Management Attributes and Skills

Dr Frank Alafaci

Alan Mulally
 Group:
 Saad Rehman 1476595
 Hoang Tu Lam 1490243
 Jagpreet Singh Dhilli 1490326
 Yangyang Tu 1492182
 Outline

 Background information
 Insider’s information
 Skills and competencies
 Leadership style
 Leadership innovation
 Weakness
 Conclusion
 Background information
 Born in Oakland, California
 Bachelor of Science and Master of Science in aeronautical and
astronautic engineering from University of Kansas
 Master in Management from MIT’s Sloan School of Management
 Served as President and CEO at Boeing from September 1998 to
September 2006
 Appointed as CEO and President of FORD in 2006, when FORD
was on verge of bankruptcy
 Background information

 Joined Board of Director at Google in 2014

 Appointed Board of Director at Carbon3D
 Insider’s information
 Mulally led the most impressive turnaround of FORD in the
corporate history
 He was appointed as CEO of FORD in 2006, at the onset of “The
Great Economic Crisis”
 He revived and rebounded the company from bankruptcy without
taking any help from the States government
 He use to test drive FORD vehicles to figure out possible
improvements needed in make of the vehicle
 He changed the deep rooted dysfunctional company culture at
FORD
 Insider’s information
 Executives and managers were applauded for coming out with their
weaknesses
 But how did he become the great leader?- his first employee quit
soon after he started his managerial journey and the reason was…
Mismanagement
 His employee said- Mulally’s job was to help him to do his job, not
to keep redoing all of his work and show him all of his mistakes
 Mulally took this feedback personally and started his leadership
journey from there
 Skills and Competencies
 Team Work- Leadership is about working together, not about
telling people what and how to do their job
 Organizational Culture- Nurture the environment in which people
want to help each other
 Positive Attitude- Reinforce the idea that there is always a way
forward
 Respectful and Inclusive- Collective point of view is always
important
 Skills and Competencies
 Humble and Authentic- Be who you are in reality and feel honored
to serve and lead the organization
 Futuristic and Visionary- Being result oriented is the way to go
forward
 Expertise- Previous aeronautical experience and excellent expertise
in his area (manufacturing)
 Execution- Walk the talk you do, to bring excellence in your
product development and consumer satisfaction
 Leadership Style

 Ford lost $12.7 billion and 25% of market share

 Mulally turned around Ford
 Leadership Style
 Communication:
 Every Thursday morning meeting, but no one raised any
challenges

 Encourage to speak the truth

 Prioritise open communication

“We have been going out of business for 40 years”

 Give employees voice

 Leadership Style
 Collaboration:
 Challenge: breaking culture by persuading managers to work
together

 Challenged by some of longer servicing executives on his

leadership team

 Implement twice yearly performance reviews

 Managers turned up for meeting with evidence of failures and

asking for help
 Leadership Style
 Vision:
 “One Ford”: People, products and productivity

 “People working together as a lean global enterprise for

automotive leadership”

 Belief: a real competitive advantage is to create healthy company

 Bring suppliers, customers and even the unions into the fold as
partners
 Leadership Style

 6 Cs in his leadership:

 Collaboration
 Communication
 Confidence
 Critical thinking
 Content
 Creative innovation
 Mulally’s leadership innovation

 Each employee must contribute as a group.

 Mulally’s created innovation plan as: “One Ford”.

 Redesign the products globally.

 Generate goods as people’ s choice.

 Mulally’s leadership innovation

 Organising meeting leaders every week

 Arrange the investors to invest in organisation.

 Leadership with compelling vision.

 The mobility company vision

 Described Ford as allowing people ‘Freedom of Mobility’.

 Employees can share their ideas with leader.

 Weakness

 Hard to find weakness…..

 A task for Alan

 Weakness

 “Fearing criticism is fearing progress”

 hard to adapt for 68 year old Alan

 run a one man show

 Conclusion

 Alan Mulally has proved his girth during his tenure at Boeing and
Ford

 his transformational ideas have left impressive marks

 Conclusion

 “With the ever increasing presence of knowledge workers in the

workplace, modern-day leaders are presented with the challenge of
trying to help their team achieve goals when they are not an expert
on the topic”- Marshall Goldsmith & Alan Mulally
Thanks for your attention
 Reference
 Caldicott, S 2014, Why Ford's Alan Mulally Is An Innovation CEO For The Record Books,
viewed 23 July 2019, https://www.forbes.com/sites/sarahcaldicott/2014/06/25/why-fords-
alan-mulally-is-an-innovation-ceo-for-the-record-books/#310752747c04
 Edersheim, EH 2016, ‘Alan Mulally, Ford, and the 6Cs’, Education Plus Development,
viewed 16 July 2019, https://www.brookings.edu/blog/education-plus-
development/2016/06/28/alan-mulally-ford-and-the-6cs/
 Kraemer, H 2015, How Ford CEO Alan Mullaly turned a broken company into the
industry’s comeback kid, viewed 23 July 2019, https://qz.com/431078/how-ford-ceo-alan-
mullaly-turned-a-broken-company-into-the-industrys-comeback-kid/
 Kurtzman, J & Distefano, M 2014, ‘Alan Mulally: The Man Who Saved Ford’, Korn
Ferry Institute, 11 August, viewed 16 July 2019, https://www.kornferry.com/institute/alan-
mulally-man-who-saved-ford
 Reference
 Legget, T 2014, ‘How Ford’s Alan Mulally turned around its fortunes’, BBC, 1 July,
viewed 16 July 2019, https://www.bbc.com/news/business-28087325
 McKinsey & Company 2013, Leading in the 21st century: An interview with Ford’s Alan
Mulally, viewed 23 July 2019, https://www.mckinsey.com/business-functions/strategy-and-
corporate-finance/our-insights/leading-in-the-21st-century-an-interview-with-fords-alan-
mulally
 MIT Leadership Center n.d., Rare Find: Is Alan Mulally a Complete Leader?, viewed 23
July 2019, http://leadership.mit.edu/rare-find-alan-mulally-complete-leader/
 Mitchell, J 2018, ‘Leading Transformation: An interview with Alan Mulally’, LHH, viewed
16 July 2019, https://www.lhh.com/our-knowledge/2018/transformation-insights-no-
3/leading-transformation-an-interview-with-alan-mulally
 Reference

 Stallard, M 2018, ‘Ford's Alan Mulally and the Superpower of Connection’, Industry Week,
14 June, viewed 23 July 2019, https://www.industryweek.com/leadership/fords-alan-
mulally-and-superpower-connection