LEADERSHIP & MANAGEMENT

Al Holmes
SEQUUS

AGENDA
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INTRO BOTTOM-UP VIEW OF LEADERSHIP LEADERSHIP OR MANAGEMENT LIFE CYCLE ISSUES OTHER VIEWS ON LEADERSHIP SOME PERSONAL PLANNING

and the manager alone has the right. It asserts the manager. to think.A quote  In the physical world we use levers to multiply our physical strength. Those managers attempting to control every thought and action. To attempt the control of effort is ultimately to restrict it. In the well intentioned effort to get it right. is contrary to our nature. novice managers assume everyone else will get it wrong. Ironically. A good lever doesn't exert effort. it is usually our proven ability to get things done that raises us to management. Dictating a solution stifles creativity. managers enable greater social achievement. In the social world managers fulfill the same function with respect to organizational effort. Like a well placed lever. minimize their power to leverage. or knows how. . and give up control of the solution. it channels effort to a single point of action. To place that behind us.

Your Best ‘Boss‘ Ever three things you remember .

Your Worst ‘Boss’ ever 3 things you remember .

The Credibility Factor • Honest 87% • Forward looking 71% • Inspiring 68% • Competent 58% • Fair-Minded 49% • Supportive 46% • Broad-Minded 41% • Smart 38% .

YOUR CREDIBILITY PLAN •YOUR PERSONAL VISION •MAKE IT INSPIRING •BUILD YOUR COMPETENCE •TELL THE TRUTH .

Some History     Henry Mintzberg. management= bad Kouzes & Posner: The Leadership Challenge John Kotter: leadership & management . leading on the right” Tom Peters: Leadership=good. “managing on the left.

Leading & Managing LEADING  Challenge the System  Inspire shared Vision  Align Constituencies  Enable Others  Encourage the Heart MANAGING  Preserve the System  Plan & Budget  Organize and Staff  Direct & Supervise  Control and problem-solve .

Organize and Staff 4.Control and problemsolve outcome: order.Enable Others 5.Challenge the System 2. risk & uncertainty but also commitment from others involved MANAGING 1.Direct & Supervise 5. predictability and certainty but also compliance from others involved . Budget.Plan.Leading & Managing LEADING 1.Align Constituencies 4.Preserve the System 2. Schedule 3.Inspire shared Vision 3.Encourage the Heart outcome: change.

Preserve the System    openly defend the status quo minimize risk fact-based outcome: change outcome: order .Leading & Managing LEADING 1.Challenge the System • openly challenge the status quo • experiment & risk-take • multiple options MANAGING 1.

Budget.Plan. Schedule • logical & rational • short-term priorities • specific.Inspire shared Vision • values & beliefs • long term direction • show excitment MANAGING 2.Leading & Managing LEADING 2. measurable outcome:enthusiasm and nervousness outcome: clarity and understanding .

Organize and Staff • • • • roles clear specialized job formal structure set goals outcome: involvement and commitment outcome: clarity & compliance .Leading & Managing LEADING 3.Align Constituencies • • • • collect input involve outsiders informal structure encourage goals MANAGING 3.

focus . tools resources • empower • role model MANAGING 4.Enable Others • provide skills.Leading & Managing LEADING 4.Direct & Supervise    clear direction clear standards and procedures close supervision outcome: freedom. choice outcome: constraint.

Encourage the Heart • trust others to act • celebrate achievements • encourage experiments MANAGING 5. learning outcome: constrained energy.Leading & Managing LEADING 5.Control and problemsolve monitor closely • regular feedback • preventative control  outcome: new energy. build on success . multiple initiatives. stay the course.

predictability and certainty but also compliance from others involved .Plan.Encourage the Heart outcome: change.Inspire shared Vision 3.Control and problemsolve outcome: order. risk & uncertainty but also commitment from others involved MANAGING 1. Schedule 3. Budget.Preserve the System 2.Challenge the System 2.Direct & Supervise 5.Enable Others 5.Align Constituencies 4.Organize and Staff 4.Leading & Managing LEADING 1.

WHERE ARE WE? STRONG LEADERSHIP WEAK LEADERSHIP STRONG MANAGEMENT WEAK LEADERSHIP over-control WEAK STRONG MANAGEMENT MANAGEMENT .

WHERE ARE WE? WEAK MANAGEMENT LEADERSHIP STRONG LEADERSHIP out of control STRONG WEAK LEADERSHIP WEAK STRONG MANAGEMENT MANAGEMENT .

WHERE ARE WE? STRONG LEADERSHIP STRONG MANAGEMENT STRONG LEADERSHIP WEAK LEADERSHIP WEAK STRONG MANAGEMENT MANAGEMENT .

WHERE ARE WE? STRONG LEADERSHIP WEAK LEADERSHIP WEAK MANAGEMENT WEAK LEADERSHIP WEAK STRONG MANAGEMENT MANAGEMENT .

WHERE ARE WE? WHERE SHOULD WE BE? STRONG LEADERSHIP WEAK LEADERSHIP WEAK STRONG MANAGEMENT MANAGEMENT .

WHERE AM I? WHERE SHOULD I BE? STRONG LEADERSHIP WEAK LEADERSHIP WEAK STRONG MANAGEMENT MANAGEMENT .

Marshal Goldsmith . share your plans. set date to review •follow up in 3 months to see if they noticed any change Research on 8000 managers: those who make the biggest gains are those who follow up.leader-manager profile •based on John Kotter’s model of leading and managing •identify 3 areas for change •develop an action plan •thank those who provided feedback.

. develop the vision & strategy 4. generate short term wins 7. establish sense of urgency 2. consolidate gains . create the guiding coalition 3. produce more change 8. empower broad based action 6. communicate the vision     5. anchor changes in structure .LEADING CHANGE John Kotter     1.

Summary & Wrap-Up      What has been learned? How might we apply training Feedback on training session Recommendations for Next Time Etc. .

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