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How Leadership Development Drives Quality Cindy Milra ny, CFO, CAO

How Leadership Development Drives Quality Cindy Milra ny, CFO, CAO. Freese and Nichols, Inc. Multi-service engineering, architecture and environmental science firm 117-year history means experience, strength and stability 12 offices, all in Texas

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How Leadership Development Drives Quality Cindy Milra ny, CFO, CAO

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  1. How Leadership Development Drives Quality Cindy Milrany, CFO, CAO

  2. Freese and Nichols, Inc. • Multi-service engineering, architecture and environmental science firm • 117-year history means experience, strength and stability • 12 offices, all in Texas • More than 450 experienced professionals, technical experts and support personnel

  3. Freese and Nichols, Inc. • 2010 Malcolm Baldrige National Quality Award • First engineering and architecturalfirm to receive the award

  4. Baldrige Criteria

  5. Challenge • PSMJ found: • 1 in 75 A/Es has the natural skills to lead • Many lack • Communication skills • Marketing abilities • Business aptitudes • Interest • Entrepreneurial drive • Leaders can be developed

  6. StrategyThe Leadership Pipeline LeadBusiness PassageThree Lead Group PassageTwo Lead Others • Skills • Time • Value PassageOne LeadSelf

  7. Lead Others Skills Managing projects Planning & scheduling Monitoring performance Time Setting priorities Solving problems Time with the team Time with clients Values Doing the work “right” Success of others Lead Group Skills Thinking strategically Thinking long-term Motivating & inspiring Coaching & giving feedback Time Coordinating with others Building social contacts Values Doing the “right” work Success of the firm Leadership Pipeline: Passage Two

  8. Formal Selection System • We didn’t want the selection to become political • We didn’t want just a few people making the decision • We wanted the managers to have input • We wanted the process to be seen as fair

  9. Career Assessment Tool • Business Career Interest Inventory • Application of expertise • Working with people • Control and influence • Encouraged employees to think about their careers and where they best fit • Technical • Management • Sales/Marketing

  10. Used Potential From Reviews • With development, this person shows potential to perform at the next level. • With experience and development, this person shows potential to perform at the next level. • This person can continue to contribute and expand his/her responsibilities at the current level. • Improvement is required in order for this person to maintain his/her current level.

  11. Leadership Development Program • Eight month program • Invitation from the CEO • One-day session each month • Assigned readings and projects • Senior management participation • Entire management team informed and supportive

  12. A company focus A market focus A problem-solving focus Think strategically Think long-term Competitiveness Energizing other Client focus Continuous improvement Confronting problems Solving problems Coaching and giving feedback Critical Leadership Skills

  13. Leadership Development Skills • Strategic planning and strategic thinking • Financial skills • Management skills • Leadership skills • Coaching skills • Team-building skills • Interviewing and recruiting skills • Performance planning and review skills

  14. Action Learning • Learn by participating • Learn by doing • Learn by solving real-life problems • Learn by receiving feedback • Assessments • Assigned exercises and projects • Senior management feedback

  15. Learning Financial Skills • Learn how to read financial statements • Balance Sheet and Income Statement • Ratios and trends • Learn how to read F&N’s financials • Exercise • Analyze the financial statements • Identify problems • Develop management actions • Present to senior management

  16. Learning Strategic Thinking • Key components of strategic planning • Mission, Vision, Strategies, Actions • F&N’s Integrated Planning Process • CI Management System • Exercise • SWOT analysis and recommendation • Participate in F&N’s planning process

  17. Individual Development Plans (IDP) • 360 assessment of required skills • Self-assessment • Manager’s assessment • Direct reports’ assessment • Peers’ assessment • Meet with a professional counselor/coach • Meet with their manager and the COO • Develop an IDP

  18. Project Assignment • Leadership Challenge, by Jim Kouzes and Barry Posner • Plan for the first 100 days in a new job • Model the way • Inspire a shared vision • Challenge the process • Enable other to act • Encourage the heart

  19. Results • A broader, longer-term view • Understood the company • Understood why • Became independent thinkers • Hit the ground running • 80% of participants were promoted • Some are now leading performers • Becoming mentors and role models • Decentralized leadership

  20. The Process Continues • 2003 - First Leadership Development Program • 2008 - Second Leadership Development Program • 2011 - Senior Leadership Program

  21. Why is Leadership So Critical? “There’s not many companies that have enjoyed 117 years of successful practice and I fully expect, with the leadership we have and the leadership that will succeed them, Freese and Nichols will be around in another 100 years.” • Jim Nichols • Chairman Emeritus • Freese and Nichols, Inc.

  22. Thank You Questions

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