Understanding and Executing Leadership C. D. Mote, Jr. President COMPLETE FORUM PLENARY

1. Understanding and Executing Leadership C. D. Mote, Jr. President COMPLETE FORUM PLENARY Rice University Houston, Texas March 22, 2014

2. Topic for Today’s Remarks • Understanding Leadership • Executing Leadership

3. Understanding Leadership • Organizations are ubiquitous • Formal & informal members • All living creatures organize • Nested organizations • Each has culture & each has leadership fundamental • Engineering leadership, like all leadership, is complex, varied and demands change dynamically • Views of Leadership • “Bottom-up” view vs. “top-down” view • Need to understand both to understand leadership

4. Understanding Leadership • Organizations are ubiquitous • Formal & informal members • All living creatures organize • Nested organizations • Each has culture & each has leadership fundamental • Engineering leadership, like all leadership, is complex, varied and demands change dynamically • Views of Leadership • “Bottom-up” view vs. “top-down” view • Need to understand both to understand leadership

5. Understanding Leadership • Organizations are ubiquitous • Formal & informal members • All living creatures organize • Nested organizations • Each has culture & each has leadership fundamental • Engineering leadership, like all leadership, is complex, varied and demands change dynamically • Views of Leadership • “Bottom-up” view vs. “top-down” view • Need to understand both to understand leadership

6. Understanding Leadership • Everybody engages in both leadership and management • Organizations: personal life,groups, ….. • Leadershipsets direction – strategic vision • Managementhandles operations – tactical execution • L&M always wrapped together, but balanced dynamically by responsibilities and circumstances

7. Understanding Leadership • Everybody engages in both leadership and management • Organizations: personal life,groups, ….. • Leadershipsets direction – strategic vision • Managementhandles operations – tactical execution • L&M always wrapped together, but balanced dynamically by responsibilities and circumstances

8. Understanding Leadership • Five types of leadership - • Charismatic – strategic, transformational, large scale, capture people with ideasand vision. People “buy in” • Expert – presumed knowledge, insight, capabilities, people follow because they think you know • Positional – appointment or circumstance based position of authority • Reciprocal – quid pro quo, reward based, deal making • Coercive – intimidation based, “do this or else . . .”

9. Understanding Leadership • Five types of leadership - • Charismatic – strategic, transformational, large scale, capture people with ideasand vision. People “buy in” • Expert – presumed knowledge, insight, capabilities, people follow because they think you know • Positional – appointment or circumstance based position of authority • Reciprocal – quid pro quo, reward based, deal making • Coercive – intimidation based, “do this or else . . .”

10. Understanding Leadership • Five types of leadership - • Charismatic – strategic, transformational, large scale, capture people with ideasand vision. People “buy in” • Expert – presumed knowledge, insight, capabilities, people follow because they think you know • Positional – appointment or circumstance based position of authority • Reciprocal – quid pro quo, reward based, deal making • Coercive – intimidation based, “do this or else . . .”

11. Understanding Leadership • Five types of leadership - • Charismatic – strategic, transformational, large scale, capture people with ideasand vision. People “buy in” • Expert – presumed knowledge, insight, capabilities, people follow because they think you know • Positional – appointment or circumstance based position of authority • Reciprocal – quid pro quo, reward based, deal making • Coercive – intimidation based, “do this or else . . .”

12. Understanding Leadership • Five types of leadership - • Charismatic – strategic, transformational, large scale, capture people with ideasand vision. People “buy in” • Expert – presumed knowledge, insight, capabilities, people follow because they think you know • Positional – appointment or circumstance based position of authority • Reciprocal – quid pro quo, reward based, deal making • Coercive – intimidation based, “do this or else . . .”

13. Understanding Leadership • Nobody’s in Charge ! • Strong leadership is taken, not given • Can give position, but it’s third ranked leadership • Can give authority, but it’s fifth ranked leadership • Most optimistic course – start as charismatic leader and transition to an expert leader

14. Understanding Leadership • Nobody’s in Charge ! • Strong leadership is taken, not given • Can give position, but it’s third ranked leadership • Can give authority, but it’s fifth ranked leadership • Most optimistic course – start as charismatic leader and transition to an expert leader

15. Understanding Leadership • Nobody’s in Charge ! • Strong leadership is taken, not given • Can give position, but it’s third ranked leadership • Can give authority, but it’s fifth ranked leadership • Most optimistic course – start as charismatic leader and transition to an expert leader

16. Understanding Leadership Before deciding to take on a leadership role – need to understand the leadership responsibility • Understand the organization & cone of responsibility • Who is inside the cone – being led directly & indirectly • What is: singular, expected and needed • Can the responsibility meet the need • Is the role a fit for you : emotional intelligence, vision, communication, organizational and execution skills (ethics, trust, honesty, integrity, emotions, actions, self-motivation, self-interest, empathy, relationships)

17. Understanding Leadership Before deciding to take on a leadership role – need to understand the leadership responsibility • Understand the organization & cone of responsibility • Who is inside the cone – being led directly & indirectly • What is: singular, expected and needed • Can the responsibility meet the need • Is the role a fit for you : emotional intelligence, vision, communication, organizational and execution skills (ethics, trust, honesty, integrity, emotions, actions, self-motivation, self-interest, empathy, relationships)

18. Understanding Leadership Before deciding to take on a leadership role – need to understand the leadership responsibility • Understand the organization & cone of responsibility • Who is inside the cone – being led directly & indirectly • What is: singular, expected and needed • Can the responsibility meet the need • Is the role a fit for you : emotional intelligence1, vision, communication, organizational and execution skills 1(ethics, trust, honesty, integrity, emotions, actions, self-motivation, self-interest, empathy, relationships)

19. Executing Leadership • Let’s say that you take the position, you have a good idea about the organization, what it expects and also what is needed. • Let’s also say that it is a transformational leadership position (Charismatic), not a management (operational) position. • Execution requires vision, a plan to bring ‘everyone’ within the cone of responsibility to accept or better yet adopt the vision as their own. • So, how do you do it?

