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The Nature of Leadership

The Nature of Leadership. Dr. Edward A. Merritt California State University (Cal Poly Pomona) For more information: www.EdwardAMerritt.com. Learning Objectives. At the end of this session you will be able to— Define differences between subjective and objective measures

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The Nature of Leadership

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  1. The Nature of Leadership Dr. Edward A. Merritt California State University (Cal Poly Pomona) For more information: www.EdwardAMerritt.com

  2. Learning Objectives At the end of this session you will be able to— • Define differences between subjective and objective measures • Choose and apply effectiveness measures at the club • Understand and decide among various problem-solving techniques Business Management Institute

  3. Consider Implementing an action plan when you return-- • Take-home points • Points for action at your club • People with whom to communicate the value of this knowledge Business Management Institute

  4. What Have You Done For Me Lately? Mable & Angus Fricket Business Management Institute

  5. Leadership is: • Influencing people • Making sense • Engendering commitment • Innovating • Inspecting what you expect Business Management Institute

  6. Members Service Providers Managers GM Effective leaders turn the traditional hierarchy upside down… Business Management Institute

  7. Leader Can lead without managing Innovator Does the right things Managerial Manager Can manage without leading Stable Does things right Leader mode Leadership vs. Management Business Management Institute

  8. Effectiveness Measures • Objective • Subjective • Ratios • Counts • Times • “We did 212 covers” • “It takes 57 seconds to greet members” Business Management Institute

  9. Effectiveness Measures • Objective • Subjective • Vague • Imprecise • “You did okay” • “The members lost confidence” • “You need to find another job” Business Management Institute

  10. Effectiveness Measures Ensure objective • Attains/exceeds goals • Perceptions by membership • Measured 2x per year • Compared to prior • Attitudes of staff • Perceptions by outsiders Business Management Institute

  11. Effectiveness Measures • Pos correlation • Expansion = satisfaction • Neg correlation • Good or bad • Higher output = Lower quality • Fewer rounds = Better conditioning Business Management Institute

  12. Problem Solving • Working with your staff • 4 elements: ID, analyze, strategize, implement Business Management Institute

  13. 1. ID Symptoms Business Management Institute

  14. 2. Analyze Business Management Institute

  15. 3. Strategize Business Management Institute

  16. 4. Implement Business Management Institute

  17. Club Decision Making • Board members’ risk tolerance differs • Politics strong in club decisions • People make mistakes • Decisions on future are historically based • Decisions not always in club’s best interest Business Management Institute

  18. Adopting a Commitment • Our member is the reason the club exists • Our members pay our salaries • Our members are royalty • We are not providing quality service unless • our members believe that we are Business Management Institute

  19. Your Leadership IQ Business Management Institute

  20. Leadership IQ • Are you welcome at appropriate meetings? • Has the Board determined its direction? • Is there agreement? • Do you know the Club’s strategy? • Do your managers share the same vision? Business Management Institute

  21. Leadership IQ • Is the strategy sufficiently clear so your managers can agree upon services to include and exclude? • Chevy, Volvo, BMW, Rolls-Royce? • Does the club future determine proposals, budgets, and implementation? Business Management Institute

  22. Leadership IQ • Is the overall performance of the Club reviewed on both goal achievement and operating results? • Are goal achievement and operating results rewarded on the basis of objective measures? Business Management Institute

  23. Leadership Realities Business Management Institute

  24. Activity Patterns Understanding realities helps reduce stress • Decisions often disorderly and political • Activities reactive vs. proactive • Interactions involve staff and members • Interactions unannounced • Hectic pace Business Management Institute

  25. Supervising Planning and Organizing Decision making Monitoring Controlling -- scheduling, analyzing Representing Coordinating Consulting Administering Content -- Job Descriptions Business Management Institute

  26. Handling the Workload • Understand demands and constraints • Determine what you want to accomplish • Analyze how you use your time • Plan daily & weekly activities • Use electronic BEOs and highlight updates • Use PDA/Outlook/Smart phone • Use pencil only if manual More… Business Management Institute

  27. Get it Done • A, B, C list • Season versus shoulder • Do not procrastinate • Touch things one time • Open door versus screen door • Plan and Reflect before implementing Business Management Institute

  28. Advice to Young Managers • What advice would you offer to help up-and-coming managers to understand the realities of the workplace? • Examples: • Dos • Don’ts Business Management Institute

  29. Action Plan • What are some take-home points? • What are some points for action at your club? • How and to whom will you communicate the value of this knowledge? Business Management Institute

  30. The Nature of Leadership Dr. Ed Merritt Cal State University (Cal Poly Pomona) eamerritt@csupomona.edu

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