Leadership in the Baldrige Criteria

1. Leadership in the Baldrige Criteria 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 are the organization’s governance and how the organization addresses its public community responsibilities. 1.1 Organizational Leadership a. Senior Leadership Direction b. Organizational Governance c. Organizational Performance Review 1.2 Social Responsibility a. Responsibilities to the Public b. Ethical Behavior b. Support of Key Communities

2. Leadership • The ability to positively influence people and systems to have a meaningful impact to a group, achieve desirable results, and shape its culture

3. Leadership System • Refers to how decisions are made, communicated, and carried outat all levels; mechanisms for leadership development, self-examination, and improvement • Effectiveness of leadership system depends in part on its organizational structure

4. Establish detailed steps & timetables for achieving needed results and then allocate resources necessary to achieve them Establish directions - develop a vision of the future and strategies for producing the changes needed to achieve that vision Managers versus Leaders – Planning(John P. Kotter, HBS)

5. Establish a structure for accomplishing the plan Staff the structure with individuals, delegate authority and responsibility Align people to the vision - communicate the need, develop people’s capability and competencies, create productive environment, promote teamwork Managers versus Leaders - Organizing

6. Develop detailed measuring systems Guide people with policies and procedures Create systems or methods to monitor implementation Monitoring and inspiring - energize people to overcome barriers to change, provide tangible resources, walk the talk Managers versus Leaders - Directing

7. Monitor results versus plan in some detail Identify deviations and then plan & organize to solve problems Empower employees to monitor their own performance Support and promote continuous improvement Managers versus Leaders - Controlling

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

9. Examples of Executive Leadership • Define and communicate business directions • Ensure that goals and expectations are met • Review business performance and take appropriate action • Create an enjoyable work environment • Solicit input and feedback from customers • Ensure that employees are effective contributors • Motivate, inspire, and energize employees • Recognize employee contributions • Provide honest feedback

10. What Should a CED Do?(John Chambers, Cisco CEO) • Be responsible for setting strategies • Recruit, develop, and retain the leadership team to implement the strategies • Focus on what culture we want in the organization

11. Setting or sharing a vision Managing a change Focusing on the customer Dealing with individuals Supporting teams and groups Sharing information Solving problems, making decisions Managing business processes Managing projects Displaying technical skills Managing time and resources Taking responsibility Taking initiative beyond job requirements Handling emotions Displaying professional ethics Showing compassion Making credible presentations Zenger-Miller Leadership Competencies

12. Getting the desired results How good is the manager’s team? Trust and integrity Industry knowledge Teamwork Ability to drive company vision Communication (individual and group) skills and listening skills Customer focus Balancing planning and reacting People skills What Should We Look for in A Manager? (John Chambers)

13. Categories of Managers’ Activities • Daily operations • Fire-fighting • Planning • Improvement

14. 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

15. Coaching Leadership Style (1 of 3) • Ask questions and listen to the answers • How can I improve in order to better support you in your job? • What skills and knowledge do you have which I don’t know about? • What skills do you want to develop? • What do you need from me and the organization to improve the quality of your work?

16. Coaching Leadership Style (2 of 3) • Make needed outcomes clear, but train individuals and let them develop their own ways to achieve the desired outcomes • Study and learn from successes and mistakes with involvement from all employees • Keep two-way communication candid and honest without being punishing

17. Coaching Leadership Style (3 of 3) • Focus on the future with collaboration and planning for continuous improvement • Increase ownership by getting everyone involved with external customers • Coach and train others to excel • Celebrate small wins and reward risk taking

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