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Establishing the Leadership Plan for the QA Directors

QA Director’s Leadership Discussion - Tempe, AZ March 2013 -. Establishing the Leadership Plan for the QA Directors. Desired Session Outcomes. We hope you leave this session with: An understanding of how to lead change

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Establishing the Leadership Plan for the QA Directors

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  1. QA Director’s Leadership Discussion - Tempe, AZ March 2013 - Establishing the Leadership Plan for the QA Directors

  2. Desired Session Outcomes • We hope you leave this session with: • An understanding of how to lead change • An understanding of the role of the QA Director in leading the metrics change • An understanding of how to Execute to the Plan

  3. Fourteen Questions • What will allow us to achieve a Sustainable Differentiation? • Which of the 5C’s should we worry about and what can we do to mitigate? • Which of the Five Factors should we worry about and what can we do to mitigate? • What is AT LEAST 1 Distinctive Competency? • What Critical Success Factors do we need? • Which GOALS are to be considered? • Clearly the 6 but are there others? 7. With what strategic metrics as targets?

  4. Fourteen Question – cont. 8. What are the Strategies for the Goals? 9. What are the Programs to achieve Strategies? 10. How will you prioritize which Goals to pursue? • Highly recommend you focus on no more than 3 • What are the organizational ramifications? How will these be resolved? • How will you insure Strategic Execution? • Is there a Center of Excellence in your strat plan allowing you to establish Regional dominance? • What is your Master Timeline for success?

  5. A Significantly Different View Than MANAGING the QA Function Your Role…LEADING the OrganizationCreating an Innovative Culture

  6. Drucker on Change • “One cannot manage change.” – page 73 • “It must be seen by an organization to lead change.” • This requires: • Policies to make the future • Systematic methods to anticipate change • The right way to introduce change • Policies to balance change and continuity.

  7. An Alert • An Alert: • Your toughest job will be to tell me: • Dan ~ you have an ugly granddaughter!!

  8. Let’s Begin with Porter Again • My purpose here is to stress the importance of Leading an INNOVATIVE culture • Porter links Innovation to Competitiveness very nicely. • Question: IN YOUR EXPERT OPINION, IS INNOVATION IMPORTANT TO VIETNAM OVER THE NEXT DECADE?

  9. Let’s Watch Two Videos • How do we create a culture of innovation? • Short video of 2:07 • http://www.youtube.com/watch?v=Uo3WH_cSJ9I • Now let’s extend this with a longer look • Longer video of 10:17 • http://www.youtube.com/watch?v=KyqHGdIMcas

  10. CREATING AN INNOVATIVE CULTURE Innovation Strategy Performance Management Management Style Cross functional team working Recognition Ideation & Innovation Process Physical Environment

  11. Cultural Issues • Needs Strong Leadership • Incentives for Growth • Knowledge Sharing • Recognition to Knowledge Sharing

  12. The Learning Organization • Renewing and Reinventing Itself! • Four Characteristics • Curiosity (Keep Asking Questions!) • Forgiveness (Failure happens!) • Trust (Get to know your partners) • Togetherness (Clusters and Teams)

  13. Managers Focus on things Do things right Plan Organize Direct Control Follows the rules Leaders Focus on people Do the right things Inspire Influence Motivate Build Shape entities Managers vs. Leaders

  14. Let’s Listen to a Short Video • A comparison of Management versus Leadership by Pam Zigarmi of Blachard Group: • Six Key Points to Discuss: 1. What is this change about? Information concerns 2. What does this mean to me? WIIFM? 3. Will this really work? Implementation concerns 4. Does this make any difference? 5. How do we get everyone involved? Collaboration 6. How can we perfect this? Refinement

  15. Two Interesting Observations • People resist being told: • “Those who plan the battle… …don’t battle the plan. • Opportunities are needed to have your voice heard.

  16. It Comes Down to the Question: • IF I Tell You What to Do… • What is your reaction? • IF I Ask You What Should be Done… • What is your reaction? • Let’s Discuss… • What does your culture accept?

  17. Change Leadership • The most challenging aspect of business is leading and managing change • The business environment is subject to fast-paced economic and social change • Modern business must adapt and be flexible to survive • Problems in leading change stem mainly from human resource management

  18. Change Leadership • Leaders need to be aware of how change impacts on workers: • Series of self-esteem statesidentified by Adams et al and cited by Garrett • Adams, J. Hayes, J. and Hopson, B.(eds) (1976) Transition: understanding and managing change personal change London, Martin Robertson • Garrett, V. (1997) Managing Change in School leadership for the 21st century Brett Davies and Linda Ellison, London, Routledge

