George Mason University: School of Management

1. George Mason University: School of ManagementMGMT 791 Section 003: LeadershipApril 13, 2000 Leader Training Guest Instructor: Peter F. DiGiammarino Managing Partner

2. Session Outline Review and discuss readings Didactic component Case-Part I instructions and breakout Group work & break Case-Part II instructions and breakout Group presentations

3. Soar with your Strengths; Clifton; pages 3-7 Training everyone to be good at all things is futile Identify important skills required for success Find and groom people according to their developmental capacity in target skill sets

4. Learning to Lead: Transforming Managers into Leaders; Conger; page 20 Author took several leadership courses to find the essential elements Contrast management and leadership Which is easier to teach?

5. The Little Prince; Saint-Exupery; Chapter X; pages 35-40 “One must require from each one the duty which each one can perform” “Accepted authority rests first of all on reason”

6. Leadership and the one Minute Manger; Blanchard; pages 47 & 68 Optimum leadership style varies according to circumstances because of: Innate orientations and styles Skill level Teach people to determine The best style for themselves and What is best for those they work with

7. The Leadership Challenge; Kouzes & Posner; Practices of Exemplary Leadership; page 8-14 Venture out Inspire a shared vision Enable others to act Model the way; Go first Encourage the heart

8. Real Change Leaders; Katzenbach; page 21; “Good Managers” vs. Real Change Leaders No one knows best forever; best is constantly discovered through iteration Orientation is outward (customers, people, team, learning) vs. inward (numbers, resources, heroes, succeed or fail)

9. Leadership is an Art; Max Depree; pgs 45-51 Roving leadership Everyone is a leader in their domain

10. 7 Habits of Effective People; Stephen Covey Independence End in mind First things first Be proactive Interdependence Seek win-win Seek first to understand Synergize Renewal

11. Leading Change; by James O'Toole; Chapter one (pages 1-16) Essence Draw out thinking of others Communicate so people recognize their contribution and add to it to develop key points Requires everyone to understand the basic truths and to act thoughtfully within them Leaders developing communities of leaders leading leaders

12. Romans 12:3 One must not think of himself more highly than he ought We all have different gifts and should be developed accordingly The head is just the head, one more part of the body. The arm, the leg, and the stomach are also important parts Leadership is just one more job that is important for someone to do

13. What Some Leaders Say At 25% growth and 15% attrition we must hire more than one third of our firm every year. In three years we will be twice the size we are today. That means everyone in our leadership team will either need to figure out how to do twice as much as we do now or we need to develop more leaders. Charles Rossotti; IRS Commissioner; founder, former COB and CEO of AMS 99% of the people just want to know what you want them to do. Ed Bersoff; founder, COB, and CEO of BTG Inc.

14. CEO’s job… …is to develop capacity to execute the functions of the firm…not to perform the functions of the firm. Once the CEO is in execution mode there is big trouble. Whatever the CEO is doing, no one else can do. Everyone waits for the CEO to be done so they can then do what they are supposed to do.

15. How to learn to be a leader Figure it out through trial and error, induction and deduction Read about it; be told about it Experience it; observe it; see it; feel it Model or show desired behavior Put people in charge Let them succeed or fail Give feedback

16. Case-Part I Group together in teams of three or four Select or imagine a business From the perspective of the CEO, tell us about your business; e.g., what problem do you solve for who, how? Tell us about your business: Do you follow a product, service, operation, channel or exchange business model? How many people do you have in your business What is your annual revenue and profit? What is your targeted growth rate? What is your attrition rate?

17. Case-Part I (continued) Describe the top people in your business:   How many are there? What are their roles? What are they good at? Where did they come from?

18. Case-Part II Imagine your business operating as you have described above for five years. How many people will be in your business? What will be your annual revenue and profit? Describe the top people in your business How many are there? Where did they come from? What special things did you do three years ago to be sure these people would be in place when you got to the size you are now? Whose job was it to be sure these things happened?

19. Additional Readings Jack Welch & The G.E. Way; Slater; Management insights and leadership secrets; keep top management on the front line, identify an drive up-and-comers A Force for Change; Kotter: Three dimension of the leadership of complex organizations: Set direction, align resources, and motivate action The Requisite Organization: The CEO’s Guide to Creative Structure and Leadership; Jaques; Everyone has a different time boundary that they can live and work within. Right Person-Right Job; Guess or Know: The Breakthrough Technologies of Performance Information; Russell.