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Segway II (6/18) to III (6/25 )

Segway II (6/18) to III (6/25 ). What does a well-run organization look like? What would improve my organization? Why do benchmarking? How to drive continuous improvement? Who are my stakeholders? What do my stakeholders expect?

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Segway II (6/18) to III (6/25 )

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  1. Segway II (6/18) to III (6/25) • What does a well-run organization look like? • What would improve my organization? • Why do benchmarking? • How to drive continuous improvement? • Who are my stakeholders? • What do my stakeholders expect? • What is impact on bottom line? (Revenue growth, profitability, competitive advantage)

  2. ETM 5110 – LEADERSHIP STRATEGIESSession 3 • Recap • Assignment Review • Barometer (Purpose, Relevancy, Application) • Guest Executive (Jerry Ennis, Vice President, Oscar J. Boldt Construction) • Making A Difference (Breakthrough Leadership) • People • Product • Processes

  3. ETM 5110 – LEADERSHIP STRATEGIESCourse Structure • Explore the Concept and Practice of Leadership • Review of Leadership Styles • Examples of Recognized Leaders • Examples of Emerging Leaders • Focus on Values and Alignment • Use of HBR Case Studies for Relevancy and Application • Presentations by Guest Executives

  4. Leadership Essays - Peter Drucker, The Leader of The Future Guest Lecture Series - Jack Welch, Former CEO, GE Jim Goodnight, President/CEO, SAS Craig Weatherup, former CEO, Pepsi Cola Harvard Business Review Articles - Meeting The Challenge of Disruptive Change Moving Mountains What Leaders Really Do Leadership That Gets Results Where Leadership Starts Leading for Value ETM 5110 – LEADERSHIP STRATEGIES

  5. ETM 5110 – LEADERSHIP STRATEGIES Habit 1. Be Proactive Habit 2. Begin with the End in Mind Habit 3. Put First Things First Habit 4. Think Win/Win Habit 5. Seek First to Understand, Then to Be Understood Habit 6. Synergize Habit 7. Sharpen the Saw Steven Covey, “The 7 Habits of Highly Effective People.”

  6. Start With the Truth - Carly Fiorina, HP Appeal to Greatness - Christopher Bangle, BMW Make Them Proud - Chauncey Veatch, 2002 Teacher of the Year Stick to Your Values - L. M. Baker, Wachovia Be a Broken Record - Robert Eckert, Mattel Build Trust - Susan Butcher, Iditarod Champion Encourage Risk - Ross Pillari, BP Care for the Little Guy - Herb Baum, Dial Corporation Ground Without Grinding - Mario Mazzola, Cisco Systems Leap First, Ask Later - Robert Ballard, Scientist/Leader Set Different Incentive Levels - Liu Chaunzhi, Legend Group Work Quickly Through Pain - Hank McKinnell, Pfizer Moving Mountains(HBR Reprint R0301B, January 2003)

  7. ETM 5110 – LEADERSHIP STRATEGIESThe Journey Leadership (Mission/Values) Management (Operating Principles) Business Model (Structure) Culture for Excellence (Energy/Innovation) Right Metrics (Stakeholder Value) Sustained Success (Performance Measures)

  8. ETM 5110 – LEADERSHIP STRATEGIESProgression • Thinking Strategically About Leadership • Thinking Strategically About Management • Philosophy of Leadership/Management • Personalizing Leadership/Management

  9. ETM 5110 – LEADERSHIP STRATEGIES Assignment Chart • Profile 6/18/03 • Successful Leader (400 words) 7/07/03

  10. ETM 5110 – LEADERSHIP STRATEGIES Overarching/Fundamental Question: What is Leadership? Vision/Mission <—> (Strategy) Values <—> (Principles) Executing/Implementing <—> (Aligning) Performance/Results <—> (Metrics) Continuous Improvement <—> (Leveraging)

  11. ETM 5110 – LEADERSHIP STRATEGIESGuest Executive Jeremy E. (Jerry) Ennis Vice President/General Manager – Southern Operations Oscar J. Boldt Construction COMPANY PROFILE Oscar J. Boldt Construction is a 113 year old, 4th generation, family-owned construction company. With its corporate offices located in Appleton, Wisconsin, Boldt operates a network of 7 regional offices throughout the United States with an annual sales volume in excess of $400 million.

