Leaders

leaders.
ppt (bus1301)
Great Leaders ` Live with integrity, lead by example ` develop a winning strategy or big idea ` build a great management team ` inspire employees to greatness ` create a flexible, responsive organization ` use reinforcing management systems
leaders.ppt (bus1301)
Great Leaders ` passionate about what they do ` love to talk about it ` high energy ` clarity of thinking ` communicate to diverse audience ` work through people (empowering)
LEADERSHIP The Trust Factor in Leadership

q
leader differ from a Machiavellian-oriented leader? q Question: Which is more important, our actions or our words? q Question: How concerned should we be about others?
q
Question: How does a trust-oriented
Recommendation: Being trustworthy is good!!!
LEADERSHIP The Trust Factor in Leadership

q
for a leader? q Question: What is the role of open communication for a leader? q Question: How does formalization in an organization undermine trust?
Question: What is the role of competence
Learning to trust others is also good!!! leaders.ppt (bus1301)
q Recommendation:
q Management
keeps an organization running q Leadership involves getting things started q Leadership involves facilitating change
95% of American managers say the right thing. 5% of American managers do the right thing.
qFuture Leaders.
When companies derive their advantage from intellectual capital, old management styles (carrots and sticks) are not sufficient.
Develop/communicate what company is trying to accomplish Create environment where employees can figure out what needs to be done AND then do it well.
CORE VALUES
gFairness gCommitment gFreedom gWater
Line
w LEADERS:
Leaders vs.wManagers
MANAGERS:
q administrate q focus on systems and structures q rely on control q have a short-range view q ask how and when q have eyes on bottom line q initiate q accept status quo q do things right
q innovate q focus on people q inspire trust q have a long-range view q ask what and why q have eyes on horizon q originate q challenge status quo q do the right thing
LEADERSHIP- Marks of a Great Leader

q
QUESTION: WHY ARE THE FOLLOWING TRAITS CONSIDERED CHARACTERISTICS OF GREAT LEADERS?
servicing and sacrificing v initiating and risk taking v needing no credit v empowering others v clarifying values
There Are Only Five Ways to Lead

(Article by Farkas and De Becker)
q Strategic Approach q Human Assets Approach q Expertise Approach q Box Approach q Change Approach
Resistance to Empowerment
q q q
LEADERSHIP
(Article by Williams) QUESTION: Why do managers resist change? QUESTION: Why do managers resist suggestions? QUESTION: Why are managers afraid to empower their subordinates? Recommendation: Dont leave this class thinking that you have cornered the market for good ideas Recommendation: Learn to recognize your strengths and weaknesses and those of others Recommendation: Learn that teams always do better than individuals, if there is a trust relationship among the team members
q q q
LEADERSHIP - Empowerment
w Empowerment
Strategies
v Avoid competition for power, status, recognition v Delegate v Create and communicate a vision v Insist that others diligently work to achieve meaningful goals v Help others believe in their own worth and potential v Create a culture in which fear and intimidation are replaced by trust v Demonstrate a willingness to be supportive of others
EMPOWERMENT
Places responsibility for spotting/solving problems on employees. q Requires leaders to ask for suggestions AND lets employees make decisions. q Is easiest to implement in smaller, less bureaucratic organizations.
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Develop Ownership
q q
LEADERSHIP
q q q
There are always at least two owners of responsibility. Empowerers ask questions, organize data to confront people with reality, bring customers and performers together. Empowerers insist on tough standards. Empowerers support and coach. Conversations are the grist for the leaders mill.
Develop Ownership
continued
q
LEADERSHIP
You can lead a horse to water, but you cant make him drink. If you want the horse to drink, make sure the horse is thirsty. Head buffalo lock the barn door after the horse is stolen. Lead geese make certain nothing is ever stolen.
LEADERSHIP - Empowerment
Continued.
Learn to encourage and make full use of your talents and the talents of others.
q Recommendation:
LEADERSHIP - The Magic of Vision

q
Vision sees what must be tomorrow, beyond what is today Customers help you see the vision Vision inspires
Vision is clarity Vision is a worthy commitment Vision generates supportive actions
LEADERSHIP - How Vision Works

