Lesson 1: Ways of Leading Dr. Michael J. Pierson

1. HIGH PERFORMANCE LEADERSHIP Lesson 1: Ways of Leading Dr. Michael J. Pierson Exit

2. Setting The Stage • If you are comfortable with where you are headed, then you are a danger to yourself, your family, & your organization. • Today, nobody knows anything for sure. There are no experts. Exit

3. The practice of leadership has long been rooted in terms of permanence and invariability. • We need new leaders for new organizations. • We need to rethink leadership! Exit

4. Here are some things you need to consider. Exit

5. Every Organization Has Six Elements Structure Environment Leadership Time Competition Products/Services Exit

6. 1. Organizational Structure Is Important • Organizations with a large infrastructure are taking a beating in today’s economy. • A seven-layered organization can’t get close to the customer. • Most organizations aren’t any closer to the customer today than they were ten years ago. Exit

7. Number of workers Number of layers VERTICAL HORIZONTAL Organizational Structure Has Two Dimensions Exit

8. Generally, large organizations (horizontal) & layered (vertical) organizations take longer to respond to customers & change. Exit

9. Let’s look at two organizations: Honda & General Motors. Exit

10. What Is The Difference Between Honda & GM? • They both have about the same amount of capital. • GM applied it to an old structure (hierarchal) & Honda applied it to a new structure (team-based). • The team-based structure was able to provide innovative, high-quality vehicles at a lower price. Exit

11. 2. Our Environment Is Important • There is nothing sensible about the market place for organizations. • Long-term planning is ineffective because the environment is changing too rapidly. • As a result, some organizations use just-in-time planning instead of long-range planning. Exit

12. 3. Products/Services Are Important • All products have a shelf-life. • Shelf-life is how long a product/service is marketable. • The Model T lasted 20 years & new computer technology lasts 3 months. Exit

13. 4. Time Is Important • Sony invented the Walkman in 1979 & since then 227 different models or one every three weeks has been developed. • We must survive in a nanosecond culture where there are two types of leaders: The quick & the dead. Exit

14. We misuse time! Exit

15. The .005 To .05% Rule Regarding Time • 95 to 99.5% of the time organizations are working on something, nothing is happening. • Therefore, products & services are receiving value only .005 to .05% of the time. Exit

16. 5. Competition Is Important • Today, there is more competition for products & services. • We must deal with time-based competition. If the customer can’t get it now from one vender, they will get it somewhere else! Exit

17. 6. Leadership Is Important • Leadership is getting people to do things in their best interest through noncoercive consensus-building techniques. • Leaders must be able to take risks. • Honda said “Success is the 1% that follows 99% of what we call failure.” • Therefore, a failing leader is one who won’t take risks. Exit

18. A lack of leadership in organizations is one of our most serious problems. Exit

19. What Is Going Wrong? • Some have abdicated their leadership role. • Some are trying but can’t get anyone to follow them. • Some are leading in the wrong direction. Exit

20. If the quality of our leadership is going to be improved, we must understand our leadership style. Exit

21. Let’s take a few minutes to profile your leadership. Exit

22. Click on the Ways of Leading instrument. • Print the instrument and follow directions. • Return here to continue lesson. Exit

23. First, we will look at your pattern of leadership roles. Exit

24. There are eight leadership roles. Exit

25. Checker Role Facilitator Role Networker Role Mentor Role Assigner Role Creator Role Doer Role Influencer Role These Eight Leadership Roles Are: Exit

26. Which of your roles had the highest scores? These are the roles you use to lead! Exit

27. The Facilitator Role? • Good at managing conflict & mediation. • They build cohesion, like to obtain input, & are very participatory. • Provides resources (materials, information, etc.) for the work group. • Reduces work group tension. Exit

28. The Mentor Role? • Good at developing people. • They are open, caring, supportive, & appreciative. Exit

29. The Creator Role? • Good at adapting and seeing the future. • Able to envision change. • They are creative & intuitive. Exit

30. The Influencer Role? • Resource orientated. • Politically astute. • They are powerful, persuasive, & influential. Exit

31. The Doer Role? • Good at encouraging people to get things done efficiently. • They are task-focused & driven. • They are decisive! • They provide structure. Exit

32. The Assigner Role? • Good at identifying what needs to be done & planning. • They are delegators & assigners. Exit

33. The Networker Role? • Good at minimizing disruptions & coordinating activities with others. • They are dependable, reliable, & well connected. Exit

34. The Checker Role? • Good at knowing what is going on to determine if others are complying with rules. • They are passionate about details & very logical. Exit

35. Do you have any weaknesses in your leadership roles? Exit

36. There Are Three Kinds Of Leadership Weaknesses 1. Leadership role score of less than 4. 2. Perceptual differences in how you see your leadership roles & how others see them. 3. A lack of balance in the leadership roles. Exit

37. The following are examples of leadership weaknesses. Exit

38. Facilitator Role Checker Role Networker Role Mentor Role 1 2 345 6 7 Assigner Role Creator Role Doer Role Influencer Role Weakness Example: Scores <4 Exit

39. Scores below 4 indicate underdeveloped skills, whereas, scores of 4 & above indicate more refined skills. • In this example, the checker role is most preferred; however, the leader is weak in all roles. Exit

40. Facilitator Role Checker Role Perception Differences Networker Role Mentor Role 1 2 3 4 5 6 7 Assigner Role Creator Role Doer Role Influencer Role Weakness Example: Perception Differences -----Others Perception ___Self Perception Exit

41. Your assessment will differ from others’ assessments of you. • Others’ assessment will depend on what they perceive in the organization. • Any difference of 1.5 needs to be investigated. Exit

42. Facilitator Role Checker Role Networker Role Mentor Role 1 2 3 4 5 6 7 Assigner Role Creator Role Doer Role Influencer Role Weakness Example: Lack Of Balance Exit

43. A good leader is balanced in his/her leadership roles. • In this example, flat spots on the facilitator, mentor, creator, & influencer role are areas for growth. Exit

44. Second, we will look at your pattern of leadership style. Exit

45. Quad #4: Conservative Style Quad #1: Concerned Style Autocratic Hemisphere Democratic Hemisphere 1 2 3 4 5 6 7 This is it! Quad #3: Directive Style Quad #2: Inventive Style What Is Your Predominant Style? Exit

46. What Is A Concerned Style? Click here to view the movie. Exit

47. What Have You Observed About This Style? • Prefers to work in a team environment. • Normally more democratic. • Generally leads by facilitating & mentoring. • Relationship maintenance is a primary concern. • Uses relational power to bring about a caring, cohesive, and skilled environment. Exit

48. What Is An Inventive Style? Click here to view the video. Exit

49. What Have You Observed About This Style? • Prefers to work in an open systems organization. • Normally more democratic. • Generally leads by creativity (better ideas) & influence. • Has a vision for the organization. • Uses reward power to bring about an adaptable, change-oriented environment that has appropriate resources. Exit

50. What Is A Directive Style? Click here to view the video. Exit