ETM 5110 LEADERSHIP STRATEGIES Session 4

1
ETM 5110 LEADERSHIP STRATEGIESSession 4

• Recap/Common Threads
• Guest Lecture Series Jack Welch (GE), Jim
  Goodnight (SAS), Craig Weatherup (Pepsi), Jerry
  Ennis (Boldt Construction
• Guest Lecture by (Ret.) General Reimer
• Five Myths of Management
• Review of Successful Leader Assignment (Common
  Threads)

2
ETM 5110 LEADERSHIP STRATEGIES

• Our Virtual Walk in the Woods
• Or
• Moral Compass

3
ETM 5110 LEADERSHIP STRATEGIES

• Managing for Shareholder Value
• Shifting the focus from growth to profitability
• Core strengths/competency
• Workforce development
• Defining success (e.g., customer satisfaction,
  return on investment, return on equity)
• Setting ambitious yet achievable goals
• Benchmarking against world-class corporations
• Multi-disciplinary solutions
• Performance-based compensation
• Brian Pitman, Leading for Value, HBR, April
  2003.

4
ETM 5110 LEADERSHIP STRATEGIES Guest Lecture
Series

• Dennis Reimer is Executive Director of the
  National Memorial Institute for the Prevention of
  Terrorism (MIPT)
• Retired General, United States Army
• 33rd Chief of Staff (1995-1999)
• Commanding General U. S. Army, Forces Command,
  Ft. McPherson, GA
• Among Assignments Vietnam, Korea, Pentagon
• Graduate, U. S. Military Academy
• M. S., Shippensburg State College
• Native of Medford, OK

5
ETM 5110 LEADERSHIP STRATEGIES Reimers Rules
for Leadership

• Do Whats Legally and Morally Right Every Time
• Be All You Can Be (U. S. Army Slogan)
• Treat Others As You Expect to Be Treated
• Gen. Dennis Reimer (Ret. USA)
• Executive Director, National Memorial Institute
• for the Prevention of Terrorism (MIPT)

6
ETM 5110 LEADERSHIP STRATEGIES

• Five Myths of Management
• Leadership is rare skill.
• Leaders are born, not made.
• Leaders are charismatic.
• Leadership exists only at the top of an
  organization.
• The leader controls, directs, prods, manipulates.
• List by Bennis and Nanus and included in book
  Moses on Management by David Baron, Pocket
  Books ISBN 0671-03259-3

7
ETM 5110 LEADERSHIP STRATEGIES

• What Constitutes Role Model Behavior?

8
ETM 5110 LEADERSHIP STRATEGIES

• The Components of Role Model Behavior
• Honest
• Competent
• Trustworthy
• Respect for others
• Energizes/engages others
• Gets results
• Conflict mediation/resolution
• Practices the 7 Habits

9
ETM 5110 LEADERSHIP STRATEGIESFive Actions to
Credibility

• Challenge the Process
• Inspired Shared Vision
• Empower People to Act
• Model the Way Thru Personal Behavior Successes
• Recognize Contributions and Celebrate Successes

10
ETM 5110 LEADERSHIP STRATEGIES

• Effective leaders know what will make a
  difference, and how to make a difference

11
ETM 5110 LEADERSHIP STRATEGIES

• The Language of Leadership
• Engage/involve
• Earned authority
• Core competency
• M A
• Virtuality
• Enterprise resource planning (ERP)
• Smart/integrated systems

12
ETM 5110 LEADERSHIP STRATEGIES

• The Value of Shared Values
• Foster strong feelings of personal effectiveness.
• Promote high levels of loyalty to the
  organization.
• Facilitate consensus about key organizational
  goals and the organizations stakeholders.
• Encourage ethical behavior.
• Promote strong norms about working hard and
  caring.
• Reduce levels of job stress and tension.
• Foster pride in the organization.
• Facilitate understanding about job expectations.
• Foster teamwork and esprit de corps.
• Kouzes Posner, Seven Lessons for Leading the
  Voyage to the Future.(From Drucker, The Leader
  of the Future, page 99-110)

13
ETM 5110 LEADERSHIP STRATEGIES

• Breakthrough Leadership
• they dont make plans they dont solve
  problems they dont even organize people. What
  leaders really do is prepare organizations for
  change and help them cope as they struggle
  through it.
• What Leaders Really Do, HBR, December 2001.

14
ETM 5110 LEADERSHIP STRATEGIES

• Leadership What Really Matters
• How Decisions Made? (Independently or in
  Collaboration)
• Qualitative or Quantitative Assessments to Make
  Key Decisions?
• Visionary or Detailed-oriented?
• Charismatic or Quiet?
• Patient or Impatient?
• Secure or Insecure?
• Build relationships with people at all levels of
  the organization and to inspire the rest of the
  management team to do the same.
• Spot opportunities and problems early.
• Nohria, Joyce, and Roberson, What Really
  Works, HBR, July 2003, page 42-52.

15
ETM 5110 LEADERSHIP STRATEGIES

• Motivating Employees
• Recast jobs so that they offer
• Achievement
• Responsibility
• Growth
• Herzberg, One More Time How Do You Motivate
  Employees? HBR, January 2003.

16
ETM 5110 LEADERSHIP STRATEGIES

• The Value-centric Organization...

17
ETM 5110 LEADERSHIP STRATEGIES

• The Value-centric Organization
• Guiding principles
• People and alignment
• Customers and markets
• Technology and services
• Successful execution
• Continuous improvement
• Celebrate success
• Sustainable growth                  

18
ETM 5110 LEADERSHIP STRATEGIES

• Three Core Principles of a Vision Framework
• Raison detra
• Strategy for achieving its "higher purpose"
• Values that define what the organization stands
  for
• Mark Lipton, Guiding Growth How Vision Keeps
  Companies on Course. HBR Product 7060.

19
ETM 5110 LEADERSHIP STRATEGIESFrom Individual
Contributor to Leader/ManagerTen Traits to
Transition

• Positive, upbeat attitude
• Can-do spirit
• Commitment to continuous learning
• Team player
• Energize others/energized by others
• Self-starter
• Flexible/adaptable
• Personal balance