  12. ETM 5110 – LEADERSHIP STRATEGIESGuest Executive (cont’d.) ENNIS PROFILE As Vice President/General Manager, Mr. Ennis is responsible for directing Boldt’s Southern Operations with offices located in Oklahoma City, Oklahoma, and Augusta, Georgia. Since Mr. Ennis established this division in 1984, it has grown to chart revenues in excess of $45 million on an annual basis with single projects currently exceeding $80 million. Mr. Ennis has bid or negotiated, organized, staffed, coordinated and overseen to successful completion hundreds of projects. He and his staff of project managers have directed projects for many of the world’s largest corporations. He has been instrumental in the professional development of project management personnel, carefully selecting projects for their skill levels and allowing them to mature within well defined areas of responsibility.

  13. An Outsider’s View of Leadership(Sara Meléndez from Drucker, “Leader of the Future”) • Passion • Clarity of Goals • Perseverance • Kindness • Honesty and Integrity • Ongoing Renewal • Leaders as Teachers • A Sense of Humor • Self-Knowledge

  14. ETM 5110 – LEADERSHIP STRATEGIESMission Statements Revisited ComfortCake™ The ComfortCake Company’s mission is to deliver the most flavorable, highest quality Southern-style desserts to consumers worldwide. The ComfortCake Company is dedicated to reaching the soul of consumers and providing growth for its employees. The company will achieve these goals in a dynamic, visionary and creative manner, and most importantly, have fun while doing it! Xilinx (Wes Paterson) Xilinx invented the programmable gate array. We grow profitably through ongoing innovation that maintains our position of market leadership. We will sustain a work environment that will allow us to attract, retain, motivate and develop the best people. We must unfailingly meet commitments to our customers for product capabilities, quality, delivery and cost.

  15. ETM 5110 – LEADERSHIP STRATEGIESMission Statements Revisited (cont’d.) Centagram Corporation (Skip Cameron) To pursue and realize excellence by meeting our customers’ requirements with a unique team of committed and responsive people enabling each other to work together to achieve shared cooperative goals while having fun and celebrating our successes.

  16. ETM 5110 – LEADERSHIP STRATEGIESThe IBM Way • Respect the dignity and rights of the individual. • Give the best possible service to the customer. • Pursue excellence and superior performance in all tasks. F. G. “Buck” Rodgers, The IBM Way: Insights into the World’s Most Successful Marketing Organization.

  17. ETM 5110 – LEADERSHIP STRATEGIES Lost Market Capitalization in Last Two Years ($’s B): • Cisco - $399 • Lucent - $216 • AT&T - $93 • Enron - $70 • Global Crossing - $40 Source: CNN News, 1/14/02

  18. ETM 5110 – LEADERSHIP STRATEGIESCommon Themes • Values/Mission • Customer Focus • Energy • Team Goals • Teamwork • Passion for Excellence • Work Force • Integrity (Moral Clarity) • Performance Results • Constancy

  19. ETM 5110 – LEADERSHIP STRATEGIESLeadership Characteristics • Visionary (Thinking Strategically, Globally, Commercially) • Effective Communicator • Character (Honesty and Integrity) • Innovative and Bold • Tough • Smart • Able to Assess Risks • Ability to Build Relationships (Internal and External) • Ability to Process Diverse Information • Embraces Technology • Broad Understanding of the Business • Focuses on Sustainable Growth • Creates Esprit de Corps • Gets Results • Role Model Behavior

  20. ETM 5110 – LEADERSHIP STRATEGIES Emotional Intelligence (EI) • The duty of the leader is to prime positive feelings in workers (motivating by inspiring rather than fear). • Leadership can be learned but it takes knowing the components and practice. • Leadership requires tapping into our deepest sense of meaning and developing our self-awareness. • People can and will change when they find a good reason to do so. Primal Leadership: Realizing the Power of Emotional Intelligence by Daniel Goleman, Richard Boyatzis and Annie McKee. Harvard Business School Press.

