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Chapter 5

Chapter 5. Leadership and Strategic Planning. The Baldrige “Leadership Triad”. Strategic Planning. Operations. Leadership. Customer and Market Focus. Leadership. The ability to positively influence people and systems to have a meaningful impact and achieve results. Strategic Planning.

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Chapter 5

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  1. Chapter 5 Leadership and Strategic Planning

  2. The Baldrige “Leadership Triad” Strategic Planning Operations Leadership Customer and Market Focus

  3. Leadership • The ability to positively influence people and systems to have a meaningful impact and achieve results

  4. Strategic Planning • The process of envisioning an organization’s future and developing the necessary procedures and operations to achieve that future.

  5. Leaders vs. Managers “You can manage things, but you must lead people”- H. Ross Perot • Managers • Transactional • Plan, organize, control • Leaders • Transformational • Motivate, inspire, change

  6. The Changing Role of Leadership • “Top Dog” vs. “Everyman” • Structure vs. fluidity • Silos vs. teams The Bottom Line – More leaders, more often, in more places

  7. Executive Leadership • Defining and communicating business directions • Ensuring that goals and expectations are met • Reviewing business performance and taking appropriate action • Creating an enjoyable work environment • Soliciting input and feedback from customers • Ensuring that employees are effective contributors • Motivating, inspiring, and energizing employees • Recognizing employee contributions • Providing honest feedback

  8. Core Leadership Skills • Vision • Empowerment • Intuition • Self-understanding • Value congruence Dale Crownover, President, Texas Nameplate Co.

  9. Leading Practices - Leadership • Create a customer-focused strategic vision and clear quality values • Create and sustain leadership system and environment for empowerment, innovation, and organizational learning • Set high expectations and demonstrate personal commitment and involvement in quality • Integrate quality values into daily leadership and management and communicate extensively • Integrate public responsibilities and community support into business practices

  10. Leadership and Public Responsibilities • Ethics • Health, safety, and environment • Community support

  11. Your Role • Lead • Follow • Get out of the way!

  12. Leaders Followers An All Too Common Viewpoint

  13. The Roles of Leaders and Followers Common Threads • Communication • Vision and Clarity • Analysis and Anticipation • Participation and Involvement • Trust • Support and Empathy

  14. Communication JUST DO IT!! - frequent, open, honest, personal • Leaders • Visible and accessible • Ask and listen • Followers • Ask and listen • Don’t complain/be a victim

  15. Vision and Clarity If you don’t know where you’re going, you will wind up somewhere else! -- Yogi Berra • Leaders • Have a vision • Clarify/communicate/reinforce • Followers • Seek to understand • Press for clarity

  16. Analysis and Anticipation Murphy’s Law - Whatever can go wrong…will! • Leaders • Analyze broad impact • Anticipate/solve potential problems • What’s in it for -- me, them, us? (WIIFMTU) • Followers • Be objective • Analyze narrow impact • What’s in it for -- me, them, us?

  17. Participation and Involvement There is no “I” in team!! • Leaders • DEMONSTRATE COMMITMENT -- words and action • Develop “okay-to-fail” culture • Encourage teamwork/empower/enable • Recognize and reward • Be enthusiastic • Followers • Use talents and experience • Experiment • Share successes

  18. Trust Lack of trust is the quickest road to failure • Leaders and followers • Every action is a “moment of truth” - honesty • Establish and sustain • Recover and renew

  19. Support and Empathy Put yourself in someone else’s shoes to see their concerns and reservations • Leaders • Be more aware/understanding of followers • Provide recognition and rewards • SUSTAIN the effort • Followers • Be more aware/understanding of leaders

  20. Get Out of the Way!! • The “Not My Job” Syndrome

  21. The Quick Steps to Success • People First!! • Enthusiasm • Open-mindedness - WIIFMTU • Communication, Communication, Communication • Flexibility • Personal Commitment

  22. The Leadership Vision –Ten Keys to Success • Be a Big Thinker and Create Opportunities • Be Farsighted and Look to the Future • Be Creative and Think at the Edge • Be Ethical, Honest, and Empathetic • Take Action and Get Things Done

  23. The Leadership Vision –Ten Keys to Success • Be Flexible and Become a Change Master • Don’t Make or Accept Excuses • Empower Others–Build Commitment and Trust • Continually Improve Your Skills And above all else..… • Be Enthusiastic and Have Fun!!!

  24. Strategic Planning “A strategy is a pattern or plan that integrates an organization’s major goals, policies, and action sequences into a cohesive whole.” James Quinn Formal strategy includes: • Goals to be achieved • Policies to guide or limit action • Action sequences, or programs, that accomplish the goals

  25. Strategic Planning Process Reason for existence Future intent Attitudes and policies Mission Vision Guiding Principles Environmental assessment Capabilities and risks Broad statements of direction Strategies Strategic Objectives Things to change or improve Action Plans Implementation

  26. Communicating Vision and Strategy It’s essential that everyone in Supplier Management knows about our business plan and what’s expected of our team, as their daily contribution and involvement play a vital part in our success. To provide this deeper understanding, those of us in leadership will talk face to face with our teams on an ongoing basis throughout the year about what we’re doing and how everyone fits in. -- Executive Vice President, Supplier Mgmt., Fortune 500 Company

  27. Communicating Vision and Strategy No rejects!! No rejects!! No rejects!! --Tom Melohn, CEO of NATD

  28. Linking Vision and Strategy with Action The captain must continue to see (and forge on to) the new world, even when the crew wants to sail home.

  29. Linking Vision and Strategy with Action • Linkage • Connection • Alignment • Agreement/Balance/Consistency

  30. Sales Plan Backlog Plan Financial Plan Business Plan Production Plan Engineering Plan Human Resource Plan Inventory Plan Marketing Plan Linkage and Alignment An Integrated Company-Wide Game Plan

  31. Policy Deployment (Hoshin Kanri) • Top management vision leading to long-term objectives • Deployment through annual objectives and action plans • Negotiation for short-term objectives and resources (catchball) • Periodic reviews See Figure 5.7!

  32. Linkage and Alignment???

  33. The Seven Management and Planning Tools • Affinity diagrams • Interrelationship digraphs • Tree diagrams • Matrix diagrams • Matrix data analysis • Process decision program charts • Arrow diagrams

  34. Leadership in the Baldrige Criteria The LeadershipCategory examines how an organization’s senior leaders address values, directions, and performance expectations, as well as a focus on customers and other stakeholders, empowerment, innovation, and learning. Also examined is how the organization addresses its responsibilities to the public and supports its key communities. 1.1 Organizational Leadership a. Senior Leadership Direction b. Organizational Performance Review 1.2 Public Responsibility and Citizenship a. Responsibilities to the Public b. Support of Key Communities

  35. Strategic Planning in the Baldrige Criteria The Strategic PlanningCategory examines how an organization develops strategic objectives and action plans. Also examined are how chosen strategic objectives and action plans are deployed and how progress is measured. 2.1 Strategy Development a. Strategy Development Process b. Strategic Objectives 2.2 Strategy Deployment a. Action Plan Development and Deployment b. Performance Projection

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