Leadership

1
Leadership

• Ever Changing
• Never Changed

2
Overview

• What is it?
• How do you do it?
• Are leaders born or created?
• Is there more than one way to do it?
• Are men better leaders than women?

3
Class Exercise

• On a yellow sticky note, write down what
• you believe is the single most important
• trait or skill a leader must have. Pass it
• forward to the person at the blackboard

4
Difficult to Define

• Leadership can be relative and contingent varying
  with the prevalent culture (both national and
  corporate) or the circumstances
• Certain styles can succeed in a particular
  situation but fail in another
• The predominant definition can change over time
  as in the demise of command-and-control
  leadership caused by the rise of collaborative
  team-oriented structures

5
Fashion and Fad

• Some business models insist that leaders serve
  the people they lead. This sort of theory
  looks attractive, but it can fail to capture
  whats really going on.
• The style of effective leadership may change but
  the substance has been amazingly constant over
  time. People usually want someone to define a
  vision, direction and strategy then get out front
  and show the way.

6
A Definition of Leadership

• Using position, power, personality and
  persuasion to align and unite an organization to
  a single vision and strategy and to create
  inspiration, aspiration and motivation to achieve
  the plan and strategy

7
What is Leadership?

• Persuading the other fellow to do what you
• want him to do when you want him to do it.
• President Dwight Eisenhower

8
C Words and Leadership

• Experts often describe leadership with a blizzard
  of C words.
• Competent, convincing, confident, connected,
  consistent, courageous, compassionate,
  charismatic, caring, etc., etc., etc.

9
The Bowl Analogy

• Some experts use a bowl analogy to describe
  leadership. Like a bowl, a leader contains,
  connects and displays his people. You notice the
  people and give them credit for success while the
  leader quietly achieves organizational goals by
  empowering, encouraging and supporting them.

10
Leadership

• In a book called Leading with Integrity, Alan
• Kolp and Peter Rea describe two basic
• types of leaders
• Those who push from behind
• Those who pull from the front

11
The Pushing Leader

• A pushing leader best suits an in-control company
  using PDCA to evolve. Similar to the bowl
  analogy, she stands behind, empowers and supports
  her team providing resources, expertise, coaching
  and encouragement. She credits the team not
  herself for any success. Her favorite phrase
  is, What do you think?

12
Pulling Leaders

• A pulling leader best suits a troubled,
  out-of-control company that needs revolutionary
  change to get back on track. He stands out in
  front defining the future, guiding, and pulling
  the organization where it needs to go.
• Usually hes a confident, charismatic
  communicator comfortable at center stage. He
  builds a bridge from what is to what can be and
  inspires you to follow him over it. In fact, his
  favorite phrase is Follow me!

13
Revolution and Evolution

• Remember that the purpose of revolutionary
  change is to return a company to a controlled
  state so evolutionary change driven by PDCA can
  be reinstituted.

14
Example of a Pulling Leader

• Civil War Union Army Colonel Joshua Chamberlain
  from the book Killer Angels by Pulitzer Prize
  winner Michael Shaara.
• Although just 34 years old, Chamberlain commanded
  the Maine 20th Regiment. A college professor
  fluent in several languages and a gifted
  communicator, he could inspire people to aspire.

15
Nearly Impossible Situation

• Hours before the battle of Gettysburg,
• Chamberlain was ordered to take command
• of 120 mutineers from the Maine 2nd
• regiment and do one of three things
• Convince them to fight
• Take them into battle under guard
• Execute them

16
His Choice

• Chamberlain chose door 1.
• He had the guards remove the shackles and leave
  saying honorable men dont need chains and
  guards.
• He fed them.
• He talked privately to their spokesman Sergeant
  Bucklin.
• Then he spoke to them. Heres what he said.

17
What Chamberlain Said

• Bucklin has told me of your problem. Ill look
• into it as soon as possible. But theres
• nothing I can do today. Were moving out
• soon. Well be marching all day and we may
• be in a big fight before nightfall. But Ill do
• what I can when I can.

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• Ive been ordered to take you with me. Ive
• been told that if you dont come I can
• shoot you. Well, you know I wont do that.
• Not to Maine men. So thats that.
• But Ive been ordered to take you along and
• thats what Ill do under guard if necessary.

