Professional Documents
Culture Documents
Developing Leadership Skills
Developing Leadership Skills
By
Ronald D. Snee
Tunnell Consulting
Presented at
“From Consultant to Effective Leader”
ASQ Statistics Division
Roanoke, VA
April 26-27, 2002
1
Agenda
• Today’s Realities
• What is Leadership?
• What Do Leaders Do?
• Key Leadership Skills
• Ways to Develop Leadership Skills
• Summary
2
Today’s Realities
3
We Live in a New Era
4
Leaders Help Us Make the Needed Changes?
5
We have Many Kinds of Leaders
• Political
• Military
• Business
• Academic
• Religious
• Sports
• Statistical Leaders
• And many more
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Change Requires Both Leading and Managing
Leading Managing
• Moving Between • Working Within a
Paradigms Paradigm
• Doing Right • Doing Things Right
Things • Holding the Gains
• Creating
Improvements
• Managing
• Leading & Processes
Developing People
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We Need Both Leading and Managing
Lead People
• Direction
• Communication Manage
• Resources Processes
• Coach
• Reinforce
Happy Customers
Feedback
- What’s working?
- Need to do differently?
Leading Managing
Role “Improving” Work “Doing” Work
Executives 90 10
Managers 70 30
Others 30 70
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So What Do Leaders Do?
• Provide Direction - Where we are headed
• Communicate
- The “Why” & “Benefits” of the direction
• Enable, Coach and Counsel
• Recognize Results and
Reinforce Desired Behavior
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Providing Direction - Showing the Way
• Vision - What Success Looks Like
• Objectives - How we will win
• Goals - How much, by when
• Strategies - What we will focus on
• Initiatives - Specific projects we will undertake
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Strategic Planning Example
• VisionImprovement is part of our culture
• Objective Implement Six Sigma
• Goal $30MM in 3 years
• Strategy Begin in manufacturing, then
Move to New Product Development
Next initiate work in Admin areas
• Initiatives BB Wave 1 in Manufacturing
BB Wave 2 in New Product Dev
BB Wave 3 in Admin processes
BB Wave 4 in Manufacturing
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Kotter’s Eight Stages of Successful Change
• Establish a sense of urgency
Positive vision of being a premier company
• Create a guiding coalition
Champions
• Develop a vision and strategy
Six Sigma at my company
• Communicate the change vision
• Empower employees for broad based action
Aggressive results oriented training at all levels
• Generate short-term wins
$50M in six months at Company A
• Consolidate gains and produce more change
Using annual operating plan and communications program
• Anchor new approaches in the culture
- Champions, Master Black Belts, Black Belts, Green Belts
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Elements of Successful Change
• Vision
• Motivating forces - Burning platform
• Strong, respected leader
• Broad participation
• Communication - Tight networks and patterns
• Training and Education
• Reinforcement
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Communicate The Direction
Provide Understanding and Hope
• The direction we are pursuing
• What benefits we expect to get
• Progress - Results achieved to date
• Communication should be clear, concise
and continuous
• Variety of media should be used
- People take in and process information
in different ways
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Enable - Set Up People for Success
• Provide resources - people, time, $$$
• Provide training - build needed skills
• Provide methods to accomplish
assigned tasks
• Remove barriers
• Coach and Counsel
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Recognize and Reinforce
Catch People Doing Things Right
• Recognize accomplishments and results
- Psychological rewards
- Financial rewards
• Reinforce desired behavior
- Catch people doing things right
• People want and need feedback
- “How am I doing?” , Ed Koch, Mayor, New York
• Feedback needed for improvement
• Key tool - Management reviews
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Leaders Lead People
• Provide Direction
- Leaders show the way
• Communicate
- Leaders develop understanding and hope
• Enable, Coach, Counsel, Provide Resources
- Leaders set people up for success
• Recognize Results and Reinforce Desired Behavior
- Leaders catch people doing things right
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Dalton Model for Career Development
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George Fisher Plot
High Total Quality “We need employees with
Facilitators both people & technical
skills”
Target
People
Skills
Low Statisticians
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Quotes on Leadership
“ The very essence of leadership is you have to have a vision. It s got to be
a vision you articulate forcefully on every occasion. You can’t blow
an uncertain trumpet.”
Rev. Theodore Hesburgh,
President Emeritus, Notre Dame University
“Leadership and learning are indispensable to each other.”
John F. Kennedy
November 22, 1963
“The speed of the leader determines the rate of the pack”
“It is the capacity to develop and improve their skills that distinguishes
leaders from their followers.”
Warren Bennis and Bert Nanus
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Quotes on Leadership
“The best coaches know what the end result looks
like.--If you don’t know what the end result is
supposed to look like, you can’t get there.”
Vince Lombardi
“Hey, Wait a Minute”
John Madden p224
“Failing to prepare is preparing to fail”
John Wooden
“The secret of success is constancy of purpose”
Benjamin Disraeli
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Quotes on Leadership
Life is like a dog sled team. If you’re not the lead dog the
view never changes.”
