Be Prepared to Lead

1. Be Prepared to Lead ADVANTAGE SESSION #5 KELLEY SCHOOL OF BUSINESS X420 Presented by Richard D. Attiyeh

2. Be Prepared to Lead Leaders are developed, not naturally born. You WILL be a leader! • The question is, how effective will you be? • What will your style of leadership be, or become?

3. There are many types of leaders. Leadership styles may vary based on the personality of the leader.

4. The best leaders are flexible in their technique, varying their leadership style to fit the situation. Some pundits insist that good leaders should also have three traits: • a vision (“the vision thing”,) • the ability to communicate this vision, and • the trust of their associates.

5. Leadership styles can be summarized into categories. four Count 'em.... • INFLUENCE RELATIONSHIP TASK • COLLABORATION RELATIONSHIP TASK • DIRECTION RELATIONSHIP TASK • DELEGATION RELATIONSHIP TASK

6. The leader is heavily involved in both • building and maintaining team relationships, and • completing the team’s task. • INFLUENCE RELATIONSHIP TASK

7. The leader’s time is largely committed to building and maintaining team relationships. • Task accomplishment is left mainly to the team. • COLLABORATION RELATIONSHIP TASK

8. Leader spends relatively little time building team relationships. • The leader focuses mainly on directing the team’s efforts. • DIRECTION RELATIONSHIP TASK

9. The leader “hands off” the workload to the team, trusting them to • build and maintain team relationships, and • complete the task. • DELEGATION RELATIONSHIP TASK NOTE: This is one of the most abused forms of leadership.

10. Flexibility in leadership is a attribute of success. crucial • Any of these leadership styles may be appropriate to the circumstances.

11. ….one more time…… FLEXIBILITY “If the rate of change on the outside exceeds the rate of change on the inside, the end is near.” Jack WelchFormer Chairman and CEOGeneral Electric Corp.

12. Flexible leadership is important, but….. What is the bedrock of good leadership? INTEGRITY

13. Leadership is the process of influencing the thoughts and actions of others to achieve a mutual goal -- • GETTING THINGS DONE. …and there are effective leadership behavior patterns that can be learned….

14. COMMUNICATE! "Remember that silence is sometimes the best answer."  - Dalai Lama

15. (NOT “followers” , but “colleagues” – your team) • KNOW YOUR COLLEAGUES “Coming together is a beginning.Keeping together is progress.Working together is success.” - Henry Ford

16. TAKE THE INITIATIVE “I would rather regret the things I have done than the things I have not."— Lucille Ball "The right man is the one who seizes the moment."— Johann Wolfgang von Goethe

17. DEVELOP A VISION “The empires of the future are empires of the mind." - Winston Churchill "The future belongs to those who see possibilities before they become obvious." -John Scully Former CEO of Pepsi and Apple Computer

18. BUILD TRUST "So near is falsehood to truth that a wise man would do well not to trust himself on the narrow edge." — Cicero “To be persuasive we must be believable; to be believable we must be credible; credible we must be truthful."— Edward R. Murrow “Trust men and they will be true to you: treat them greatly and they will show themselves great."— Ralph Waldo Emerson

19. “Competence, like truth, beauty and contact lenses, is in the eye of the beholder.” - Dr. Lawrence J. Peter • DEMONSTRATE COMPETENCE "You cannot be a leader, and ask other people to follow you, unless you know how to follow, too." — Sam Rayburn

20. The Magnificent Seven… …er, plus One! 6 Key Leadership Behaviors COMMUNICATE! DEMONSTRATE COMPETENCE KNOW YOUR COLLEAGUES TAKE THE INITIATIVE DEVELOP A VISION BUILD TRUST 2 Crucial Leadership Traits INTEGRITY FLEXIBILITY

