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Leadership & Management Style

Knowledge Base

We believe in each one latent potential

Portal Team Composition Mission Exploration phase Sample profiles Comprehensive profile Observation 1st Initiative 2nd Initiative Scale Definition Profile Gaps Whats Next?

We believe in each one latent potential

Leadership is the lever through which dynamic change takes place Individuals, families, groups, communities, organizations and even nations owe their leadership for success or failure, prosperity or decline Neither individuals nor organizations deny the genuine role of their leadership profiles in shaping their life

We believe in each one latent potential

Mohamed Abdel-Moity
LCE Industrial Director, Task force Champion.

Ahmed Aly
Mechanical Team Leader, Task force member.

Ayman Abdel-Aal
LCE Quarry manager, Task force Co-Champion

Mohamed Abdel-Ghaffar
IT Supervisor, Task force member

Mohamed El-Sayed
Procurement S.Manger, Task force Co-Champion

Waleed Abdel-Aal
Industrial Director office manager, Task force member and coordinator

Ahmed Abbas
Mobile Equipment workshop manager, Task force member

Ahmed El-Gabry
Training Section Head, Task Force member and coordinator

Ahmed El-Ashkar
LCE Production Manager, Task force member

Ahmed Mahmoud
Mechanical Team Leader, Task force member

We believe in each one latent potential

LEAD THE CHANGE OF LCE LEADERSHIP AND MANAGEMENT STYLE THROUGH DEVELOPING AND IMPLEMENTING APPLICABLE TOOLS WHICH ASSESSING AND GUIDING THE LEADERSHIP PERFORMANCE WITHIN THE ORGANIZATION THAT COMPLIES WITH LAFARGE WAY

We believe in each one latent potential

Identify different positions/jobs in the hierarchy of the organizations (Structure)


13 levels have been identified constituting top management to foremen

Identify Lafarge leadership competency model (Lafarge Way)


Review Lafarge Leadership profile

Decide on the desired leadership competency level of each position/job (Task force judgment) Perform gap analysis to measure current organizational leadership profile and compare it to desired level Identify and prioritize competencies according to its criticality to organizational situation. Develop .OOOOOPS

We believe in each one latent potential

Decide on the desired leadership competency level of each position/job


Leadership profile rating

Sample Profiles

Comprehensive Profiles

We believe in each one latent potential

Works Director Leadership Profile


5.00 4.00 3.00 5.00 4.71 4.86 4.64 4.88 4.75 5.00 4.00 3.00 2.00 1.00 0.00 Vision and Purpose Leading People Driving For Customer Results focus Leading Change Integrity and Values

Team Leader Leadership Profile


4.32

4.14
3.25

3.35

3.35

3.68

2.00
1.00 0.00

Vision and Leading Driving For Customer Purpose People Results focus

Leading Integrity Change and Values

Engineer Leadership Profile


5.00 4.00 3.18 3.00 2.00 2.00 1.00 0.00 Vision and Leading Driving For Customer Purpose People Results focus Leading Integrity Change and Values 1.70 1.77 3.00 5.00 4.00 3.00 2.00 1.00 0.00

Supervisor Leadership Profile

3.07

2.71

1.11 0.54

1.00

1.08

1.18

Vision and Purpose

Leading Driving For Customer People Results focus

Leading Integrity Change and Values

We believe in each one latent potential

5.00 4.50 4.00 3.50 3.00 2.50 2.00

5.00 4.50 4.00

3.50
3.00 2.50 Foreman Supervisor Group Leader Section Leader Engineer Senior Engineer Shift Leader Team Leader Senior Team Leader Process Leader Senior Process Leader Works Director Director 2.00 1.50 1.00 0.50 0.00

Foreman Supervisor Group Leader Section Leader

1.50
1.00 0.50 0.00

Engineer
Senior Engineer Shift Leader Team Leader Senior Team Leader Process Leader Senior Process Leader

We believe in each one latent potential

One Category

5.00 4.50 4.00 3.50 3.00


Foreman Supervisor Group Leader Section Leader Engineer

One Category

One Category

2.50
2.00 1.50 1.00 0.50 0.00

Senior Engineer Shift Leader Team Leader Senior Team Leader Process Leader Senior Process Leader

One Category

We believe in each one latent potential

Different positions and/or jobs can be classified into few categories which are
Top Management Middle Management First line management Professionals Supervisory levels

We believe in each one latent potential

Define each point of 5 point scale for each competency (in


Progress and will be completed after validation of the sample)

