MSETM 5110 – LEADERSHIP STRATEGIES Session 2 Review “Rules of Engagement” Summary of Student...

MSETM 5110 – LEADERSHIP STRATEGIES

Session 2

• Review “Rules of Engagement”

• Summary of Student Profiles

• Recap Session 1

• Management/Leadership Divergence and Convergence: Looking for the Common Threads

• Video: Craig Weatherup, Former President and CEO, Pepsi Cola, North America

• Reengineering Leadership


Course Structure

• Review of Leadership Styles

• Examples of Recognized Leaders

• Examples of Emerging Leaders

• A Look at Values and Virtuality

• Use of HBR Case Studies for Relevancy and Application

• Presentations by Guest Executives


Case Studies

• Case Study 1: Harvard Business Review (Bartlett), “GE’s Two-Decade Transformation: Jack Welch’s Leadership.” Product Number 301040.

• Case Study 2: Harvard Business Review. “A Video with Craig Weatherup” (former CEO, Pepsico). Product Number 494518 (4/4/94).

• Case Study 3: Harvard Business Review (Hutton), “Lycos, Inc.: The USA Network, Lycos and TMCS Merger.” Product Number 100048 (4/16/00).

• Case Study 4: Harvard Business Review (Hill and Farkas) “Meg Whitman at e-Bay, Inc.” Product Number 401024 (2/28/01). -or-

• Harvard Business Review (Ryans and Vandenbosh) “Compaq Computer Corp.: The Dell Challenge.” Product Number 900M14 (7/01/00).

MSETM Program

A Master of Science degree designed for practicing…

Engineers and Scientists

whose careers involve…

Management of People,

Projects, Technology, and

Strategy


Overarching/Fundamental Question: What is Leadership?

Vision/Mission <—> (Strategy)

Values <—> (Principles)

Executing/Implementing <—> (Aligning)

Performance/Results <—> (Metrics)

Continuous Improvement <—> (Leveraging)


Doing the Right Things to:

• Sustain Employment

• Advance Career

• Achieve Personal Balance

…Personalizing Leadership


The Ten-Chit Exercise: How Do I Spend My Capital?

• Intellectual

• Physical

• Emotional

• Political

• Financial


Purpose

Connectivity

Relevancy

Application


Session 1

“Immersion” Thru Anthology – Video, HBR, News Magazines, Anecdotes

• Technology Evolution• The Knowledge – Intensive Economy• Next Generation Leadership• Start – and Continue – to Look for Common Threads

Establish Bridge Between Leadership Seminar and MSETM Program

• Complementary Dimension• Learning About Leadership, Not Teaching How to Lead• Finding the Right Model for Individual/Team Success• Standards, Ethics, Integrity


Environment

• Technology Evolution

• Shorter Product Lifecycles

• Globalization

• Increased Competition

• Downsizing/Rightsizing

• Entrepreneurial/Intrapreneurship

• Virtual Corporation

• Enron Collapse

???


Lost Market Capitalization in Last Two Years ($’s B):

• Cisco - $399

• Lucent - $216

• AT&T - $93

• Enron - $70

Source: CNN News, 1/14/02


• Leadership Pre 9-11

• Leadership Post 9-11 – Rudy Giuliani

– George Bush – Presidential Directive 39 (Anti-Terrorism); established Homeland Defense (Tom Ridge); launched “Operation Enduring Freedom.”

– Colin Powell

– Don Rumsfeld

• The Harley-Davidson Posse Ride (10-day, 2300-mile, So. Padre-to-Canada biking experience including retired bikers, yuppie weekend warriors, “serious outlaws” to build brand loyalty, brand community)

• The Abilene Paradox (Jerry Harvey), ISBN 0-669-19179-5. (“The trip no one wanted to take or project the corporation wanted/would kill.”)

MSETM 5110 – LEADERSHIP STRATEGIES(cont’d.)

• Emotional Intelligence (EI) vs. IQ

• A Walk in the Woods

• The Leader/Manager as Portfolio Manager

• Leveraging the Art of Leadership into the Science of Results

• Developing a “Bag of Tricks”


Leadership is about coping with CHANGE.

Management is about coping with COMPLEXITY.


Vision + Technology Innovation + Knowledge Management = Improved Productivity and Sustained Performance


Leadership Characteristics

• Visionary (Thinking Strategically, Globally, Commercially)• Effective Communicator• Character (Honesty and Integrity)• Innovative and Bold• Tough• Smart• Able to Assess Risks• Ability to Build Relationships (Internal and External)• Ability to Process Diverse Information• Embraces Technology• Broad Understanding of the Business• Focuses on Sustainable Growth• Creates Esprit de Corps• Gets Results• Role Model Behavior


Leadership

Teamwork

Trust

Benchmark

Competitive Advantage

Results


Leader/Manager Partnering and Convergence

Results:

• Customer Satisfaction

• Quality Indices (Six Sigma, 1 in 10K, etc.)

• Reliability (MTBF, MTBM)

• Time to Market/Cycle Time

• Time to Cash

• Return on Sales (ROS); Assets (ROA); Equity (ROE); Capital (ROC)

• Gross Margin

• Revenue/Profitability

The Enabler/Differentiator?


Finding the Right Leadership/Management Equation for:

• Sustaining a Business

• Starting a Business

• Turning a Business Around


Level 5 Leadership

1. Humility

2. Will

3. Ferocious Resolve

4. Tendency to Give Credit to Others

5. Assign Blame to Themselves

Jim Collins, “Level 5 Leadership: The Triumph of Humility and Fierce Resolve.” (Harvard Business Review, Product Number R0101D, 1/1/01.)


What Wartime Leaders Do:

1. Define the business of the business;

2. Create a winning strategy;

3. Communicate persuasively;

4. Behave with integrity;

5. Respect others;

6. Act.

Judith Bardwick, “Peacetime Management and Wartime Leadership.” (The Leader of the Future, page 131-141.)

“Heroes are those who do exceptional things in exceptional times…”

From the movie U571

(Author unknown)

THESE ARE EXCEPTIONAL TIMES

CMC


The Six Basic Leadership Styles

• Affiliate (“people come first”)

• Authoritative (“come with me”)

• Coaching (“try this”)

• Coercive (“do what I tell you”)

• Democratic (“what do you think?”)

• Pacesetting (“do as I do, now!”)

Source: Daniel Goleman, “Leadership That Gets Results,” Harvard Business Review, March 2000.


Ranking of Leadership Styles in Order of Positive Impact

• Authoritative

• Affiliate

• Democratic

• Coaching

• Pacesetting

• Coercive

Source: Daniel Goleman, “Leadership That Gets Results,” Harvard Business Review, March 2000.


Habit 1. Be Proactive

Habit 2. Begin with the End in Mind

Habit 3. Put First Things First

Habit 4. Think Win/Win

Habit 5. Seek First to Understand, Then to Be Understood

Habit 6. Synergize

Habit 7. Sharpen the Saw

Steven Covey, “The 7 Habits of Highly Effective People.”

MSETM 5110 – LEADERSHIP STRATEGIES Session 2 Review “Rules of Engagement” Summary of Student...

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