The right vision attracts commitment and energizes people. q The right vision creates meaning in workers lives. q The right vision establishes a standard of excellence. q The right vision bridges the present and the future.
q
How You Know You Need a Vision

q q q q q q q q
LEADERSHIP
Is there evidence of confusion about purpose? Do employees complain about insufficient challenge? Do employees say they are not having fun any more? Is the organization losing market share or reputation for innovation? Are there signs of declines of pride in your organization? Is there excessive risk avoidance? Is there an absence of sharing? Is there a strong rumor mill?
LEADERSHIP
Customer Focus
What do customers really buy? 3 Leaders focus on customers - and so does everyone else. 3 Leaders focus on partnering, not selling. 3 Leaders begin with the customers needs and wants. 3 Solving problems spurs partnerships.
3
LEADERSHIP
Great Performance
Is this the best you can do? q Remember, its leadership, not status quo-ship. q Thinking incrementally moves you forward from today. q Thinking strategically leads backward from the future. q How many bugs is one too many? q Begin with the end in mind.
q
LEADERSHIP
Create Value-Added Strategies
q q q q q q
Stay close to the customer. The tough strategic question: What do I do? Value is solving the customers problems. Value is doing better than anyone else. Value-added strategies solve the problems that drive purchasing decisions. Leaders learn how to focus themselves and everyone else on solving the customers problems.
Some Managers are More Than Bosses - Theyre Leaders, Too

(Horowitz)
q
There is no one leader personality

they do inspire others to take risks they do inspire others to do more than they thought possible they set steep goals they instill in others that both failure and success are allowed
Look for the personal touch y Screen your questioners z Scan some Web sites { Hang out and schmooze | Probe past responses to personal emergencies
x
LEADERSHIP: Remove Obstacles

q
Structures send powerful messages.

v Decentralize decision making to the point of customer contact v Cross-functional teams v Simplified processes and procedures v Focus on one customer, one product, one product/market combination
Systems send powerful messages.

v Performance management systems v Reward systems v Information systems
SEVEN SECRETS TO BUILDING: EMPLOYEE LOYALTY

q q q q q q q
Set high expectations Communicate constantly Empower, Empower, Empower Invest in their financial security Recognize people as often as possible Counsel people on their career Educate them
LEADERSHIP- Marks of a Great Leader

w Recommendation:
You may never become a leader like the President of the United States or the CEO of a Fortune 500 firm, but these are all good qualities to have and to practice.
A leader is only as effective as the team q Outperform peers q Make excellence a habit q Be willing to try new approaches q Focus on what you need to do
q
Chapter #10 - Understanding Employee Motivation and Leadership

q
Theories of employee motivation

Theory X, Y Two-factor Theory Equity Maslow Expectancy Theory Goal Setting Theory
Reinforcement Participative management / Empowerment Job enrichment / Job design

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leaders.

LEADERSHIP The Trust Factor in Leadership

Question: How does a trust-oriented

Recommendation: Being trustworthy is good!!!

LEADERSHIP The Trust Factor in Leadership

Question: What is the role of competence

Learning to trust others is also good!!! leaders.ppt (bus1301)

LEADERSHIP- Marks of a Great Leader

There Are Only Five Ways to Lead

LEADERSHIP - The Magic of Vision

Vision is clarity Vision is a worthy commitment Vision generates supportive actions

LEADERSHIP - How Vision Works

How You Know You Need a Vision

Some Managers are More Than Bosses - Theyre Leaders, Too

There is no one leader personality

LEADERSHIP: Remove Obstacles

Structures send powerful messages.

Systems send powerful messages.

SEVEN SECRETS TO BUILDING: EMPLOYEE LOYALTY

LEADERSHIP- Marks of a Great Leader

Chapter #10 - Understanding Employee Motivation and Leadership

Theories of employee motivation

Reinforcement Participative management / Empowerment Job enrichment / Job design

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