Vision & Purpose


Will be rephrased and revised after sample validation

Leading People
In process

Drive For Results


Sample to be validated

Customer Focus
Will be rephrased and revised after sample validation

Leading Change
In process

Integrity & Values


Needs to be validated and rephrased

Scale Definitions
Interacts with Her/his team in setting, prioritizes and formulates clear and precise objectives. Provides support, communicates roles clearly, inspires accountability and emphasizes two way communication during execution of plans. Identifies her/his business KPI's, accordingly monitors and communicates her/his team performance and commits her/his team to trace performance through KPI's and EVM. Flexible, receptive, identifies bench marks, transfers know-how, commits her/his team to adopt and spread best practices. Demonstrates strong accountability, involves her/his team formulating their own objectives, acts as a catalyst to resolve operational contradictions and helps individuals control their performance.
Interacts with Her/his team in setting and prioritizes business objectives. Provides support, communicates roles clearly, inspires accountability. Identifies her/his business KPI's, accordingly monitors and communicates her/his team performance. Flexible, receptive, identifies bench marks, transfers know-how. Involves her/his team formulating their own objectives, acts as a catalyst to resolve operational contradictions and helps individuals control their performance. Interacts with Her/his team in setting business objectives. Provides support, communicates roles clearly. Identifies her/his business KPI's, accordingly monitors her/his team performance. Identifies bench marks, transfers know-how. Involves her/his team formulating their own objectives, acts as a catalyst to resolve operational contradictions. Sets business objectives alone without involvement of her/his team Facilitates implementation but does not communicate individual roles clearly. Monitors her/his team performance subjectively without visiting KPI's. Identifies bench marks, works individually and keep information without spreading it. Acts as a catalyst to resolve operational contradictions. Business objectives, targets are set to her/him Does not recognize KPI's and EVM relevant to his/her business. Works individually without involvement of her/his team. Follow up business performance subjectively. Interacts with Her/his team in setting, prioritizes and formulates clear and precise objectives. Provides support, communicates roles clearly, inspires accountability and emphasizes two way communication during execution of plans. Identifies her/his business KPI's, accordingly monitors and communicates her/his team performance and commits her/his team to trace performance through KPI's and EVM. Flexible, receptive, identifies bench marks, transfers know-how, commits her/his team to adopt and spread best practices. Demonstrates strong accountability, involves her/his team formulating their own objectives, acts as a catalyst to resolve operational contradictions and helps individuals control their performance.

Vision and Purpose

Leading People

Driving For Results

Customer Focus

Leading Change

Integrity and Values

We believe in each one latent potential

5
4.5 4 3.5 3 2.5 2 1.5 1
Development path and best practices to move from level 1 to level 2 Development path and best practices to move from level 2 to level 3 Development path and best practices to move from level 3 to level 4 Development path and best practices to move from level 4 to level 5

0.5
0
Vision &Purpose Leading People Driving for Results Customer Focus Manging Change Integrity & Values

We believe in each one latent potential

Plant capacity- Huge capacity leads to more workers, hence more controlled disciplines. Lack of outsource expertise- leads to increased manpower Non identical design of production lines- Leads to more operations complexity Drill knowledge in different areas in the plant- more expertise in specific field Multiple raw material resources (Limestone, Silty Clay, Kaolin, Basalt, Iron Ore, etc, 12 types) Physical plant layout- difficulty to troubleshoot problems through fully centralized teams Unstable business environment- Brain drain Finished product delivery network- Different customers, different product type, different distribution locations and about 86% of transportation is controlled by LCE.

We believe in each one latent potential

Top Management SUSTAINS Organizational leadership effectiveness


Visionary, set goals, formulate strategies, make decisions that aligns with business directions, is accountable for share holders and outside public, change strategists. Highly considers ROA., Project oriented. Empowers leadership.

Middle Management Inspires and provides guidance


Organizes agile inter groups. Sets objectives that transforms goals. Identifies and monitors KPIs. Focuses on profitability and ROI, Develops talents. Fosters Delegation. Evaluate performance of junior managers, inspires lower level managers for better performance. Decides on profile of new entrants.

First Line Management


MENTORS, Function
Asset utilization oriented, has projectized mentality, mobilizes people towards satisfying technical KPIs, cascade objectives into action planes and commit her/his team to it. Controls daily activities.

Professionals
Change expert and improvement officer
Change expert, Manager coach, Focus on continuous improvement, Manage individual performance and monitor learning curves.

Supervisory Fosters teamwork and safety exemplar


Safety Exemplar, team builder, task optimizer, Employee coach, Reliability keeper.

strategist

We believe in each one latent potential

Develop matrix defining each management category and the desired level of leadership competency for each category Validate six competencies scale definition
January February 5th

Start testing of the matrix with selected sample regarding validity and applicability, and fine tune it to be ready for next phase
February 7th, 2012