  19. 7. Internalization: the change is understood and adopted within the individual’s own understanding – they now know how to work with it and feel a renewed sense of confidence and self esteem. Change Leadership 2. Minimization: As the change becomes clearer, people try to fit in the change with their own personal position and may try to believe that it will not affect them. Self-esteem 1. Immobilization – as rumors of the change circulate, the individual feels some sense of shock and possible disbelief – so much so that they deem it worthy of doing nothing. 7 6. Search for meaning: Individuals begin to work with the change and see how they might be able to make the change work for them – self esteem begins to rise. 2 5. Testing out: Individuals begin to interact with the change, they start to ask questions to see how they might work with the change. 3 3. Depression: as reality begins to dawn staff may feel alienated and angry, feelings of a lack of control of events overtake people and they feel depressed as they try to reconcile what is happening with their own personal situation. 1 5 4. Acceptance/letting go: The lowest point in self-esteem finally sees people starting to accept the inevitable. Fear of the future is a feature of this stage. 4 Time

  20. Exercise • Using the handout • What will be your BIGGEST challenge? • How can we address these?

  21. Plan is of no value we must execute to the plan

  22. The Challenge: Ability to Execute “Leadership without the discipline of execution is incomplete and ineffective. Without the ability to execute all other attributes of leadership become hollow” — Larry Bossidy Chairman, Honeywell International

  23. Why Do Organizations Struggle So Hard With Strategy? 1 in 10 organizations execute their strategies successfully Fortune Magazine, 1998 72% of CEOs believe that executing their chosen strategy is more difficult than developing a good strategy Malcolm Baldrige CEO Survey, 2002

  24. “Leaders get the behaviors they exhibit and tolerate.” Execution… a systematic way of exploring reality and acting on it • Most efforts at cultural change fail because they are not linked to improving business outcome. • 7 Essential Behaviors of Leaders • Know your people and your business • Insist on realism • Set clear goals and priorities • Follow through • Reward the doers • Expand people’s capabilities • Know yourself… (it takes emotional fortitude) • Strategic Plans – A Tool: A good strategy process is one of the best devices to teach people about execution. It makes the mind better at detecting change. - Larry Bossidy and Ram Charan - Execution

  25. The Strategic Magic Number Goal Strategy Program Task With this strategic planning structure. Number of Goals 2–3 4–10 11–20 Goals Achieved With Excellence 2–3 1–2 0

  26. Wildly Important Goals Principles Process Execution Tasks / Activities Execution:The 4 Disciplines of High-Performing Teams • Focus W.I.G.s

  27. 1. Focus on the Wigs Human beings are genetically hard wired to focus on one thing at a time with excellence

  28. Wildly Important Goals Principles Process Execution Execution Tasks / Activities Execution:The 4 Disciplines of High-Performing Teams • Focus W.I.G.s • Build Measures

  29. 2. Build Measures There is no such thing as a clear goal without a measure.

  30. Wildly Important Goals Principles Process Execution Tasks / Activities Execution:The 4 Disciplines of High-Performing Teams • Focus W.I.G.s • Build Measures • Translate to Action

  31. 3. Translate into Action New goals you’ve never achieved before require new behaviors you’ve never done before

  32. Wildly Important Goals Principles Process Execution Tasks / Activities Execution:The 4 Disciplines of High-Performing Teams • Focus W.I.G.s • Build Measures • Translate to Action • Report the Results

  33. 4. Report Results Individuals on high performance teams do not tolerate mediocrity, they hold themselves and each other accountable for results and activities.

  34. Wildly Important Goals Principles Process Qtr / Yr Qtr / Yr Wk Wk Execution Tasks / Activities Execution:The 4 Disciplines of High-Performing Teams • Focus W.I.G.s • Build Measures • Translate to Action • Report the Results

  35. We Must… • Define the overall GOALS for our institutions • Define the context and the environmental issues facing our institutions • Define the forces affecting our institutions • We must define the overall METRICS • And we must turn our GOALS and METRICS into ACTION Plans

  36. Fourteen Questions • What will allow us to achieve a Sustainable Differentiation? • Which of the 5C’s should we worry about and what can we do to mitigate? • Which of the Five Factors should we worry about and what can we do to mitigate? • What is AT LEAST 1 Distinctive Competency? • What Critical Success Factors do we need? • Which GOALS are to be considered? • Clearly the 6 but are there others? 7. With what strategic metrics as targets?

  37. Fourteen Question – cont. 8. What are the Strategies for the Goals? 9. What are the Programs to achieve Strategies? 10. How will you prioritize which Goals to pursue? • Highly recommend you focus on no more than 3 • What are the organizational ramifications? How will these be resolved? • How will you insure Strategic Execution? • Is there a Center of Excellence in your strat plan allowing you to establish Regional dominance? • What is your Master Timeline for success?

  38. Timeline • January video conference by university • February Holiday • March 2-5 ACE in Washington, DC • Fourteen Questions Answered • VULII Extension March 6-7 • April video conference by university • May One-on-One in Vietnam • Draft Strat Plan ready for review • June video conference by university • July video conference by university • August Final Strategic Plan ready

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