20. Executing Leadership • Vision inspiring, exciting, self-evident, attractor • No vision no progress • Grand, a little edgy, not trivial but feasible • Sell the future – true happiness lies in the future -(2nd derivative of the current state > 0) • Argument and logic are keys • Persistent and focused • Succinct and consistent in communications

21. Executing Leadership • Vision inspiring, exciting, self-evident, attractor • No vision no progress • Grand, a little edgy, not trivial but feasible • Sell the future – true happiness lies in the future -(2nd derivative of the current state > 0) • Argument and logic are keys • Persistent and focused • Succinct and consistent in communications

22. Executing Leadership • Vision inspiring, exciting, self-evident, attractor • No vision no progress • Grand, a little edgy, not trivial but feasible • Sell the future – true happiness2lies in the future -2(2nd derivative of the current state > 0) • Argument and logic are keys • Persistent and focused • Succinct and consistent in communications

23. Executing Leadership • Vision inspiring, exciting, self-evident, attractor • No vision no progress • Grand, a little edgy, not trivial but feasible • Sell the future – true happiness lies in the future -(2nd derivative of the current state > 0) • Argument and logic are keys • Persistent and focused • Succinct and consistent in communications

24. Executing Leadership • Sense of urgency required to galvanize call to action • Inclusivity is mandatory • Everyone must see herself in the strategic vision if you want her on the team. • Everyone wants to be a “lifter” and wants to be on the team • The 15%, 70%, 15% rule of the cone. • How to capture the 70%? • Use short-term wins.

25. Executing Leadership • Sense of urgency required to galvanize call to action • Inclusivity is mandatory • Everyone must see herself in the strategic vision if you want her on the team. • Everyone wants to be a “lifter” and wants to be on the team • The 15%, 70%, 15% rule of the cone. • How to capture the 70%? • Use short-term wins.

26. Executing Leadership • Sense of urgency required to galvanize call to action • Inclusivity is mandatory • Everyone must see herself in the strategic vision if you want her on the team. • Everyone wants to be a “lifter” and wants to be on the team • The 15%, 70%, 15% rule of the cone. • How to capture the 70%? • Use short-term wins.

27. Executing Leadership • Short–term wins impressive, quantifiable, unlikely • Need miracles – make the strategy feasible • Delivering surprises powerful • “A lot better than expected” powerful • Doing “the impossible” unstoppable

28. Executing Leadership • Short–term wins impressive, quantifiable, unlikely • Need miracles – make the strategy feasible • Delivering surprises powerful • “A lot better than expected” powerful • Doing “the impossible” unstoppable

29. Executing Leadership • Short–term wins impressive, quantifiable, unlikely • Need miracles – make the strategy feasible • Delivering surprises powerful • “A lot better than expected” powerful • Doing “the impossible” unstoppable

30. Executing Leadership Consolidate each win, and with it step towards a new culture • Each win strengthens strategy, vision and strengthens leadership too! • Each win begets more supporters who also recruit more supporters • Consistent, repetitive and accurate messages • Cannot change strategic vision or direction • Analogous to creating a movement.

31. Executing Leadership Consolidate each win, and with it step towards a new culture • Each win strengthens strategy, vision and strengthens leadership too! • Each win begets more supporters who also recruit more supporters • Consistent, repetitive and accurate messages • Cannot change strategic vision or direction • Analogous to creating a movement.

32. Executing Leadership Consolidate each win, and with it step towards a new culture • Each win strengthens strategy, vision and strengthens leadership too! • Each win begets more supporters who also recruit more supporters • Consistent, repetitive and accurate messages • Cannot change strategic vision or direction • Analogous to creating a movement.

33. Sample wins at the University of Maryland as exemplars. • Maryland Day • UMCP Foundation Board • Bioscience Research Building • Handshake every student at least once per year • Take every student to lunch who wishes to go

34. Sample wins at the University of Maryland as exemplars. • Maryland Day • UMCP Foundation Board • Bioscience Research Building • Handshake every student at least once per year • Take every student to lunch who wishes to go

35. Sample wins at the University of Maryland as exemplars. • Maryland Day • UMCP Foundation Board • Bioscience Research Building • Handshake every student at least once per year • Take every student to lunch who wishes to go

36. Sample wins at the University of Maryland as exemplars. • Maryland Day • UMCP Foundation Board • Bioscience Research Building • Handshake every student at least once per year • Take every student to lunch who wishes to go

37. Sample wins at the University of Maryland as exemplars. • Maryland Day • UMCP Foundation Board • Bioscience Research Building • Handshake every student at least once per year • Take every student to lunch who wishes to go

38. MD-Navy Football Game UM Research Park Center for Advance Study of Language School of Public Health Intelligence Advance Research Projects Activity Riggs Alumni Center siting China Research Park Capital campaigns at Berkeley $1.4 B and UM $1 B Comcast Center naming

39. Strategic leadership is vision not management. Grand vision – transformational, exciting, easy to see though difficult to do Need everyoneon the team. Use surprises strategically and do the “impossible.” You can never thank people too much or too often. Have fun and celebrate with the team along the way.

40. THANK YOU FOR YOUR ATTENTION!