Anonymous
"Leadership: the art of getting someone else to do
something you want done because he wants to do it."
Dwight D. Eisenhower
“Leaders have followers”
Bill Gore, Founder, W. L. Gore and Associates
“You can manage what you cannot understand, but you
cannot lead it.”
Myron Tribus
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Change Requires Shifts in
Knowledge, Skills and Attitudes
Knowledge
What? Why?
Habits
Behavior
Mindset
How To? Want To
• Business Acumen
– Understand how business works
• Process and Systems Thinking
• Strategic Planning and Deployment
• Stakeholder Building
• Communication – Clear, concise & continuous
• Reviewing and Coaching
• Structured Improvement Methods (Six Sigma)
• Learn to Deal With Teams & Group Dynamics
• Meeting Design and Facilitation
• Project Planning and Management
• Understanding Human Behavior
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Core Processes
Product Processes
Design Enterprise
Requirements Translation
Collections and Development
Processes
Definition
Manufacturing Planning
Market
Segment Financial
Delivery
Personnel
Selling
Mgmt. Info. Sys.
INTERFACES
Ordering Legal
Distribution Communications
Market Public Relations
Billing
Place Collection
Service
Business Processes
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Elements of Strategic Planning
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Modes of Behavior
•Won’t work
Reactive •Costs too much
•Takes too long
Time
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Reaction to a New Idea – Modes of Behavior
• Phase I – Reactive
- This will never work - The cost is too high
- I don’t have time for this
• Phase II – Ego
- I see some benefit for me - I think that I can make this work
• Phase III – Purposeful
- This can be good for us
- Everyone should get this training
- Let’s get started
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“Shopping the Plan Around”
Building Stakeholder Support
Individual Stakeholders
….Stakeholders
Plan 1 Input 1 Plan 2 Input 2 Plan 3
Adopt Plan
Plan Development
Continue to get input from stakeholders individually and
revise the plan until you are ready to
share the Plan with the stakeholders as a group.
30
Leaders Recognize Different
Levels of Activity and Job Responsibility.
Where we're
Strategic Executives
headed
Managerial processes
Managerial Managers
to guide us
31
Running Effective Meetings
32
Meeting Roles
Scribe
Meeting Leader
Facilitator
Time Keeper Note Taker
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DMAIC
Six Sigma Process Improvement Model
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DMAIC and the Improvement Tools
Measure Analyze Improve Control
Process Maps
Cause and Effect
Matrix
Measurement
Systems Analysis
Capability
Analysis
Failure Modes and
Effects Analysis
Multi-Vari Studies
Design of
Experiments
Control Plans and
SPC
35
Myths of Leadership
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Personal Change Is Required
• Insanity
- Doing the Same Things and Expecting
Better Results
• The Only Person Who Enjoys a Change is a Wet
Baby
• “If You Can’t Change Your Mind You Can’t
Change Anything”--George B. Shaw
• Those Who Fail to Respond to Their Changing
World Will Have Less Influence in It
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Ways to Develop Leadership Skills
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Can I Be Successful?
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My Message
• Place an increased focus on enhancing your
leadership skills
• Be on the lookout for examples - good and
bad - of leadership that you can use as a
model
• Best way to learn to lead is to do it
- Be on the lookout for your opportunity!
opportunity
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References on Leadership
Bennis, W and Nanus, B. (1985) Leaders - The Strategies for
Taking Charge, Harper-Row, NY. Bennis has several other
books on leadership.
Covey, S. R. (1989) The Seven Habits of Highly Effective People”,
Fireside, Simon and Schuster, New York, NY
Hayword, F. (1997) Churchill on Leadership, Prima Publishing,
Rocklin, CA
Kotter, J. (1997) Leading Change, Harvard Business School
Press, Cambridge, MA. Also see Harvard Business Review,
March-April 1995
Kouzes, J. M. and Posner, B. Z. (1995) The Leadership Challenge,
Jossey-Bass, San Francisco
Phillips, D. T. (1992) Lincoln on Leadership, Warner Books, New
York, NY
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References on Leadership Skills
Bens, I (1999) Facilitation at a Glance, GOAL/QPC, Methuen, MA
Brassard, M. (1989) The Memory Jogger Plus, Goal/QPC, Methuen, MA
Dalton, G. W. and Thompson, P. H. (1986) Strategies for Career
Management, Scott Foresman, New York, NY
Dolye, M. and Straus, D. (1982) Making Meetings Work, Jove Books,
New York, NY
GOAL/QPC (1997) Project Management Memory Jogger, GOAL/QPC,
Methuen, MA
Hoerl, R. W. and Snee, R.D. (2002) Statistical Thinking – Improving
Business Performance, Duxbury Press, Pacific Grove, CA
Scholtes, P. R., Joiner, B. L. and Streibel, B. J. (1996) The Team
Handbook, Oriel, Madison, WI
Snee, R. D. (1998) “Non-Statistical Skills that Can Help Statisticians
Become More Effective”, Total Quality Management Journal, Vol. 9.
No. 8, 711-722
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