Pit Bosses: Developing Executive Leadership

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Pit Bosses Developing Executive Leadership

• Gerald Graham, Ph.D.

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Objectives

• Leadership Vision, Mission, Objectives
• Get the Right People on the Team
• Maximize the Benefits of Your Natural Style

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Leadership Defined
"Cause something to happen!"
Bear Bryant
" . . . a leader is one whom others will follow
willingly and voluntarily."
Louis B. Lundborg
Leadership is the ability to influence the
behavior of others.
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Leaders ride the horse where they want the horse
to go!
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Vision Statement
Leadership vision describes desired future
achievements.

• a motor . . . build car for the great multitude.

• . . . providing instant photos in self-contained
  cameras.

• . . . landing a man on the moon and returning
  him safely.

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Mission Statement
Mission statements describe what an organization
does

• . . . to manufacture and deliver high-quality,
  low-cost computers for business and personal use
  in the world market.
• . . . to sell at a reasonable profit a complete
  assortment of western-wear merchandise to working
  people in the Southwest.
• . . . to advance the practice of business skills
  of students and professionals through teaching,
  research and community service . . .

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Focus on the Result

• Budget numbers
• Occupancy rate
• Customer surveys
• Retention rates
• On time payments
• Maintenance schedule

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Four Common Problems with Objectives

• Too general
• Subordinates do not understand
• Boss does not agree
• Absence of regular feedback

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Complaints for Late Delivery

• counted incidents
• group meetings
• discussed tactics
• experiments
• kept score

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Four Suggestions for Improvement

• Specific objectives
• Regular meetings
• Two-way discussions
• Graphs and charts

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Embrace Metrics
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Elementary School Experiment
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Select for Talent

• Although not every coach can win consistently
  with talent, no coach can win without it.
• John Wooden

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People
Dont recruit a turkey to climb a tree When you
can hire a squirrel.
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What Type of Talent?

• ____A. Get along with co-workers?
• ____B. Meet and greet customers?
• ____C. Keep detailed, meticulous records?
• ____D. Show up on time?
• ____E. Work without supervision?
• ____F. Show positive passion?

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Test for Talent

• Personality tests--introvert, extrovert,
  conscientious
• Work sample teststests for job performances
• Mental ability tests--reasoning, comprehension
• Honesty tests--assess honesty

About one in three use extensive testing
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Interview for Talent

• Devote one interview to talent
• Ask open ended questions
• Listen for specifics
• Look for rapid learning
• Look for satisfying experiences
• Consider panel interview
• Summary notes

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Sample (Behavioral) Questions

• Describe activities in your previous job.
• What did you particularly like doing?
• What responsibility did you like least?
• In you last review, describe highest (lowest)
  ratings?
• Describe a time when you had to adapt to a
  change?
• Explain a situation when you disagreed with your
  boss?
• Describe an incident where a coworker upset you.
• Why do you want this particular job?

90 percent of companies seek specific examples
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Poor Questions

• What are you strengths? Weaknesses?
• How did you get along with your coworkers?
• Why are you looking for another job?
• What are your career objectives?
• How many children do you have? (Illegal
  question)
• How would you describe your people skills?
• Are you a motivated person?
• Describe an ideal working environment.

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Listen for Specifics

• Explain a time when you overcame resistance to
  your ideas.
• A. I think it is very important to be
  persistent, particularly if you really
• believe in your ideas. I really encourage that
  kind of candor. If I have
• suggestions that others disagree with . . .
• About a month ago, we introduced a new telephone
  system in my
• department of 12 people. The vendor provided
  individual training. One of
• my staff members began to complain. I told him
  that we had to he had
• to use the system . . .

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Background Checks for Honesty

• Length of employment
• Degrees
• Salary
• Criminal record
• Title

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Check Twelve References

• Ask candidate if references have been cleared
• Ask each reference for three other people who
  knew the applicant
• Make notes on your interviews

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Probationary Period

• Continuation of screening process
• Expose employee to tough assignments
• Meet weekly
• If there are doubts, do not hire

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Items to Observe

• ____ 1. Did the employee show up on time every
  day?
• ____ 2. Did the employee dress appropriately?
• ____ 3. Did the employee learn quickly?
• ____ 4. Did the employee meet coworkers easily?
• ____ 5. Did the employee ask questions?
• ____ 6. Did the employee initiate
  communications?
• ____ 7. Did the employee stay past time on
  occasion?
• ____ 8. Did the employee avoid gossip?
• ____ 9. Did the employee avoid personal phone
  calls?
• ____10. Did the employee avoid text messaging?

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Leadership Styles
12 11 10 9 8 7 6 5 4 3 2 1
Leader Directive
Subordinate Influence
CC BD CO SU
EM
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1. Command and Control
Coercive, autocratic, directive, controlling,
impatient, top down, demanding

• Know what I want
• Expect people to carry out
• I set high objectives
• I initiate things
• I replace non performers
• I like firm policies
• I look for better ways
• Performance is key
• I demand a lot

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2. Benevolent Dictator
Vision driven, directive, goal oriented,balances
freedom and direction

• Clear vision
• Objectives are understood
• Confidence
• Support vision
• Reward contributors
• Standards are clear
• I take input
• I post vision statements
• I allow some freedom

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3. Supportive Style
Positive, patient, understanding, helpful,
relationships, gullible, pleaser.

• Teamwork
• Morale
• Benefit of doubt
• Support my staff
• Feedback
• Flexible
• Patience
• Second chances

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4. Empowering Style
Delegator, people builder, freedom, laissez
faire, let alone

• Build on strengths
• Develop people
• Delegate
• Allow staff freedom
• Seek long term goals
• Supportive of mistakes
• Let people struggle
• Failure is my fault

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In Short

• Ride the horse where you want the horse to go
• Get the right people on the bus
• Adapt your style to maturity level of your staff