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“Practicing leadership is likegrowing older--It's not for the
faint at heart!"
Gary Floss
University of Minnesota Quality Fair –04 Feb 2010
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You don’t have tobe the “Big Boss”to be an effective
leader!
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Topics Covered1. Leadership vs. Management
What are the attributes? What are importance levels?
2. Values-driven Leadership What part does “understanding culture” play?
3. Concept of the “Right Questions to Ask” What are the questions that leaders need to ask?
4. Leadership companion toPlan/Do/Check/Act: “Start, Stop,Keep”
1. Leadership vs. Management
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Management: Keep the existing train running as designed
Management: Keep the existing train running as designed
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Leadership: See a vision of where wecould be, and lead us there
Leadership: See a vision of where wecould be, and lead us there
Leadership -- explain and sharethe Vision, so everyone can see it 6
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A Leader’s View of ongoingContinuous Improvement
time
Current State
Desired Future State
Core Values of the Organization
As-Is
To-Be
Progress – 1000 pointscale
500
250
750
“Leaders have to createother leaders.
All leaders have threestories”1. Who Am I Story?
2. Who We Are Story?
3. Where Are We Going Story?
Noel Tichy – University of Michigan,author of The Leadership Engine“Winners have good leaders who nurture the development of
other leaders at all levels of the organization” 8
Leader vs. Manager:attributes
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Subject Leader ManagerEssence Change StabilityHorizon Long-term Short-termSeeks Vision ObjectivesPower Personal
charismaFormal authority
Dynamic Proactive ReactiveStyle Transformational Transactional
Reference:www.ChangingMinds.org
Examples: 6 of 24 attributes mentioned
The Two Most Important Keys toEffective Leadership
According to a study by the Hay Group, a global managementconsultancy, there are 75 key components of employee satisfaction(Lamb, McKee, 2004). They found that:
Trust and confidence in top leadership was the single mostreliable predictor of employee satisfaction in an organization.
Effective communication by leadership in three criticalareas was the key to winning organizational trust andconfidence:o Helping employees understand the company's overall business
strategy.o Helping employees understand how they contribute to achieving key
business objectives.o Sharing information with employees on both how the company is
doing and how an employee's own division is doing - relative tostrategic business objectives.
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LeadershipLeadership
• Mission• Vision• Values• Action
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2. Values-Driven Leadership
Personal Values & Organizational Values
Core ValuesCore ValuesCore Values
VisionaryLeadership
Customer-DrivenExcellence
Organizational &Personal Learning
Valuing Employees& Partners
Agility
Focus on TheFuture
Managing ForInnovation
Management byFact
SocialResponsibility
Focus on Results &Creating Value
SystemsPerspective
Reference: MBNQA
Which of these core values
most pertain to Leadership?
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Example: Visionary Leadership Your organization’s senior leaders should
– set directions– create a customer focus,– create clear and visible values,– create high expectations.
The defined values and strategies should helpguide all of your organization’s activities anddecisions.
Senior leaders should be responsible to yourorganization’s governance body for their actionsand performance.
Senior leaders should serve as role models.
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Why Pay Attention toCulture?“Culture eatsstrategic plansfor lunch everytime.”
Dr. Bill Rupp, M.D. & CEO,Jacksonville, FL Clinic CampusMayo Health System
“The culture ofan organizationlives in itslanguage.”
Martin Heidegger“On Time and Being” 15
High Achiever
“One who never seeshimself or herself as a finished
product”
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“Level 5 Leadership: TheTriumph of Humility andFierce Resolve” (Jim Collins, 2001)
Level 1 – Highly Capable Individual
Level 2 – Contributing Team Member
Level 3 – Competent Manager
Level 4 – Effective Leader
Level 5 – Enduring Greatness
Extremepersonalhumility
Intenseprofessional
will
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3. The “Right Questions to Ask”
Need to be a Systems Thinker:Baldrige Core Value of “Systems Perspective”
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Successful management of overallperformance requires organization-specificsynthesis, alignment, and integration.
Synthesis means looking at your organizationas a whole and builds on key business attributes,including your core competencies, strategicobjectives, action plans, and work systems.
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Four Interrelated Parts:– Appreciation for a
System– Understanding of
Variation– Theory of Knowledge– Psychology
System of Profound Knowledge
They don’t evenknow the rightquestions to ask!!
Dr. W. Edwards Deming
Language of Moneyvs.Language of Things
Convert THINGS intoReturn on InvestmentProject Opportunities
Cascade Organizational
Goals Into Dept. Goals,
Measures,Projects
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No problems ahead, my Net Worthis $11,250,567
Weight: 342 lb.
Smoke 3packsa day
Blood Pressure290/160
Balanced Scorecard?
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Costs
OperationalExcellenceCustomer
and MarketFocus
Management
Employees
Balancing the Voice of the Customer, the Process,the Employee
Voice-of-the-Customer
(VOC)
Voice-of-the-Process
(VOP)
Voice-of-the-Employee
(VOE)
“Get Off the Fire Truck”(Jim Womack, Lean Enterprise Institute founder)
“Stop the ‘Firefighting’”: Many managers inorganizations spend a large amount of theirtime in “firefighting” – with customers,suppliers, design, operations.
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Instead:1. Agree on what is important2. “Create brilliant lean processes to achieve
what's important”3. Create stability and then continuously
improve every process4. Mentor subordinates as lean managers
An Organizational example(circa 1990’s)
Discourage Firefighting &Encourage Prevention
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Of 26 reward & recognition systemsavailable to managers/executives; 8 ofthese were negatively correlated to the
desired behavioral attribute
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4. Start, Stop, Keep model
After measure &assessment; what’s the plan? Things we need to keep doing.
Things we need to startdoing.
Things we need to stop doing.
Arnie Weimerskirch, retiredVP, Quality, Honeywell
10 PRINCIPLES OF CHANGE
#2 Use a credible management model
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Model for ChangeProbability of Change is high if C is lower
than the sum of DMPD + M + P > C
Dissatisfaction with the present
Model of the futurewithout that dissatisfaction
ProcessPerceivedCost of makingthe change
-- Including“costs” toemployees & theorganization
Part of the Planning Challenge – the“Duality of Work” Principle
Where everyonepersonalizes theconcept of:
Management has the specialresponsibility of providing a workclimate that enables (time andresources) and rewards this behavior
“Working in theProcess”(delivering results)
“Working on the Process”(improving how we do thework)
whilealso
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Summary
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A Fundamental Truth! ofStrategic Quality Management
Quality begins at the top andsucceeds only through top-management leadership . . .and constancy of purpose.
And: Yes, leadership can occur at any level
Page 65 – Baldrige Criteria
PLAN
CHECK DO
ACT
PLAN
CHECK DO
ACT
PLAN
CHECK DO
ACT
PLAN
CHECK DO
ACT
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Goals•Individual•Team•Organizational
Recognition
Reward
Promotion
Communication
?
?
?
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Alignment of Soft Systems – “supportthe People side of the equation”
Training
“Quality Makes Money”Why Do We Measure?1) to determine data that can be used as a
source of ideas for improvement2) to check progress against expectations
if you are falling short of expectations, goback to (1) and use the data as a beginningpoint for more improvements
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Any Questions