The Senior Leadership Challenge David Spong

1. 1 �The Senior Leadership Challenge� David Spong Success is a continuous challenge that demands a commitment from leadership. Understand and commit to changing. You�ve got to be willing to change. You cannot use finesse to solve problems. Embrace the concept that �all ideas have value.� People come into my office all the time. They�ve got ideas and, to be quite honest, I haven�t a clue whether their ideas will work or not. But if the idea isn�t comparable to rearranging deck chairs on the Titanic, I usually say, �go for it.� 95% of the time they come back with a success story. Again, it�s part of empowering, part of motivating people so they feel they�re worthwhile. Finally, I would challenge all of you, especially if you�re not already doing it, to use an internal Baldrige assessment process -- it works. Success is a continuous challenge that demands a commitment from leadership. Understand and commit to changing. You�ve got to be willing to change. You cannot use finesse to solve problems. Embrace the concept that �all ideas have value.� People come into my office all the time. They�ve got ideas and, to be quite honest, I haven�t a clue whether their ideas will work or not. But if the idea isn�t comparable to rearranging deck chairs on the Titanic, I usually say, �go for it.� 95% of the time they come back with a success story. Again, it�s part of empowering, part of motivating people so they feel they�re worthwhile. Finally, I would challenge all of you, especially if you�re not already doing it, to use an internal Baldrige assessment process -- it works.

2. 2 The Leader�s Role Success is a continuous challenge that demands a commitment from leadership. Understand and commit to changing. You�ve got to be willing to change. You cannot use finesse to solve problems. Embrace the concept that �all ideas have value.� People come into my office all the time. They�ve got ideas and, to be quite honest, I haven�t a clue whether their ideas will work or not. But if the idea isn�t comparable to rearranging deck chairs on the Titanic, I usually say, �go for it.� 95% of the time they come back with a success story. Again, it�s part of empowering, part of motivating people so they feel they�re worthwhile. Finally, I would challenge all of you, especially if you�re not already doing it, to use an internal Baldrige assessment process -- it works. (David you may want to leave this sentence out�) Success is a continuous challenge that demands a commitment from leadership. Understand and commit to changing. You�ve got to be willing to change. You cannot use finesse to solve problems. Embrace the concept that �all ideas have value.� People come into my office all the time. They�ve got ideas and, to be quite honest, I haven�t a clue whether their ideas will work or not. But if the idea isn�t comparable to rearranging deck chairs on the Titanic, I usually say, �go for it.� 95% of the time they come back with a success story. Again, it�s part of empowering, part of motivating people so they feel they�re worthwhile. Finally, I would challenge all of you, especially if you�re not already doing it, to use an internal Baldrige assessment process -- it works. (David you may want to leave this sentence out�)

4. 4 Culture � A Set of Shared Vision/Values/Beliefs/Goals

5. 5 How do you achieve a vision? Success is a continuous challenge that demands a commitment from leadership. Understand and commit to changing. You�ve got to be willing to change. You cannot use finesse to solve problems. Embrace the concept that �all ideas have value.� People come into my office all the time. They�ve got ideas and, to be quite honest, I haven�t a clue whether their ideas will work or not. But if the idea isn�t comparable to rearranging deck chairs on the Titanic, I usually say, �go for it.� 95% of the time they come back with a success story. Again, it�s part of empowering, part of motivating people so they feel they�re worthwhile. Finally, I would challenge all of you, especially if you�re not already doing it, to use an internal Baldrige assessment process -- it works. Success is a continuous challenge that demands a commitment from leadership. Understand and commit to changing. You�ve got to be willing to change. You cannot use finesse to solve problems. Embrace the concept that �all ideas have value.� People come into my office all the time. They�ve got ideas and, to be quite honest, I haven�t a clue whether their ideas will work or not. But if the idea isn�t comparable to rearranging deck chairs on the Titanic, I usually say, �go for it.� 95% of the time they come back with a success story. Again, it�s part of empowering, part of motivating people so they feel they�re worthwhile. Finally, I would challenge all of you, especially if you�re not already doing it, to use an internal Baldrige assessment process -- it works.

