Me as a Leader

Day 2 – Managerial Effectiveness Program

Application of Learnings
Session 2
Me as a Leader
• Recap of earlier Session’s learnings and Individual commitments
• GRID analysis to know one’s leadership styles
• Knowing one’s personality type (OCEAN test)
• History of manufacturing industry, theories and their relevance in today’s context
• Different Leadership styles (story telling)
• Skill-will matrix and how to delegate work
• DECIDE framework of Delegation
• Share and practice strategies on understanding the personality of others and adapt accordingly
• Fill Individual commitment sheet to start / stop doing two things
Leadership and
Personality Assessment
https://openpsychometrics.org/tests/IPIP-BFFM/
Rank order – Top 10 leadership concerns

1. Rewards not related to performance

2. Unreasonable work loads
3. Lack of challenging work
4. Boss will not let me do my job
5. Lack of feedback on performance
6. No or inappropriate goal setting
7. Not enough training
8. Lack of opportunity for advancement
9. Crisis management for most situation
10. Ineffective communication
 Top 10 Leadership Concerns
Concern Rank

Ineffective Communication 9.0

Crisis management for most situation 8.0

Lack of feedback on performance 7.0

No or inappropriate goal setting 6.2

Not enough training 5.7

Lack of opportunity for advancement 5.6

Rewards not related to performance 4.9

Unreasonable workloads 3.9

Boss will not let me do my job 3.2

Lack of challenging work 1.8

Difference between Manager
and Leader
Management - A historical
perspective
timeline
Industrial
Revolution
• The Industrial Revolution, a
time from the late 1700s
through the 1800s, was a period
of great upheaval and massive
change in the way people lived
and worked.
 Fear in
elimination
of jobs
Late 1800’s America became the manufacturing capital of the
world
Questions
arose….
Three people who answered these
questions effectively
Founding fathers of classical mg’mt
theory - Max Weber, Fedrick Taylor,
Henri Fayol
Max Weber (1864-1920)

German sociologist,
historian, jurist and political
economist, who is
regarded as among the
most important theorists of
the development of
modern western society.
His theories focused on
understanding the
relationships between
power, authority, and social
stratification.
Frederick Taylor (1856-1915)
Henry Ford
Boeing
Kaizen
• Kaizen focuses on eliminating waste, improving
productivity, and achieving sustained continual
improvement in targeted activities and
processes of an organization. Kaizen 5S
framework
• Seiri/Sort (organize). Separate necessary
workplace items from unnecessary ones and
remove unnecessary items.
• Seiton/Set in order (create orderliness). ...
• Seiso/Shine (cleanliness). ...
• Seiketsu/Standardize (standardized cleaning). ...
• Shitsuke/Sustain (discipline).
Hawthorne Western
Electrical Plant
Experiment in
Illinois
Studies showed the good social
relationships in the workplace
is what produces more output
The Hawthorne experiments marked
a change in the direction of
management theory and practice
Great Man Theory
1840 onwards
• The trait theory of leadership is tied to the
“Great Man” theory first proposed by
Thomas Carlyle in the mid-1800s.
• Carlyle's theory of leadership was based
on the rationale that:
1. Certain traits produce certain patterns
of behavior.
2. Patterns are consistent across different
situations.
3. People are "born" with leadership traits.
Behavioural Leadership Theory
• The behavioural leadership theory is a management theory that
evaluates leaders according to their behaviours, actions and
management style.
• One of the most well-known leadership theories is the behavioral theory, which
posits that leaders can be made, not born.
• This theory looks at what leaders do, rather than their traits or inner qualities.
• One key tenet of this theory is that there is no one perfect way to lead and that the
best approach depends on the situation.
• To be an effective leader, then, you need to be adaptable and have a range of
different leadership styles in your toolkit.
• Task-Oriented Leadership:
Focus on goal achievement
and task completion.
• People-Oriented Leadership:
Emphasize interpersonal
relationships and employee
well-being.
Country Club
Management Leader

• Financial Management
• Staff Supervision
• Member Relations
• Facility Maintenance
• Event Planning
• Marketing and Membership Development
• Compliance and Regulations
• Long-Term Planning
• Community Engagement
• Membership Committee Collaboration
Authority Compliance Management

• Compliance Policies and Procedures

• Risk Assessment

• Training and Awareness

• Monitoring and Auditing

• Reporting Mechanisms

• Remediation and Corrective Action

• Compliance Officer or Committee

• Third-Party Compliance

• Data Protection and Privacy

• Record Keeping
 • Goal Setting and Planning

• Communication

• Delegation

• Motivation and Recognition

• Conflict Resolution

• Performance Management

• Professional Development

• Resource Management

• Decision Making

• Crisis Management

• Team Building

• Alignment with Organizational

Team Management Leader Goals
Impoverished Leader
• Lack of Vision

• Poor Communication Skills

• Inability to Empower Others

• Lack of Emotional Intelligence

• Incompetence

• Inflexibility

• Lack of Integrity

• Failure to Take Responsibility

• Inability to Inspire and Motivate

• Short-Term Focus
Scenarios – Discuss the
strengths and weaknesses of
each style and the potential
outcomes for the team and the
company.

• A manager who focuses solely on

production targets and is less
concerned about the well-being of the
team members.
• A manager who prioritizes employee
satisfaction and avoids making tough
decisions that could affect production
efficiency.
• A manager who strikes a balance
between caring for team members and
ensuring high productivity.
 Google’s Project Oxygen
https://hbr.org/2013/12/how-google-sold-its-engineers-on-management
Why do Managers have a
hard time Delegating?

• They enjoy doing those tasks.

• It seems like losing power.

• They feel threatened – someone else might do it

better than they did.

