Leadership N Leaders

8/9/2019 Leadership N Leaders

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leaders.ppt (bus1301)


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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


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Great Leaders

passionate about what they do

love to talk about it

high energy

clarity of thinking communicate to diverse audience

work through people (empowering)


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LEADERSHIPThe Trust Factor in LeadershipThe Trust Factor in Leadership

Question: How does a trust-oriented

leader differ from a Machiavellian-orientedleader?

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

Question: How concerned should we beabout others?

Recommendation:Recommendation: Being trustworthyBeing trustworthyis good!!!is good!!!


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LEADERSHIPThe Trust Factor in LeadershipThe Trust Factor in Leadership

Question:Question: What is the role of competenceWhat is the role of competence

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

communication for a leader?communication for a leader?

Question:Question: How does formalization in anHow does formalization in an

organization undermine trust?organization undermine trust?

Recommendation:Recommendation: Learning toLearning totrust others is also good!!!trust others is also good!!!


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Management keeps an

organization running Leadership involves getting

things started

Leadership involves facilitatingchange


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Future Leaders.Future Leaders.Develop/communicate what company is trying toDevelop/communicate what company is trying toaccomplishaccomplish

Create environment where employees can figureCreate environment where employees can figureout what needs to be doneout what needs to be done ANDAND then do it well.then do it well.

95% of American95% of Americanmanagers say themanagers say theright thing.right thing.

5% of American5% of Americanmanagersmanagers dodo thetheright thing.right thing.

When companiesWhen companiesderive theirderive theiradvantage fromadvantage from

intellectualintellectualcapital, oldcapital, oldmanagementmanagementstyles (carrots andstyles (carrots andsticks) are notsticks) are not

sufficient.sufficient.


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CORE VALUESCORE VALUES

Fairness

Commitment

Freedom

Water Line


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Leaders vs. ManagersLeaders vs. ManagersLEADERS:

innovateinnovate

focus on peoplefocus on people

inspire trustinspire trust have a longhave a long--range viewrange view

ask what and whyask what and why

have eyes on horizonhave eyes on horizon

originateoriginate

challenge status quochallenge status quo

do the right thingdo the right thing

MANAGERS:MANAGERS: administrateadministrate

focus on systemsfocus on systemsand structuresand structures

rely on controlrely on control have a shorthave a short--rangerange

viewview

ask how and whenask how and when

have eyes on bottomhave eyes on bottomlineline

initiateinitiate

accept status quoaccept status quo

do things rightdo things right


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LEADERSHIPLEADERSHIP-- Marks of a Great LeaderMarks of a Great Leader

QUESTION:QUESTION: WHY ARE THE FOLLOWINGWHY ARE THE FOLLOWING

TRAITS CONSIDERED CHARACTERISTICSTRAITS CONSIDERED CHARACTERISTICS

OF GREAT LEADERS?OF GREAT LEADERS?

servicing and sacrificing

initiating and risk taking

needing no credit

empowering others

clarifying values


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There Are Only Five Ways to LeadThere Are Only Five Ways to Lead(Article by Farkas and De Becker)(Article by Farkas and De Becker)

Strategic ApproachStrategic Approach Human Assets ApproachHuman Assets Approach

Expertise ApproachExpertise Approach

Box ApproachBox Approach

Change ApproachChange Approach


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LEADERSHIPLEADERSHIPResistance to EmpowermentResistance to Empowerment

(Article by Williams)(Article by Williams)

QUESTION:QUESTION: Why do managers resist change?

QUESTION:QUESTION: Why do managers resist

suggestions? QUESTION:QUESTION: Why are managers afraid to empower

their subordinates?

Recommendation: Dont leave this class thinkingthat you have cornered the market for good ideas

Recommendation: Learn to recognize yourstrengths and weaknesses and those of others

Recommendation: Learn that teams always dobetter than individuals, if there is a trust

relationship among the team members


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LEADERSHIPLEADERSHIP -- EmpowermentEmpowerment

Empowerment Strategies AvoidAvoid competition for power, status, recognitioncompetition for power, status, recognition

DelegateDelegate

CreateCreate andand communicatecommunicate a visiona vision InsistInsist that others diligently work to achievethat others diligently work to achieve

meaningful goalsmeaningful goals

HelpHelp others believe in their own worth andothers believe in their own worth and

potentialpotential CreateCreate a culture in which fear and intimidationa culture in which fear and intimidation

are replaced by trustare replaced by trust

DemonstrateDemonstrate a willingness to be supportive ofa willingness to be supportive ofothersothers


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EMPOWERMENT

Places responsibility forPlaces responsibility for

spotting/solving problems onspotting/solving problems onemployees.employees.

Requires leaders to ask forRequires leaders to ask forsuggestionssuggestions ANDAND lets employeeslets employees

make decisions.make decisions.

