Business Leadership

1. Employee Benefits • 3770 Beardshear Hall Human Resource Services Business Leadership Mike Otis, CEBS, SPHR

2. Employee Benefits • 3770 Beardshear Hall Human Resource Services Leadership Key Words??

3. Employee Benefits • 3770 Beardshear Hall Human Resource Services Which individuals do you identify as great business leaders??

4. Employee Benefits • 3770 Beardshear Hall Human Resource Services Leadership Exercise

5. Employee Benefits • 3770 Beardshear Hall Human Resource Services So, what make a leader successful and why?

6. Employee Benefits • 3770 Beardshear Hall Human Resource Services Know these leaders? 1. Steve Jobs 2. Bill Gates 3. Richard Branson 4. Sam Walton 5. Warren Buffet 6. Sergey Brin 7. Jack Welch Source: Fortune Magazine

7. Employee Benefits • 3770 Beardshear Hall Human Resource Services America’s Largest Corporations 1. Wal-Mart Stores 2. Exxon Mobil 3. Chevron 4. General Motors 5. ConocoPhillips 6. General Electric 7. Ford Motor 8. Citigroup 9. Bank of America 10. AT&T Source: Fortune Magazine

8. Employee Benefits • 3770 Beardshear Hall Human Resource Services America’s Largest Corporations 1. Wal-Mart Stores Michael T Duke 2. Exxon Mobil Rex Tillerson 3. Chevron David O’Reilly 4. General Motors Richard Wagoner (oops – not now!) 5. ConocoPhillips James Mulva 6. General Electric Jeffrey Immelt 7. Ford Motor William Clay Ford 8. Citigroup Vikrim Pandit 9. Bank of America Kenneth Lewis 10. AT&T Randall Stephenson Source: Fortune Magazine

9. Employee Benefits • 3770 Beardshear Hall Human Resource Services What make a leader successful? Leadership Branding Having a cause Communicating the cause Rallying people around the cause Celebrating the cause

10. Employee Benefits • 3770 Beardshear Hall Human Resource Services Bottom-up Approach to Leadership(Inverted Pyramid) Bedrock Encourage Intellectual Curiosity Keep Your Promises Respect the Individual Tell the truth Be Fair Organizational Fundamentals Quality Participation Productivity Flexibility Cash-flow Stakeholders Employees Investors Customers Suppliers Government Society

11. Employee Benefits • 3770 Beardshear Hall Human Resource Services All Change Involves Loss - Great Leaders are Resilient Those who succeed in times of major change (chaos) manage to turn the situation inside out and find some personal advantage in it.

12. Employee Benefits • 3770 Beardshear Hall Human Resource Services Leaders Live the Behavior to Sell the Message “If a leader doesn’t change his/her behavior, they will get compliance. Compliance is easy. It’s the commitment they won’t get.” (Richard Teerlink)

13. Employee Benefits • 3770 Beardshear Hall Human Resource Services What role does ethics play in business (or politics, or your personal life)?

14. Employee Benefits • 3770 Beardshear Hall Human Resource Services What Happened to These Leaders? Dennis Kozlowski Kenneth Lay Joseph Nacchio Robert Nardelli Angelo Mozillo Bernie Madoff (and we won’t get into political figures!)

15. Employee Benefits • 3770 Beardshear Hall Human Resource Services Ethics is a slippery slope The issue - How important are the consequences in the short-term? Long-term? Leadership Needs – Are the leader’s needs, or the needs of those higher up, preventing the full understanding of the reality of the issue? Harm – Is the situation harmful or dangerous to others? Could the outcome damage the reputation of the organization, customers, or the leader? Outside-In Perspective – If I am the leader and someone else came to me with this issue, how would I advise him/her to handle it? The Test of Time – Will the action taken stand the test of time? Will the leader be glad they took action (or no action) in the next 6 months, next year, etc. The Court of Public Opinion – Would the leader be comfortable with the decision if it becomes public knowledge?

16. Employee Benefits • 3770 Beardshear Hall Human Resource Services Is There a Balance? Tension ETHICS LEADERSHIP

17. Employee Benefits • 3770 Beardshear Hall Human Resource Services Are leaders justified in breaking the rules? When? For what purpose? Can acting for the benefit of others still be immoral and unjustifiable? Do we forgive unethical actions done for our benefit? Are we willing to sacrifice rules or morality as long as leaders “get the job done?” Do we find ourselves (society) creating more rules/laws to manage leadership behavior? (Ex: Sarbanes Oxley)

18. Employee Benefits • 3770 Beardshear Hall Human Resource Services Defining Business Leader of the Future • Traditional Leader • Makes all major decisions; solves team problems; acts as expert • Controls work flow; responsible for work group’s results • Contemporary Leader • Shares responsibility with team members; helps team solve problems • Promotes self-management, responsibility, accountability, and ethical behavior as well as ownership of tasks/processes

19. Employee Benefits • 3770 Beardshear Hall Human Resource Services Defining Business Leaders of the Future • Traditional Leader • Lays down the rules • Avoids risk • Contemporary Leader • Articulates and rallies troops around a vision and set of values – promotes taking ethical approaches to business dealings • Takes “calculated” risks

20. Employee Benefits • 3770 Beardshear Hall Human Resource Services Defining Business Leaders of the Future • Traditional Leader • Seeks to eliminate conflict • Reactive; resists change • Contemporary Leader • Sees conflict as an opportunity for synergy and enriched decision-making • Proactive; initiates change; embraces change as necessary for organizational survival

21. Employee Benefits • 3770 Beardshear Hall Human Resource Services Defining Business Leaders of the Future • Traditional Leader • Focuses on tasks, products, technical skills • Linear, analytical thinking • Contemporary Leader • Focuses on processes, people • Non-linear, holistic thinking

22. Employee Benefits • 3770 Beardshear Hall Human Resource Services Defining Business Leaders of the Future • Traditional Leader • Seeks functional, specialized expertise • Concerned only about own area of responsibility • Contemporary Leader • Seeks cross-functional, cross-cultural expertise • Concerned about total organization; tries to be good partner with other groups within company

23. Employee Benefits • 3770 Beardshear Hall Human Resource Services Defining Business Leaders of the Future • Traditional Leader • Fiercely competitive • Concerned primarily with domestic operations • Contemporary Leader • Fiercely competitive, but must often partner with competitors, vendors, customers • Prepared to think on larger, global scale

24. Employee Benefits • 3770 Beardshear Hall Human Resource Services Defining Business Leaders of the Future • Traditional Leader • Thinks of people as interchangeable resources • Puts organization’s needs before employee’s needs • Contemporary Leader • Thinks of people as organization’s most valuable resource, knows they are difficult to replace • Seeks a balance between organization’s and employees’ needs

25. Employee Benefits • 3770 Beardshear Hall Human Resource Services Questions?