts of time to be alone with your large amounts of time to be alone with your thoughts, and to be alone with a friend or a thoughts, and to be alone with a friend or a good book to develop those thoughts good book to develop those thoughts

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Examples of deep Examples of deep thoughtthought

President Lincoln pacing the halls of the President Lincoln pacing the halls of the White House or reading by firelight as a child White House or reading by firelight as a child

Think of Steve Jobs heading off alone to IndiaThink of Steve Jobs heading off alone to India Or John Kennedy sitting alone in the oval Or John Kennedy sitting alone in the oval

office for hours at a time during the Cuban office for hours at a time during the Cuban missile crisismissile crisis

Jefferson rewriting the founding documents…Jefferson rewriting the founding documents… Great leaders find their voice through solitude Great leaders find their voice through solitude

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Leadership in thoughtLeadership in thought This is where most would-be leaders fail This is where most would-be leaders fail Very few people can think for themselves and Very few people can think for themselves and

have the quiet confidence to resist the have the quiet confidence to resist the convenient but damaging pull of groupthink convenient but damaging pull of groupthink

Pascal wrote that, “all man’s miseries derive Pascal wrote that, “all man’s miseries derive from not being able to sit in a quiet room from not being able to sit in a quiet room alone” alone”

Once you form a vision based on your core Once you form a vision based on your core beliefs, you are ready to share it with others beliefs, you are ready to share it with others and begin to build a community dedicated to and begin to build a community dedicated to that visionthat vision

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Leadership in WordLeadership in Word

Having an original vision is the Having an original vision is the cornerstone of leadership, but being cornerstone of leadership, but being able to communicate that vision is able to communicate that vision is what breathes life into it what breathes life into it

You can be a great thinker – history You can be a great thinker – history has known manyhas known many

But if the ideas just rattle around But if the ideas just rattle around inside your own head, these ideas inside your own head, these ideas don’t make much difference don’t make much difference

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Leadership in WordLeadership in Word

Communicating is hard for people Communicating is hard for people because it involves conquering their fear because it involves conquering their fear of being known of being known

That is what communicating your core That is what communicating your core beliefs really is – sharing with the world beliefs really is – sharing with the world who you really are. What you really care who you really are. What you really care about. What your dream is. What you about. What your dream is. What you love. To do that you need to be love. To do that you need to be vulnerable – and that isn’t a word society vulnerable – and that isn’t a word society usually associates with leadershipusually associates with leadership

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Leadership in WordLeadership in Word Drawing the line between the core of who we Drawing the line between the core of who we

are (leadership in thought) to what we say are (leadership in thought) to what we say (leadership in word) is the most fundamental (leadership in word) is the most fundamental of leadership imperativesof leadership imperatives

““Authenticity” has become an overused word Authenticity” has become an overused word for those leaders precisely because it for those leaders precisely because it matters so much matters so much

To be a leader is to show who you are with To be a leader is to show who you are with your whole heart. You have to let yourself be your whole heart. You have to let yourself be seen in order to draw people to you and your seen in order to draw people to you and your vision vision

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Examples of Leaders in Examples of Leaders in WordWord

Dr. Martin Luther King Jr., who voiced Dr. Martin Luther King Jr., who voiced his dreams and aspirations to the his dreams and aspirations to the whole nationwhole nation

Ghandi, who spoke volumes in words Ghandi, who spoke volumes in words as well as in deedsas well as in deeds

Often we see these insights in children, Often we see these insights in children, who say who they are and what they who say who they are and what they think without fear of repercussionthink without fear of repercussion Out of the mouths of babes comes wisdomOut of the mouths of babes comes wisdom

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Leadership in DeedLeadership in Deed

The true imperative of the leader is to The true imperative of the leader is to take action, even though the general fear take action, even though the general fear is of failure is of failure

History is full of great thinkers and it is History is full of great thinkers and it is full (though less so) of great full (though less so) of great communicators communicators

To become a leader you have to take that To become a leader you have to take that line we’ve been drawing from thought line we’ve been drawing from thought through word and bring it to action.through word and bring it to action.