21. REMEMBER: The goal is to get the job done, and done well. …even without a grand vision….

22. You have been managing a technical support group for several years. The senior technician you manage – whose service predates your arrival, who is paid more than you, and who is the only one who really understands the mainframe – had neglected to properly document emergency procedures. This is part of a pattern of somewhat arrogant behavior on the part of this individual. While you have mentioned the importance of effective documentation in staff meetings, you have not really made an issue of it to any of the staff. The mainframe is essential to the operation of your company’s budgeting and payroll functions. It crashes while he is on compassionate family leave. It takes almost three days for the back-up technicians to restore system functionality because of his lack of adequate documentation. The CIO wants to fire him. Do you: 1) Fire him when he returns from compassionate leave. 2) Advise the CIO that you will handle disciplining him, but that he should not be fired. 3) Shrug it off as “samo-samo.” 4) Use the situation to illustrate to all of your staff the importance of effective documentation. WHY? (you may choose more than one)

23. After Old Al retired three years ago you were promoted to Executive Manager of your company’s development group. You report directly to the CEO. The group has been very successful, but now things are looking grim. The original tentative product launch date for your group’s latest project – the Productivity Suite, an array of hardware, software and web-based training tools and publications – is fast approaching and you’ll need more time to make it the quality product all of your group wants to produce. The CEO has been talking about marketing whatever you can on the original time-schedule as a “cost-reduced” product. You know that even when the result is deemed acceptable (less quality for cheaper and earlier delivery), it can kill a team. Do you: 1) Shrug and tell your group they’ve just got to do what they’re told and dummy up the product on time? 2) Try to convince the CEO to delay the product launch for six months so your group can finish up the custom product development they had started? 3) Lay out the situation to your team and ask them for suggestions and ideas on how to produce a product they can still be proud of more quickly? WHY? (you may choose more than one)

24. You have been managing the 7-person tech services department for a small banking firm of about 500 for three years. One of your recent hires, Robert, has run afoul of two bank officers in his first nine months on the job – you have had complaints from them about his condescending attitude. Others have mentioned this too. You didn’t fire him after the first couple of incidents because he is genuinely talented, and each time you counseled him on his customer service attitude he seemed to improve. Legally you can fire him for cause with no real problem because you have documented his personnel file with the previous incidents. This morning you received a phone call from a very irate VP of Marketing demanding that something be done because she “doesn’t need to be lectured by a support tech on computer internet security!” Robert has struck again. Should you: 1) Call him in and give him the choice of the tiger or the lamb – firing or resignation? 2) Call him in, counsel him again, and warn him his job is on the line. 3) Call him in and put him on formal probation, part of the requirements of which is taking a series of customer service classes at a local college? 4) Call him in and put him on formal probation, part of the requirements of which is researching to find a good series of customer service classes to which you can send him and the whole staff as a training/team building opportunity? WHY?

25. ( yes, count ‘em, two) • The best leaders never forget that there are really only two truly crucial attributes needed for sound and successful leadership… …. Anyone want to venture a guess as to which of the “magnificent seven” are the most critical to successful leadership?

26. first of all, INTEGRITY - • Built and maintained by these behaviors: truth, trust, honesty, self-awareness, consistency “Men acquire a particular quality by constantly acting in a particular way." — Aristotle “He is not wise to me who is wise in words only, but he who is wise in deeds."— St. Gregory

27. next, FLEXIBILITY - • Built and maintained by these behaviors: knowledge of colleagues, communication, competence, taking the initiative, coping with change The bend in the road is not the end of the road unless you refuse to take the turn.

28. building and maintaining the team’s trust in your integrity • being flexible in management style and work methods • Fundamentally, it is up to the leader to keep the team’s “eyes on the prize”…. • Learn to lead by practicing behavior that enables

29. 02/22/05 #22 Dealing with Difficult People • 02/22/05 #71 Solving People Problems on the Job Related Advantage Sessions • 03/03/05 #75 (Leadership) Supervising Through Motivation

30. Be Prepared to Lead 1. I found the presentation of material easy to understand. 2. This Advantage session increased my knowledge on the subject presented. • Use: a. Strongly agree b. Agree c. Disagree d. Strongly disagree e. Don’t know • EVALUATION QUESTIONS 3. I will be able to use some of the information from the Advantage session in the future. 4. The presenter was well prepared for this Advantage session. 5. This presentation should be repeated in future semesters.