MANAGEMENT AND

LEADERSHIP
The EXECUTIVE PATHWAY TO A BETTER
OPERATION
Presented by:
Dr. Jerryson S. Jordan
What is Management?

of people? of operation?
Management is the process of dealing with
or controlling things or people.
What is leadership?

Leadership is a process of social influence,

which maximizes the efforts of others, towards the
achievement of a goal.
WHAT IS YOUR LEADERSHIP STYLE?

A video presentation by PROJECT MANAGER .COM by Susanne

Madsen, Leadership Coach, “Leadership Training”

• https://www.youtube.com/watch?v=eddaZORJe0s
What are the characteristic of an executive manager?
• The ability to inspire and empower others.
• They speak in such a way that naturally draws people in.
• The ability to focus.
• The ability to articulate a clear vision.
• They tell great stories.
• Confidence.
• They work calmly in high-stress situations.
• They teach others how to think and problem-solve.
 Who is an Executive Manager?

• An executive manager is responsible for overseeing the operations and

activities of a department, a project or any undertaking being assigned. A
few of the main duties of an executive manager are implementing
department wide policies, allocating department resources, giving
constructive feedback to employees, and collaborating with other
departments.
• An executive manager directs, plans, and coordinates operational
activities for their organization or company and are normally responsible
for devising policies and strategies to meet company goals. Executives are
DOER rather than POINTER.
• An Executive manager" means a person: (a) Who is authorized to act on behalf of a
company or business in matters in order to run and/or manage the affairs of the company;
(b) Who is responsible ensuring to hire the most qualified and competent personnel; (c)
who has the power to terminate personnel who are not performing to the expectation; (c)
whose primary responsibility is the management of PEOPLE.
 WHAT ARE THE JOB RESPONSIBILITIES OF AN
EXECUTIVE?
• An executive manager defines the vision and goals of his department, or the
entire company or organization. He does this by implementing policies and
procedures, and by establishing budgets. Executive managers also oversee
personnel decisions, such as hiring and firing, and also compensation. Managing
contracts and negotiations, as well as analyzing data to make the best business
decisions are key elements of the executive manager's responsibilities.
 What are the Qualifications and Skills of an Executive Manager?

• An executive manager must be able to make decisions, sometimes quickly,

based on available information. She must also be someone that the
organization sees as a leader, or a person that they can easily follow. Good
communications skills are key, both oral and written, as she should be able to
convey complex thoughts and processes clearly and concisely. To meet the
set goals, a good executive manager is also able to build a diverse team with
different talents and personalities.
 What are the Key Skills of an Executive Manager?
Executive managers have a clear vision of where they want their business to go, and help coordinate their
people and resources to achieve these goals.
• Excellent leadership skills; know how to coordinate and manage their employees
while still fostering positive relationships
• Able to establish budgets and make effective financial decisions
• Can manage contracts and negotiations with internal or external workers
• Have an analytical and critical mindset for evaluating existing data and making the
best business decisions
• Have sound judgement of character; especially when hiring new employees
• Are able to keep composure under pressure
 Duties of an Executive Manager
• Executive Managers are tasked with creating business plans, overseeing day-to-day activities,
improving performance, developing organizational culture, supervising heads of departments,
reporting on revenue, and directing organizational strategy.

• Duties for the Executive Managers will include managing company assets, optimizing financial
operations, providing leadership to all staff, establishing business goals, advising the board of
directors on organizational activities, overseeing and streamlining daily operations, improving
staff performance, and executing special business projects. 
HOW TO MANAGE TASKS AND LEAD PEOPLE? / HOW TO DELEGATE?

A video presentation by PROJECT MANAGER .COM by Susanne Madsen, Leadership Coach,

“Leadership Training”

• https://www.youtube.com/watch?v=-8JCSCf_wA4
• https://www.youtube.com/watch?v=CYdOpXkPHnM
 THE PARETO PRINCIPLES
• The Pareto Principle, named after esteemed economist Vilfredo Pareto,
specifies that 80% of consequences come from 20% of the causes, asserting an
unequal relationship between inputs and outputs. This principle serves as a
general reminder that the relationship between inputs and outputs is not
balanced.
 Pareto 80 20 Rule Examples: How to use them in your business

“What is important is rarely urgent, what is urgent is rarely important.”