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The pool of great thinkers shrinks when you The pool of great thinkers shrinks when you come to those who can communicate that come to those who can communicate that vision vision

It shrinks drastically from there to those It shrinks drastically from there to those willing to take the chance on changing willing to take the chance on changing history, and that is because most of us are history, and that is because most of us are afraid to fail afraid to fail

History shows all great leaders not only History shows all great leaders not only experience failure, but come back from that experience failure, but come back from that failure stronger for their time in the failure stronger for their time in the wilderness wilderness

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Leaders typically failLeaders typically fail

Steve Jobs was fired from the company he Steve Jobs was fired from the company he founded, many of his ventures failedfounded, many of his ventures failed

Lincoln twice lost a senate election before Lincoln twice lost a senate election before becoming President becoming President

Reagan failed to capture the nomination from Reagan failed to capture the nomination from Ford in 1976Ford in 1976

Our space program saw countless spectacular Our space program saw countless spectacular and humiliating launching pad failures before and humiliating launching pad failures before success success

TS Eliot wrote, “only those who risk going too TS Eliot wrote, “only those who risk going too far can possibly know how far we can go”far can possibly know how far we can go”

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People learn so much more from failures than People learn so much more from failures than successes successes

We will fail at times, classes, perhaps our We will fail at times, classes, perhaps our projects will fail projects will fail

We will fail our employees and supervisors We will fail our employees and supervisors But failing and getting back up is what But failing and getting back up is what

liberates us to go after even bigger dreams, to liberates us to go after even bigger dreams, to learn what we are made of learn what we are made of

We come back that much tougher, because we We come back that much tougher, because we know we can survive, we have a new know we can survive, we have a new perspectiveperspective

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In order to lead…In order to lead…

Your reach does need to exceed Your reach does need to exceed your grasp and then you need to your grasp and then you need to force yourself to stretch further. force yourself to stretch further.

As the Courage Wolf says, “bite off As the Courage Wolf says, “bite off more than you can chew – then chew more than you can chew – then chew it”.it”.

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Social scientists who do research on happiness Social scientists who do research on happiness come to a seemingly contradictory conclusion: To come to a seemingly contradictory conclusion: To be happy don’t seek happiness – seek challenges. be happy don’t seek happiness – seek challenges. Face your fears and conquer them. It is the act of Face your fears and conquer them. It is the act of solving problems, of overcoming obstacles in life solving problems, of overcoming obstacles in life that makes us happy. The leadership journey will that makes us happy. The leadership journey will bring you into contact with many obstacles and call bring you into contact with many obstacles and call for the conquering of many fears as you seek to for the conquering of many fears as you seek to figure out what you believe, as you communicate figure out what you believe, as you communicate that belief to others, and as you act on the courage that belief to others, and as you act on the courage of your convictions. of your convictions.

Leadership is about conquering fear – and so is lifeLeadership is about conquering fear – and so is life

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ImagineImagine Look what leaders before you have done Look what leaders before you have done

Look at the Brooklyn Bridge, the Erie Canal, and the Look at the Brooklyn Bridge, the Erie Canal, and the Hoover Dam Hoover Dam

Look at the skyscrapers of Chicago and the shipyards of Look at the skyscrapers of Chicago and the shipyards of Wisconsin, the Panama canalWisconsin, the Panama canal

Look at the factories of Detroit and the great medical Look at the factories of Detroit and the great medical institutions with names like Mayo Clinic institutions with names like Mayo Clinic

Look to the heavens at the space station orbiting over Look to the heavens at the space station orbiting over our heads and beyond to our robots exploring the our heads and beyond to our robots exploring the surface of mars surface of mars

Look what has been done, look what you can do Look what has been done, look what you can do DonDon’’t believe the sky is the limit when there are t believe the sky is the limit when there are

footprints on the moon!! footprints on the moon!!

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The Worldbank The Worldbank NegotiationNegotiation

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WorldbankWorldbankThis is an inter-group activity. You and your team are going This is an inter-group activity. You and your team are going

to engage in a task in which money will be won or lost. The to engage in a task in which money will be won or lost. The objective is to win as much as you can. There are two objective is to win as much as you can. There are two teams involved in this exercise, and both receive identical teams involved in this exercise, and both receive identical instructions. After reading these instructions your team has instructions. After reading these instructions your team has fifteen minutes to organize itself and prepare itfifteen minutes to organize itself and prepare it’’s strategy.s strategy.