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


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LEADERSHIPDevelop Ownership

There are always at least two owners ofThere are always at least two owners of

responsibility.responsibility.

Empowerers ask questions, organize dataEmpowerers ask questions, organize data

to confront people with reality, bringto confront people with reality, bring

customers and performers together.customers and performers together.

Empowerers insist on tough standards.Empowerers insist on tough standards. Empowerers support and coach.Empowerers support and coach.

Conversations are the grist for theConversations are the grist for the

leaders mill.leaders mill.


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LEADERSHIPDevelop Ownership

continuedcontinued

You can lead a horse to water, but youYou can lead a horse to water, but youcant make him drink.cant make him drink.

If you want the horse to drink, make sureIf you want the horse to drink, make sure

the horse is thirsty.the horse is thirsty.

Head buffalo lock the barn door after theHead buffalo lock the barn door after thehorse is stolen.horse is stolen.

Lead geese make certain nothing is everLead geese make certain nothing is ever

stolen.stolen.


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LEADERSHIPLEADERSHIP -- EmpowermentEmpowermentContinued.

Recommendation: Learn to

encourage and make full use of

your talents and the talents ofothers.


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LEADERSHIPLEADERSHIP -- The Magic of VisionThe Magic of Vision Vision sees what

must be

tomorrow,beyond what istoday

Customers helpyou see the vision

Vision inspires

Vision is clarity

Vision is aworthycommitment

Vision generates

supportiveactions


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LEADERSHIPLEADERSHIP -- How Vision WorksHow Vision Works The right vision attracts commitment

and energizes people.

The right vision creates meaning inworkers lives.

The right vision establishes a

standard ofexcellence. The right vision bridges the present

and the future.


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LEADERSHIPLEADERSHIP

How You Know You Need a VisionHow You Know You Need a Vision Is there evidence of confusion about purpose?Is there evidence of confusion about purpose?

Do employees complain about insufficientDo employees complain about insufficient

challenge?challenge? Do employees say they are not having fun anyDo employees say they are not having fun any

more?more?

Is the organization losing market share orIs the organization losing market share orreputation for innovation?reputation for innovation?

Are there signs of declines of pride in yourAre there signs of declines of pride in yourorganization?organization?

Is there excessive risk avoidance?Is there excessive risk avoidance?

Is there an absence of sharing?Is there an absence of sharing?

Is there a strong rumor mill?Is there a strong rumor mill?


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LEADERSHIPCustomer FocusCustomer Focus

What do customers really buy?

Leaders focus on customers - and sodoes everyone else.

Leaders focus on partnering, notselling.

Leaders begin with the customersneeds and wants.

Solving problems spurs partnerships.


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LEADERSHIPGreat PerformanceGreat Performance

Is this the best you can do?

Remember, its leadership, not status

quo-ship. Thinking incrementally moves you

forward from today.

Thinking strategically leadsbackward from the future.

How many bugs is one too many?

Begin with the end in mind.


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LEADERSHIPCreate ValueCreate Value--Added StrategiesAdded 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 problemsthat drive purchasing decisions.

Leaders learn how to focus themselves andeveryone else on solving the customersproblems.


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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 they

thought possible

they set steep goals

they instill in others that both failure and

success are allowed


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Look for the personal touch

Screen your questioners

Scan some Web sites

Hang out and schmooze

Probe past responses to personal

emergencies


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LEADERSHIP:LEADERSHIP:

RemoveRemoveObstaclesObstacles

Systems send

powerful

messages. Performance

management

systems Reward systems

Informationsystems

Structures send

powerful messages. Decentralize

decision making tothe point of customercontact

Cross-functionalteams

Simplified processesand procedures

Focus on onecustomer, oneproduct, oneproduct/marketcombination


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LEADERSHIPLEADERSHIP-- Marks of a Great LeaderMarks of a Great Leader

Recommendation:

You may never become a leaderYou may never become a leader

like the President of the Unitedlike the President of the United

States or the CEO of a FortuneStates or the CEO of a Fortune

500 firm, but these are all good500 firm, but these are all good

qualities to have and to practice.qualities to have and to practice.


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A leader is only as effective as the team

Outperform peers

Make excellence a habit

Be willing to try new approaches

Focus on what you need to do


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Chapter #10 - Understanding

Employee Motivation andLeadership

Theories ofTheories of

employee motivationemployee motivation

Theory X, YTheory X, Y

TwoTwo--factor Theoryfactor Theory

EquityEquity

MaslowMaslow

Expectancy TheoryExpectancy Theory

Goal Setting TheoryGoal Setting Theory

Reinforcement

Participative

management /

Empowerment

Job enrichment /Job design

Leadership

Leadership N Leaders

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