6. 6 The �Challenge� at Aerospace Support

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8. 8 What Spong thinks he did! Success is a continuous challenge that demands a commitment from leadership. Understand and commit to changing. You�ve got to be willing to change. You cannot use finesse to solve problems. Embrace the concept that �all ideas have value.� People come into my office all the time. They�ve got ideas and, to be quite honest, I haven�t a clue whether their ideas will work or not. But if the idea isn�t comparable to rearranging deck chairs on the Titanic, I usually say, �go for it.� 95% of the time they come back with a success story. Again, it�s part of empowering, part of motivating people so they feel they�re worthwhile. Finally, I would challenge all of you, especially if you�re not already doing it, to use an internal Baldrige assessment process -- it works. Success is a continuous challenge that demands a commitment from leadership. Understand and commit to changing. You�ve got to be willing to change. You cannot use finesse to solve problems. Embrace the concept that �all ideas have value.� People come into my office all the time. They�ve got ideas and, to be quite honest, I haven�t a clue whether their ideas will work or not. But if the idea isn�t comparable to rearranging deck chairs on the Titanic, I usually say, �go for it.� 95% of the time they come back with a success story. Again, it�s part of empowering, part of motivating people so they feel they�re worthwhile. Finally, I would challenge all of you, especially if you�re not already doing it, to use an internal Baldrige assessment process -- it works.

9. 9 All the Usual Stuff! Success is a continuous challenge that demands a commitment from leadership. Understand and commit to changing. You�ve got to be willing to change. You cannot use finesse to solve problems. Embrace the concept that �all ideas have value.� People come into my office all the time. They�ve got ideas and, to be quite honest, I haven�t a clue whether their ideas will work or not. But if the idea isn�t comparable to rearranging deck chairs on the Titanic, I usually say, �go for it.� 95% of the time they come back with a success story. Again, it�s part of empowering, part of motivating people so they feel they�re worthwhile. Finally, I would challenge all of you, especially if you�re not already doing it, to use an internal Baldrige assessment process -- it works. Success is a continuous challenge that demands a commitment from leadership. Understand and commit to changing. You�ve got to be willing to change. You cannot use finesse to solve problems. Embrace the concept that �all ideas have value.� People come into my office all the time. They�ve got ideas and, to be quite honest, I haven�t a clue whether their ideas will work or not. But if the idea isn�t comparable to rearranging deck chairs on the Titanic, I usually say, �go for it.� 95% of the time they come back with a success story. Again, it�s part of empowering, part of motivating people so they feel they�re worthwhile. Finally, I would challenge all of you, especially if you�re not already doing it, to use an internal Baldrige assessment process -- it works.

10. 10 Created a Leadership System and Operating Principles Identified and Deployed Overall Initiatives Employee Involvement Process Based Management Management by Information Assigned Executive Champions for Initiatives & Criteria Adopted Baldrige Criteria as the Business Model Assessed the organization by sites and overall Success is a continuous challenge that demands a commitment from leadership. Understand and commit to changing. You�ve got to be willing to change. You cannot use finesse to solve problems. Embrace the concept that �all ideas have value.� People come into my office all the time. They�ve got ideas and, to be quite honest, I haven�t a clue whether their ideas will work or not. But if the idea isn�t comparable to rearranging deck chairs on the Titanic, I usually say, �go for it.� 95% of the time they come back with a success story. Again, it�s part of empowering, part of motivating people so they feel they�re worthwhile. Finally, I would challenge all of you, especially if you�re not already doing it, to use an internal Baldrige assessment process -- it works. Success is a continuous challenge that demands a commitment from leadership. Understand and commit to changing. You�ve got to be willing to change. You cannot use finesse to solve problems. Embrace the concept that �all ideas have value.� People come into my office all the time. They�ve got ideas and, to be quite honest, I haven�t a clue whether their ideas will work or not. But if the idea isn�t comparable to rearranging deck chairs on the Titanic, I usually say, �go for it.� 95% of the time they come back with a success story. Again, it�s part of empowering, part of motivating people so they feel they�re worthwhile. Finally, I would challenge all of you, especially if you�re not already doing it, to use an internal Baldrige assessment process -- it works.