Each team begins with twenty cards. (You will create Each team begins with twenty cards. (You will create these) These are your weapons. Each card has a marked these) These are your weapons. Each card has a marked side (X) and an unmarked side. The marked side signifies side (X) and an unmarked side. The marked side signifies the weapon is armed, conversely the unmarked side shows the weapon is armed, conversely the unmarked side shows the weapon is unarmed.the weapon is unarmed.

Each team begins with ten weapons unarmed, and ten Each team begins with ten weapons unarmed, and ten armed. These weapons are to remain in your possession at armed. These weapons are to remain in your possession at all times, and the opposing team may not see them at any all times, and the opposing team may not see them at any time.time.

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There will be several rounds consisting of seven moves by There will be several rounds consisting of seven moves by each team. Payoffs are determined at the end of each each team. Payoffs are determined at the end of each round.round.

a move consists of reversing 0, 1 or 2 weapons.a move consists of reversing 0, 1 or 2 weapons. Each team has one and a half minutes for each move. Each team has one and a half minutes for each move.

There are thirty second periods between moves. If the There are thirty second periods between moves. If the team fails to move in the allotted time, no move can be team fails to move in the allotted time, no move can be made until the next move. made until the next move.

The length of two minutes from the beginning of one move The length of two minutes from the beginning of one move until the beginning of the next is fixed and unalterable.until the beginning of the next is fixed and unalterable.

For each new round the weapons are returned to their For each new round the weapons are returned to their original positions.original positions.

Finances:Finances:Each individual contributes two dollars to the World Bank. Each individual contributes two dollars to the World Bank. Two are returned to the team for use during the game. Two are returned to the team for use during the game. These dollars are reserved for the operation of the World These dollars are reserved for the operation of the World Bank. When the rounds are over, the company treasuries Bank. When the rounds are over, the company treasuries will be equally divided amongst the team members.will be equally divided amongst the team members.

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Payoffs:Payoffs:If there is an attack:If there is an attack:Either team may announce an attack on the other team by Either team may announce an attack on the other team by notifying the banker/referee during the thirty-second time notifying the banker/referee during the thirty-second time interval between moves, and including after the seventh move. interval between moves, and including after the seventh move. An attack may not be made during negotiations.An attack may not be made during negotiations.If there is an attack by one or both teams, the following If there is an attack by one or both teams, the following happens:happens:The round ends, and each team pays a twenty-five cent penalty The round ends, and each team pays a twenty-five cent penalty to the World Bank.to the World Bank.The team with the greater number of armed weapons wins The team with the greater number of armed weapons wins fifteen-cents for each weapon it has over and above the armed fifteen-cents for each weapon it has over and above the armed weapons of the other team. These funds are paid directly from weapons of the other team. These funds are paid directly from the treasury of the other team. the treasury of the other team. If there is no attack:If there is no attack:At the end of the round each team receives ten cents for each At the end of the round each team receives ten cents for each unarmed weapon from the World Bank, and pays ten cents to unarmed weapon from the World Bank, and pays ten cents to the bank for each weapon remaining armed.the bank for each weapon remaining armed.

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SummarySummary

The construct of leading peopleThe construct of leading people Foundations required to get resultsFoundations required to get results A view of the Organizational A view of the Organizational

OperationOperation ImplicationsImplications Example situationsExample situations Motivation theoriesMotivation theories Recommendations to considerRecommendations to consider

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ReferencesReferences

Robbins, S. (2010) Organizational Robbins, S. (2010) Organizational Behavior. Prentice Hall. New York.Behavior. Prentice Hall. New York.

Lencioni, P. (2002) The Five Lencioni, P. (2002) The Five Dysfunctions of a Team. Jossey-Bass. Dysfunctions of a Team. Jossey-Bass. New York.New York.

Wilcox, Jay (2012) University of Wilcox, Jay (2012) University of Miami commencement speech.Miami commencement speech.

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