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• You can have your rifles back if you want
• them. The whole Reb army is waiting for us
• up the road a ways and this is no time for an
• argument. I tell you this we sure can use
• your help. Were down below half strength
• and we need you.

20

• I dont want to preach, but if you decide to
• fight alongside us, there are a few things I
• want you to know.
• This regiment was formed last fall back in
• Maine. There were a thousand of us then.
• There are not 300 of us now. But what
• remains is choice.

21

• Some of us volunteered to fight for the
• Union. Some came because we were bored
• at home and this looked like it might be fun.
• Some came because we were ashamed not
• to. Many came because it was the right
• thing to do.

22

• Most of us never saw a black man back
• home, but freedom is not just a word. This
• is a different kind of army. If you look at
• history, youll see men fight for pay, for
• women, or some other kind of loot. They
• fight for land, or because the King makes
• them, or just because they like killing.

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• But were here for something new. This
• hasnt happened much in the history of the
• world. Were an army going out to set other
• men free.
• Bending down, Chamberlain scratched
• up a handful of black dirt. Holding it up,
• he continued

24

• This is free ground all the way to the
• Pacific Ocean. No man has to bow. No
• man is born to royalty. Here we judge you
• by what you do, not by what your father was.
• Here you can be something.

25

• This isnt about land theres always more
• land. Its about the idea that we all have
• value. Were worth something more than
• dirt. I never saw dirt Id die for, yet Im
• asking you to join us and fight for dirt.
• But what were all really fighting for, in the
• end, is each other.

26

• If you come with us, Ill be personally
• grateful. But its your decision. Now we
• have to move out.

27
Results

• All but six of the 120 mutineers joined
  Chamberlain to fight at Gettysburg. His
  augmented regiment turned the tide of battle at a
  key point where the Confederate Army nearly broke
  through Union lines.
• Chamberlain was wounded six times, rose to
  Brigadier General, and was awarded the
  Congressional Medal of Honor. Later, he became
  President of Maines Bowdoin College and Governor
  of Maine. But he never gave a more inspiring and
  effective speech.

28
What did he do?

• Emphasized common ground (men of Maine)
• Fed and flattered them (honorable men who dont
  need guards and shackles)
• Appealed to their pride by saying he needed their
  help.
• Listened to their grievances and promised his
  support after the battle.

29
What did he do?

• Most importantly, he emotionally connected with
  an authentic and convincing message about the
  nearly unique, altruistic roots of the war.
• Emotional communication capability is vital when
  revolutionary change is required.
• Chamberlain knew how to read the mutineers
  emotions so he could use their needs to achieve
  the organizations needs.

30
Two More C Words

• Kolp and Rea insist that people will not follow a
  leader who is missing two key C words
  character grounded in virtue and competence
  gained from experience.
• If a leader is not virtuous, he wont do the
  right things. If hes not competent, he wont do
  things right.

31
Integrity, trust and Moral Decision-making

• Business depends upon trust built by leaders with
  integrity who put the needs of the organization
  and their people before their own.
• How do you select the virtuous course of action
  when faced with an ethical problem?

32
A Framework for Moral Decision-making

• Get the facts and measure them against your
  values to determine the gap between what is and
  what should be.
• Use any or all of the following five approaches
  to decide on a course of action.
• By Manuel Valasqez, Claire Andre, Thomas
  Shanks, Michael J. Meyer

33
Moral Decision-making

• Utilitarian provide the greatest good for the
  greatest number
• Moral Rights promote peoples right to decide
  what to do with their lives, to be told the
  truth, to do and say whatever they want so long
  as it does not violate others rights, to avoid
  harm unless they choose risk, and to expect that
  promises will be fulfilled.

34
Moral Decision-making

• Fairness/Justice Equals should be treated
  equally and unequals unequally. Is this decision
  even-handed or does it favor some over others?
• Common Good Benefit the good we all share
  (systems, policies, institutions, the law, a
  clean environment, etc.)

35
Moral Decision-making

• Virtue Will my decision support and develop
  characteristics all humanity should strive for
  such as honesty, courage, compassion, generosity,
  fidelity, integrity, fairness, and prudence?
• My way Help or hurt the company? Impact various
  stakeholders fairly? Be approved by my Mom?