11. 11 Our Leadership System

12. 12 Business Excellence Office

13. 13 Business/Site/Functions RAA

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15. 15 Executive Champion Requirements Learn & understand the criteria for your assigned element Identify needed improvements Work with Business Excellence Office to drive improvements Communicate throughout the organization Champion world-class approaches & lead by example Make a personal commitment to the Leadership Team for the improvement of your element

16. 16 Success is a continuous challenge that demands a commitment from leadership. Understand and commit to changing. You�ve got to be willing to change. You cannot use finesse to solve problems. Embrace the concept that �all ideas have value.� People come into my office all the time. They�ve got ideas and, to be quite honest, I haven�t a clue whether their ideas will work or not. But if the idea isn�t comparable to rearranging deck chairs on the Titanic, I usually say, �go for it.� 95% of the time they come back with a success story. Again, it�s part of empowering, part of motivating people so they feel they�re worthwhile. Finally, I would challenge all of you, especially if you�re not already doing it, to use an internal Baldrige assessment process -- it works. Success is a continuous challenge that demands a commitment from leadership. Understand and commit to changing. You�ve got to be willing to change. You cannot use finesse to solve problems. Embrace the concept that �all ideas have value.� People come into my office all the time. They�ve got ideas and, to be quite honest, I haven�t a clue whether their ideas will work or not. But if the idea isn�t comparable to rearranging deck chairs on the Titanic, I usually say, �go for it.� 95% of the time they come back with a success story. Again, it�s part of empowering, part of motivating people so they feel they�re worthwhile. Finally, I would challenge all of you, especially if you�re not already doing it, to use an internal Baldrige assessment process -- it works.

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18. 18 Success is a continuous challenge that demands a commitment from leadership. Understand and commit to changing. You�ve got to be willing to change. You cannot use finesse to solve problems. Embrace the concept that �all ideas have value.� People come into my office all the time. They�ve got ideas and, to be quite honest, I haven�t a clue whether their ideas will work or not. But if the idea isn�t comparable to rearranging deck chairs on the Titanic, I usually say, �go for it.� 95% of the time they come back with a success story. Again, it�s part of empowering, part of motivating people so they feel they�re worthwhile. Finally, I would challenge all of you, especially if you�re not already doing it, to use an internal Baldrige assessment process -- it works. Success is a continuous challenge that demands a commitment from leadership. Understand and commit to changing. You�ve got to be willing to change. You cannot use finesse to solve problems. Embrace the concept that �all ideas have value.� People come into my office all the time. They�ve got ideas and, to be quite honest, I haven�t a clue whether their ideas will work or not. But if the idea isn�t comparable to rearranging deck chairs on the Titanic, I usually say, �go for it.� 95% of the time they come back with a success story. Again, it�s part of empowering, part of motivating people so they feel they�re worthwhile. Finally, I would challenge all of you, especially if you�re not already doing it, to use an internal Baldrige assessment process -- it works.

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20. 20 Leadership Communication The first time you say something, it�s heard The second time it�s recognized And the third time, it�s learned William H Rastetter, CEO, Idec Pharmaceuticals Corp. This quote was taken directly from the Program Management Guidelines from the Boeing Program Management Council. This defines the expectations of program manager�s by the Boeing Company.This quote was taken directly from the Program Management Guidelines from the Boeing Program Management Council. This defines the expectations of program manager�s by the Boeing Company.

