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Leadership in the Baldrige Criteria

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Establish detailed steps & timetables for achieving needed results and then ... Make needed outcomes clear, but train individuals and let them develop their own ... – PowerPoint PPT presentation

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Title: Leadership in the Baldrige Criteria


1
Leadership in the Baldrige Criteria
  • Examines how an organizations senior leaders
    address values, directions, and performance
    expectations, as well as a focus on customers and
    other stakeholders, empowerment, innovation, and
    learning. Also examined are the organizations
    governance and how the organization addresses its
    public community responsibilities.
  • 1.1 Organizational Leadership
  • a. Senior Leadership Direction
  • b. Organizational Governance
  • c. Organizational Performance Review
  • 1.2 Social Responsibility
  • a. Responsibilities to the Public
  • b. Ethical Behavior
  • b. Support of Key Communities

2
Leadership
  • The ability to positively influence people and
    systems to have a meaningful impact to a group,
    achieve desirable results, and shape its culture

3
Leadership System
  • Refers to how decisions are made, communicated,
    and carried out at all levels mechanisms for
    leadership development, self-examination, and
    improvement
  • Effectiveness of leadership system depends in
    part on its organizational structure

4
Managers versus Leaders Planning(John P.
Kotter, HBS)
  • Establish detailed steps timetables for
    achieving needed results and then allocate
    resources necessary to achieve them
  • Establish directions - develop a vision of the
    future and strategies for producing the changes
    needed to achieve that vision

5
Managers versus Leaders - Organizing
  • Establish a structure for accomplishing the plan
  • Staff the structure with individuals, delegate
    authority and responsibility
  • Align people to the vision - communicate the
    need, develop peoples capability and
    competencies, create productive environment,
    promote teamwork

6
Managers versus Leaders - Directing
  • Develop detailed measuring systems
  • Guide people with policies and procedures
  • Create systems or methods to monitor
    implementation
  • Monitoring and inspiring - energize people to
    overcome barriers to change, provide tangible
    resources, walk the talk

7
Managers versus Leaders - Controlling
  • Monitor results versus plan in some detail
  • Identify deviations and then plan organize to
    solve problems
  • Empower employees to monitor their own
    performance
  • Support and promote continuous improvement

8
Core Leadership Skills
  • Vision
  • Empowerment
  • Intuition
  • Self-understanding
  • Value congruence

Dale Crownover, President, Texas Nameplate Co.
9
Examples of Executive Leadership
  • Define and communicate business directions
  • Ensure that goals and expectations are met
  • Review business performance and take appropriate
    action
  • Create an enjoyable work environment
  • Solicit input and feedback from customers
  • Ensure that employees are effective contributors
  • Motivate, inspire, and energize employees
  • Recognize employee contributions
  • Provide honest feedback

10
What Should a CED Do?(John Chambers, Cisco CEO)
  • Be responsible for setting strategies
  • Recruit, develop, and retain the leadership team
    to implement the strategies
  • Focus on what culture we want in the organization

11
Zenger-Miller Leadership Competencies
  • Managing projects
  • Displaying technical skills
  • Managing time and resources
  • Taking responsibility
  • Taking initiative beyond job requirements
  • Handling emotions
  • Displaying professional ethics
  • Showing compassion
  • Making credible presentations
  • Setting or sharing a vision
  • Managing a change
  • Focusing on the customer
  • Dealing with individuals
  • Supporting teams and groups
  • Sharing information
  • Solving problems, making decisions
  • Managing business processes

12
What Should We Look for in A Manager? (John
Chambers)
  • Getting the desired results
  • How good is the managers team?
  • Trust and integrity
  • Industry knowledge
  • Teamwork
  • Ability to drive company vision
  • Communication (individual and group) skills and
    listening skills
  • Customer focus
  • Balancing planning and reacting
  • People skills

13
Categories of Managers Activities
  • Daily operations
  • Fire-fighting
  • Planning
  • Improvement

14
Leading Practices - Leadership
  • Create a customer-focused strategic vision and
    clear quality values
  • Create and sustain leadership system and
    environment for empowerment, innovation, and
    organizational learning
  • Set high expectations and demonstrate personal
    commitment and involvement in quality
  • Integrate quality values into daily leadership
    and management and communicate extensively
  • Integrate public responsibilities and community
    support into business practices

15
Coaching Leadership Style (1 of 3)
  • Ask questions and listen to the answers
  • How can I improve in order to better support you
    in your job?
  • What skills and knowledge do you have which I
    dont know about?
  • What skills do you want to develop?
  • What do you need from me and the organization to
    improve the quality of your work?

16
Coaching Leadership Style (2 of 3)
  • Make needed outcomes clear, but train individuals
    and let them develop their own ways to achieve
    the desired outcomes
  • Study and learn from successes and mistakes with
    involvement from all employees
  • Keep two-way communication candid and honest
    without being punishing

17
Coaching Leadership Style (3 of 3)
  • Focus on the future with collaboration and
    planning for continuous improvement
  • Increase ownership by getting everyone involved
    with external customers
  • Coach and train others to excel
  • Celebrate small wins and reward risk taking

18
Leadership and Public Responsibilities
  • Health, safety, and environment
  • Ethics
  • Community support
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