  21. ETM 5110 – LEADERSHIP STRATEGIESRanking of Leadership Styles in Order of Positive Impact • Authoritative (“come with me” • Affiliate (“people come first”) • Democratic (“what do you think?”) • Coaching (“try this”) • Pacesetting (“do as I do, now!”) • Coercive (“do what I tell you”) Source: Daniel Goleman, “Leadership That Gets Results,” Harvard Business Review, March 2000.

  22. Segway to Session III • What does a well-run organization look like? • What would improve my organization? • Why do benchmarking? • How to drive continuous improvement? • Who are my stakeholders? • What do my stakeholders expect? • What is impact on bottom line? (Revenue growth, profitability, competitive advantage)

  23. ETM 5110 – LEADERSHIP STRATEGIESLeadership/Management Excellence Performance Targets • Revenue • Profit/Gross Margin • Return on Assets • People Satisfaction/Job Security • Customer Satisfaction • Sustainability • Winning!

  24. ETM 5110 - LEADERSHIP STRATEGIESVision Revisited • Declaration of Independence • Martin Luther King’s “I Have a Dream” Speech • John F. Kennedy’s Vision To Land on the Moon • Tom Peters’ Book “In Search of Excellence”

  25. If you want peace, prepare for war. Vegetius, 379-395 A.D. Roman Military Writer

  26. ETM 5110 – LEADERSHIP STRATEGIES What Wartime Leaders Do: • Define the business of the business; • Create a winning strategy; • Communicate persuasively; • Behave with integrity; • Respect others; • Act. Judith Bardwick, “Peacetime Management and Wartime Leadership.” (The Leader of the Future, page 131-141.)

  27. Know what will make a difference…

  28. Highlights from Next Generation Growth Conference (Sponsored by Harvard Business School, October 2003, Cupertino, CA) Keeping Your Company Afloat in Economic Slowdown • New growth businesses • identifying markets • market-changing innovations • improving existing products/services • Leading a company • sound analytical planning • ethical accountability • prudent risks • leaderly intuition • passion • Best response to turbulence • companywide alignment • building customer loyalty • profitability/sustainability

  29. ETM 5110 – LEADERSHIP STRATEGIESShared Values • Clear • Compelling • Concise

  30. ETM 5110 – LEADERSHIP STRATEGIESGetting Alignment Organization: • Is the organization’s mission/vision fully understood? • Is the structure/infrastructure in place to implement the vision? • Who owns the implementation/management process? • Is there the right sense of urgency and passion? Personal: • Are expectations of me clear? • Are my expectations of me in line with where I want to be? • Have I given clear expectations to those I support? • What expectations do I have of (a) my “boss” and (b) my organization? • Do I demand excellence?

  31. 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

  32. ETM 5110 – LEADERSHIP STRATEGIES Reimer’s Rules for Leadership • Do What’s 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)

  33. ETM 5110 – LEADERSHIP STRATEGIES My Recruitment/Hiring Criteria • Academic background/work experience • Fit “the” values • Team player • Self-starter • Capable of building relationships • Upside potential

  34. ETM 5110 – LEADERSHIP STRATEGIESFrom Individual Contributor to Leader/ManagerTen-Step Process • Positive, upbeat attitude • Can-do spirit • Commitment to continuous learning • Team player • Energize others/energized by others • Self-starter • Flexible/adaptable • … • … • …

  35. ETM 5110 – LEADERSHIP STRATEGIESLeadership and Management • Leadership vs. Management • Theory vs. Reality • Dynamic vs. Static • Formal vs. Informal • Proactive vs. Reactive

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