21. 21 One of the things we found on our program is that leadership is absolutely required for a successful company -- or as Dr. Deming would say, �Projects are most successful when top management takes ownership.� This is the chart I use to describe the leadership journey -- and believe me, it can be a humbling experience. You start off on the bottom right hand corner. . .at number one and you think you�re good. Now no one else may think you�re very good, but you think you�re good. So you launch down the journey and at some point, you go through this sort of metamorphosis and realize how bad you really are. That�s when it�s very easy to get discouraged and say, �Let�s go back to what we were doing before.� This is where most people drop out. But as a leader, you must stay the course. Believe me -- and I�ve been there -- you will come to a point where your rate of improvement is quite good. And it is recognized by others that you are doing things better. Suddenly, without warning, you turn a corner and end up at number three, where you start thinking a bit better of yourself, and other people think a lot better of you. It�s good to understand this process, because you can get awfully discouraged along the way. Yet, if you work at it, you will get better. One of the things we found on our program is that leadership is absolutely required for a successful company -- or as Dr. Deming would say, �Projects are most successful when top management takes ownership.� This is the chart I use to describe the leadership journey -- and believe me, it can be a humbling experience. You start off on the bottom right hand corner. . .at number one and you think you�re good. Now no one else may think you�re very good, but you think you�re good. So you launch down the journey and at some point, you go through this sort of metamorphosis and realize how bad you really are. That�s when it�s very easy to get discouraged and say, �Let�s go back to what we were doing before.� This is where most people drop out. But as a leader, you must stay the course. Believe me -- and I�ve been there -- you will come to a point where your rate of improvement is quite good. And it is recognized by others that you are doing things better. Suddenly, without warning, you turn a corner and end up at number three, where you start thinking a bit better of yourself, and other people think a lot better of you. It�s good to understand this process, because you can get awfully discouraged along the way. Yet, if you work at it, you will get better.

22. 22 Boeing Aerospace Support�sRevenue Performance

23. 23 Boeing Aerospace Support�sEarnings Performance

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27. 27 BACK-UP Success is a continuous challenge that demands a commitment from leadership. Understand and commit to changing. You�ve got to be willing to change. You cannot use finesse to solve problems. Embrace the concept that �all ideas have value.� People come into my office all the time. They�ve got ideas and, to be quite honest, I haven�t a clue whether their ideas will work or not. But if the idea isn�t comparable to rearranging deck chairs on the Titanic, I usually say, �go for it.� 95% of the time they come back with a success story. Again, it�s part of empowering, part of motivating people so they feel they�re worthwhile. Finally, I would challenge all of you, especially if you�re not already doing it, to use an internal Baldrige assessment process -- it works. Success is a continuous challenge that demands a commitment from leadership. Understand and commit to changing. You�ve got to be willing to change. You cannot use finesse to solve problems. Embrace the concept that �all ideas have value.� People come into my office all the time. They�ve got ideas and, to be quite honest, I haven�t a clue whether their ideas will work or not. But if the idea isn�t comparable to rearranging deck chairs on the Titanic, I usually say, �go for it.� 95% of the time they come back with a success story. Again, it�s part of empowering, part of motivating people so they feel they�re worthwhile. Finally, I would challenge all of you, especially if you�re not already doing it, to use an internal Baldrige assessment process -- it works.

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31. 31 A person who believes that using the Malcolm Baldrige Criteria will drive an organization to achieve world class business results� �and will lead their organization in its use

32. 32 �Conversion� to Zealots

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35. 35 2x4�s ? Leadership Passion ? Start the Journey ? Have a Plan ?

36. 36 ON BUDGET. . . Managing to tight operating budget with a management reserve!ON BUDGET. . . Managing to tight operating budget with a management reserve!

37. 37 Baldrige Criteria Table Exercise Success is a continuous challenge that demands a commitment from leadership. Understand and commit to changing. You�ve got to be willing to change. You cannot use finesse to solve problems. Embrace the concept that �all ideas have value.� People come into my office all the time. They�ve got ideas and, to be quite honest, I haven�t a clue whether their ideas will work or not. But if the idea isn�t comparable to rearranging deck chairs on the Titanic, I usually say, �go for it.� 95% of the time they come back with a success story. Again, it�s part of empowering, part of motivating people so they feel they�re worthwhile. Finally, I would challenge all of you, especially if you�re not already doing it, to use an internal Baldrige assessment process -- it works. Success is a continuous challenge that demands a commitment from leadership. Understand and commit to changing. You�ve got to be willing to change. You cannot use finesse to solve problems. Embrace the concept that �all ideas have value.� People come into my office all the time. They�ve got ideas and, to be quite honest, I haven�t a clue whether their ideas will work or not. But if the idea isn�t comparable to rearranging deck chairs on the Titanic, I usually say, �go for it.� 95% of the time they come back with a success story. Again, it�s part of empowering, part of motivating people so they feel they�re worthwhile. Finally, I would challenge all of you, especially if you�re not already doing it, to use an internal Baldrige assessment process -- it works.