36
Ethics Police

• Many companies have an ethics officer (often the
  general counsel) to
• . Create and enforce company regulations
• . Provide confidential contact
• . Train all employees

37
Necessary Leadership Skills Negotiating

• Compromise limited resources requires equal
  sacrifice from all parties share the pain
• Collaboration parties find a new, more
  productive strategy that increases resources
  share the gain
• Facilitate agreement by concentrating on needs,
  not demands

38
Necessary Skills Politics

• Politics not a dirty word when used to achieve
  organizational rather than personal goals.
• When you join a company, identify the leaders in
  your class, form a network, and rise together.
  Think of them as unpaid consultants and allies.

39
A Key Leadership Responsibility

• Replication You must replace yourself at
  retirement A responsibility with a long tail.
  Identify possible leaders among the people
  working with you and assure that they get the
  necessary experience and testing as they grow.
• If you want to test a mans character, give him
  power. Abraham Lincoln

40
Power sources for leadership

• Legitimate position
• Reward ability to reward
• Coercive ability to punish
• Expert lead by example
• Referent they respect and admire you

41
Leadership at Ford and Toyota

• Ford leadership wielded by a strong, often
  charismatic CEO. Vision, Values, Mission and
  Strategy varied with the top guy. Little
  long-term outlook or continuity
• Toyota Leadership embedded in the Toyota Way.
  The CEOs job is to protect and continuously
  improve the corporate culture while keeping the
  company constant at the core and adaptive at the
  margin.

42
Leadership Lessons I Learned

• Heres what I learned by observing successful
  executives, adopting/adapting their techniques,
  and practicing on my peers.
• Depend primarily on facts, but use
• feelings to connect with and inspire people.
• 2. Inspire them to aspire by asking Why
  not? instead of Why?

43
Leadership Lessons

• Listen to your people they can make you
• smart and the company rich.
• Dont waste time, effort and anxiety on things
  you cant affect.
• Dont accept responsibility without receiving the
  authority to fulfill it.

44
Leadership Lessons

• Ambition belongs in the gas tank, not at the
  steering wheel check your title, your arrogance
  and your ego at the team-room door.
• As you gain position and power, dont let the
  trappings of rank isolate you. Practice
  management by shoe leather.
• People work with not for you for can create
  envy with creates teamwork.

45
Lessons

• Take time to assure that you understand. Close
  the communication loop. Use active listening
  (not truly listening unless your are willing to
  let the person change your mind)
• Dont let the apparently urgent tyrannize the
  genuinely important. Prioritize to make time for
  reflection.

46
Lessons

• 11.Credit your people not yourself for
  success. Take the blame when they screw up.
• 12. When sacrifices must be made, sacrifice as
  much or more than your people.
• 13. Squeeze all the learning you can out of
  mistakes.
• 14. Find your blind spots then eliminate or learn
  to work around them.

47
Lessons

• 15. Support, encourage and empower your people to
  live up to your expectations. Move or fire those
  who dont.
• 16. Walk your talk everyone is watching.
• 17. Dont confuse popularity with respect the
  first is nice, but the second is vital.
• 18. Coach, dont command. What do you think?

48
Lessons

• 19. Start every day by asking yourself How can I
  make a difference?
• 20. Finish every day by asking yourself What
  value did I create?
• 21. Never confuse your ass with the chair its
  sitting in. The job is important, you arent.

49
Lessons

• 22. At least once a week, ask yourself these
  three questions
• gt What in the outside environment has changed?
• gt Can it affect our organization?
• gt If so, is it an opportunity or a threat and
  what actions do we need to take to
• either defuse it or use it?

50
Lessons

• 23. Realize that leadership is a singular
  pursuit. Once you have listened to everyones
  ideas, you alone must make the decision.
• 24. And finally, find and preserve center. What
  is most important to you and your organization?

51
Leadership and Gender

• On average, women are more empathetic than men,
  which helps them to be good push leaders.
• On average, men tend to be task-oriented pull
  leaders.
• But either can be either. There is little
  difference in leadership substance between men
  and women, but there may be on average some
  difference in style.

52
LeadershipNature versus Nurture

• You must have certain basic traits to lead, but
  much of becoming a leader is up to you and the
  bosses who give you opportunities and training
• Perception can create reality If you look and
  act like a leader, people will come to accept you
  as one and train you to do it (if you dont screw
  up)