• So if something is urgent and important (very rare) do it first, if it is only urgent

or only important, delegate it to someone, and if it is neither, forget it!
• Likewise, the Pareto 80 20 rule helps managers focus on what is most important
and urgent.
Here is an example of the Pareto 80 20 rule and how you can
apply it in your company.
• 80% of the quality failures originate from 20% of the tasks.

Those who work in project/process management can use the Pareto 80 20 rule to establish
critical tasks and find out about those that cause 80% of the problems.
Then try to model the processes to make those tasks more efficient, then optimize them
through continuous improvement.
 How does the 80/20 rule work? Key Takeaway

• The 80-20 rule maintains that 80% of outcomes (outputs) come

from 20% of causes (inputs). In the 80-20 rule, you prioritize the
20% of factors that will produce the best results. A principle of
the 80-20 rule is to identify an entity's best assets and use them
efficiently to create maximum value.
 Using the 80/20 Rule to Improve Your Productivity

1. Carefully Look At Where You’re Spending Your Time

We all distribute our time and productivity throughout the day. When it comes to your small business,
determine what you’re spending time on during each work hour if you can.
This provides the perfect opportunity to look at your calendar and be completely honest about what
you’re doing with all your time. Once you narrow down your daily tasks, see if you can group them based
on the type of work.

2. Take Care of Your 20% First

If you’ve found that 20% of your effort is really resulting in 80% of your results, you’ll want to prioritize and 
improve that 20% margin. This often means taking care of it first when you begin your workday. Are there any
tasks that would make you feel relieved by accomplishing them, no matter what else happened during the day?

Plan to schedule your most results-driven tasks early in the day so you can ensure the success of your business.
You will work in stretches, but the first stretch will often be more important/meaningful than the final stretch.
Using the 80/20 Rule to Improve Your Productivity…continuation

3. Don’t Waste Too Much Time on the Other 80%

So we know that the 80/20 productivity rule is pretty clear. We know we’ll have to do tasks that will fill up the
remaining 80% of our time and effort. Still, it’s important not to spend way too much time on these tasks because they
may produce minimal results at best.

So what is technically considered too much time? It depends on how your workday is structured. If you’re simply
performing daily short routine tasks, you can easily distribute your work based on the 80/20 productivity rule. However,
what about larger projects? They are not so cut and dry nor are they always easy to divvy up. So how do you use this
rule for them.

Just know that while your large project may be super important, the longer you spend on it, the fewer results you can
expect to get. Does this mean that you should rush through the project to ensure it earns the best results? Not exactly.

What you need to focus on is how you distribute your time. According to the rule, the first 20% of your time and effort
brings in 80% of the results. The second 20% brings in another 10% of the results and the third 20% (now we’re at 60%
so far) typically brings in 3%. As the distribution continues, the percentage of results you generate get lower and lower.

In order words, it’s important to know when to call it quits and wrap up a project after you’ve contributed a significant
amount of effort.
Using the 80/20 Rule to Improve Your Productivity…continuation

4. Get Feedback and Make Swift Changes

• Once you’ve done all you can do on a task, you can always get feedback from your team or colleagues. If you’re
stumped on a particular aspect of the task, ask for help or outsource it. This can help you preserve your
productive energy for other work.

• Getting feedback can also be helpful when it comes to saving you time and energy because it can help guide you
in terms of changing your strategy or working more efficiently.

5. Summary
• The 80/20 productivity rule is a prime example that most times, it’s best to work smarter over working harder.
When you carefully distribute your time and energy based on this rule, you can be more productive in what you do.

• Prioritize the first 20% of your workday regarding the tasks you complete and know when it’s time to pivot and
make changes when working on the remaining 80% to ensure you don’t waste too much productive time and
energy.
HOW TO ENABLE YOUR TEAM TO HELP YOU OUT.

A video presentation by PROJECT MANAGER .COM by Susanne

Madsen, Leadership Coach, “Leadership Training”

• https://www.youtube.com/watch?v=B44rTWyiBeE
 LET US DO A LITTLE SURVEY ON OURSELVES.
• Assuming you know a little bit about our company, what changes would you prioritize?
• How would you handle a manager that doesn't agree with your suggested organizational strategy?
• What strategies and plans have you developed and directed in the past, and what were the outcomes?
• How do you handle an underperforming employee?
• If the management will conduct real-time survey about your performance as an executive overseeing
a project, what do you think they will say about you?
 Until next time!

GOD BLESS US ALL!

Thank you. 