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39. 39 Success is a continuous challenge that demands a commitment from leadership. Understand and commit to changing. You�ve got to be willing to change. You cannot use finesse to solve problems. Embrace the concept that �all ideas have value.� People come into my office all the time. They�ve got ideas and, to be quite honest, I haven�t a clue whether their ideas will work or not. But if the idea isn�t comparable to rearranging deck chairs on the Titanic, I usually say, �go for it.� 95% of the time they come back with a success story. Again, it�s part of empowering, part of motivating people so they feel they�re worthwhile. Finally, I would challenge all of you, especially if you�re not already doing it, to use an internal Baldrige assessment process -- it works. Success is a continuous challenge that demands a commitment from leadership. Understand and commit to changing. You�ve got to be willing to change. You cannot use finesse to solve problems. Embrace the concept that �all ideas have value.� People come into my office all the time. They�ve got ideas and, to be quite honest, I haven�t a clue whether their ideas will work or not. But if the idea isn�t comparable to rearranging deck chairs on the Titanic, I usually say, �go for it.� 95% of the time they come back with a success story. Again, it�s part of empowering, part of motivating people so they feel they�re worthwhile. Finally, I would challenge all of you, especially if you�re not already doing it, to use an internal Baldrige assessment process -- it works.

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41. 41 1. Leadership Success is a continuous challenge that demands a commitment from leadership. Understand and commit to changing. You�ve got to be willing to change. You cannot use finesse to solve problems. Embrace the concept that �all ideas have value.� People come into my office all the time. They�ve got ideas and, to be quite honest, I haven�t a clue whether their ideas will work or not. But if the idea isn�t comparable to rearranging deck chairs on the Titanic, I usually say, �go for it.� 95% of the time they come back with a success story. Again, it�s part of empowering, part of motivating people so they feel they�re worthwhile. Finally, I would challenge all of you, especially if you�re not already doing it, to use an internal Baldrige assessment process -- it works. Success is a continuous challenge that demands a commitment from leadership. Understand and commit to changing. You�ve got to be willing to change. You cannot use finesse to solve problems. Embrace the concept that �all ideas have value.� People come into my office all the time. They�ve got ideas and, to be quite honest, I haven�t a clue whether their ideas will work or not. But if the idea isn�t comparable to rearranging deck chairs on the Titanic, I usually say, �go for it.� 95% of the time they come back with a success story. Again, it�s part of empowering, part of motivating people so they feel they�re worthwhile. Finally, I would challenge all of you, especially if you�re not already doing it, to use an internal Baldrige assessment process -- it works.

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43. 43 time Success is a continuous challenge that demands a commitment from leadership. Understand and commit to changing. You�ve got to be willing to change. You cannot use finesse to solve problems. Embrace the concept that �all ideas have value.� People come into my office all the time. They�ve got ideas and, to be quite honest, I haven�t a clue whether their ideas will work or not. But if the idea isn�t comparable to rearranging deck chairs on the Titanic, I usually say, �go for it.� 95% of the time they come back with a success story. Again, it�s part of empowering, part of motivating people so they feel they�re worthwhile. Finally, I would challenge all of you, especially if you�re not already doing it, to use an internal Baldrige assessment process -- it works. Success is a continuous challenge that demands a commitment from leadership. Understand and commit to changing. You�ve got to be willing to change. You cannot use finesse to solve problems. Embrace the concept that �all ideas have value.� People come into my office all the time. They�ve got ideas and, to be quite honest, I haven�t a clue whether their ideas will work or not. But if the idea isn�t comparable to rearranging deck chairs on the Titanic, I usually say, �go for it.� 95% of the time they come back with a success story. Again, it�s part of empowering, part of motivating people so they feel they�re worthwhile. Finally, I would challenge all of you, especially if you�re not already doing it, to use an internal Baldrige assessment process -- it works.

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46. 46 Matrix A - Approach

47. 47 Matrix B - Deployment

48. 48 Matrix C � Results Tracking

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51. 51 Impact of Extraordinary Leader Training on Leadership Effectiveness

52. 52 Improved Leadership Effectiveness Improved Employee Satisfaction at Aerospace Support

53. 53 Baldrige winning organizations have great cultures: Collaborative Integrated Aligned Sharing Trusting Caring There are no �Silver Bullets