• It takes too much time to explain and follow up.

• They are perfectionists.

• They are new in the role and still don’t feel

comfortable imposing on others.
What to Delegate?

• Tasks you do over and over again.

• A less-than-essential task that requires skills you

don’t currently have.

• Tasks that don’t have immediate deadlines.

• Tasks an employee has shown a particular

interest in.

• Tasks that will prepare employees for positions

the company needs or will need to fill.
What NOT to Delegate?

• Only the leftovers.

• Tasks that are drastically in contrast from

employee capability.

• Work that is clearly your responsibility.

• Something that can be deleted all

together.
Enhancing productivity through the Skill Will Matrix

Skill Will

How much can that person rely How much does that

on his or her skills to complete person really want to

the task? complete the task?

Skill Will Matrix

Guide Delegate
High Will
1. Reduce risks, obstacles, constraints 1. Provide freedom in job methodology

2. Provide tools, training, guidance, coaching, 2. Communicate trust and recognition

feedback up front 3. Develop stretch goals, broaden responsibilities,
3. Relax control as progress is shown treat as “partner”

4. Establish a 2-way communication

5. Provide support and get mutual agreement on
tasks

Direct Excite
1. Provide clear briefing, identify motives, develop 1. Identify reason for low will

vision of success 2. Develop intrinsic motivation, incentives, value

alignment
2. Structure “quick wins,” train/coach patiently,
3. Monitor and provide recognition to reinforce positive
supervise with frequent feedback and clear
behaviors
expectations
4. Develop partnership – Brainstorm the solutions
together however, make decisions by yourself
Low Will
Low Skill High Skill
The DECIDE Framework of Delegation

D - Describe the outcome/objective

E - Explain the context and importance of the job

C - Convey the authority available

I - Inform of the deadline

D - Draw a plan for interim reviews

E - Express confidence in the team’s abilities and provide adequate support

 Role Play

You got a call from a senior stakeholder who needs you to accompany him for an
important meeting. You need to delegate tasks to two subordinates.

The tasks require the subordinates to prepare reports capturing some important
information in the last quarter.

Delegate the tasks keeping in mind the points we just discussed.

Personality
 OCEAN test

https://openpsychometrics.org/tests/IPIP-BFFM/
• The OCEAN model, also known as the Big
Five personality traits, is a widely
recognized framework for understanding
individual differences in personality.
• It consists of five core traits: Openness,
Conscientiousness, Extraversion,
Agreeableness, and Neuroticism.
• Understanding these traits can help us
comprehend our own and others' behaviors,
communication styles, and leadership
approaches in a manufacturing
environment.
OCEAN – The BIG FIVE
Openness (Imagination / Intellect)
• Characteristics: Openness reflects a person's openness to new experiences, ideas, and creativity.
• Strengths: Open individuals are innovative, curious, and adaptable to change. They are willing to
experiment and embrace novel solutions.
• Potential Challenges: High openness might lead to indecisiveness or difficulty adhering to
established processes, especially in a structured manufacturing setting.
• Real-life Example: A manager with high openness may encourage teams to experiment with new
production techniques or suggest creative approaches to problem-solving, but they might need
support in maintaining efficiency and adhering to established manufacturing standards.
Conscientiousness
• Characteristics: Conscientiousness refers to the extent of organization, responsibility, and attention to detail in
an individual.
• Strengths: Conscientious individuals are dependable, organized, and committed to quality work. They excel in
planning and executing tasks efficiently.
• Potential Challenges: Overly high conscientiousness may lead to perfectionism, potentially slowing down
processes or causing stress in time-sensitive manufacturing projects.
• Real-life Example: A conscientious manager may excel in overseeing manufacturing schedules and ensuring
quality control but could struggle to delegate tasks due to a desire to maintain control over the process.
Extraversion
• Characteristics: Extraversion reflects a person's sociability, assertiveness, and energy levels in social settings.
• Strengths: Extraverts thrive in team environments, fostering open communication, and bringing energy to the
workplace. They excel in networking and building relationships with clients and suppliers.
• Potential Challenges: In a manufacturing setting, extremely high extraversion might lead to overlooking
individual contributions or dominating discussions.
• Real-life Example: An extraverted manager may be great at motivating the team and maintaining a positive
atmosphere on the production floor, but they may need to ensure introverted team members have opportunities
to contribute and provide input.
Agreeableness
• Characteristics: Agreeableness refers to an individual's tendency to be cooperative, empathetic, and considerate
of others.
• Strengths: Agreeable individuals foster a harmonious work environment, encouraging teamwork and resolving
conflicts amicably.
• Potential Challenges: Very high agreeableness may lead to difficulty making tough decisions or confronting
performance issues in the manufacturing workforce.
• Real-life Example: An agreeable manager may be well-liked by the team and excellent at mediating conflicts,
but they may need to balance their desire to please everyone with making objective decisions for the company's
benefit.
Neuroticism / Emotional Stability
• Characteristics: Neuroticism measures emotional stability and how individuals respond to stress and adversity.
• Strengths: Low neuroticism individuals remain calm under pressure and can effectively handle high-stress
manufacturing situations.
• Potential Challenges: High neuroticism might result in excessive worrying, leading to difficulties in handling
unexpected challenges on the production floor.
• Real-life Example: A manager with low neuroticism may handle production delays with composure, while a
manager with high neuroticism may struggle to maintain a sense of control during similar situations.
Brainstorm
• How does your personality trait impact your decision-making as a manager?
• How do different traits contribute to various management styles within the organization?
• How can understanding each other's traits improve teamwork and communication?
Personal Action Plan
• Create a personal action plan based on today’s learnings.
• What will you want to STOP doing?
• What will you want to START doing?