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Leaders 481 Foundations of Leadership. Session #1 (of 10) – June 21, 2012 Mark K. Clare New Value Streams Consulting LLC [email protected] 260.433.7923. Agenda. DRAFT. Understand Course Mechanics Course Structure and Grades Using Systems Conceptual Foundations What is Leadership? - PowerPoint PPT Presentation
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Leaders 481 Foundations of Leadership
Session #1 (of 10) – June 21, 2012
Mark K. ClareNew Value Streams Consulting LLC
2
Agenda
1. Understand Course Mechanics Course Structure and Grades Using Systems
2. Conceptual Foundations What is Leadership? Our Leadership Framework
3. Get Started on Team Challenges Forming teams Approaching the challenge
4. For Next Week
DRAFT
We will work from 7- 9:30pm. You can plan on a 10 min break around 8:30pm. Otherwise feel free to take any necessary personal breaks.
Takes precedence over the syllabus
3
Three Classes Per Module
1. Thinking Strategically About Value
2. Achieving Lasting Behavior Change
3. Creating Organizational Culture
Goal: Clarify nature of leadership and develop skills in the fundamentals.
Special emphasis – Leaders as value innovators
Be Ready To:
• Distill complex deliverables into a single page result
• Use helicopter thinking or moving up and down levels of abstraction quickly
• Use integrative thinking or synthesizing conflicting ideas
• Jump the knowing-doing gap by translating general concepts into specific actions
4
Assignments and Grades Team Challenges - 75%
Seeing intangible value (25 pts) Making a lasting behavior change (25 pts) Creating a shared mental model (25 pts)
Knowledge Cards – 25% Author 3 cards (4 pts each) Play card and provide feedback (8 pts) Assemble 6-card deck (5 pts)
Opportunity Extra Credit – to 10% Implementing team challenges Other
Participation letter grade penalty for missing 2 or more sessions
or DB threads without explanation Late work
work is due by 1pm CT the day of the assignment. Late work (without explanation) costs 10% of the points for that assignment and will not be accepted after 3 days.
A = 100 - 90%
B = 89 - 80%
C = 79 – 70%
F = 69% or lower
Interactive approach in the classroom means you must
complete readings before class.
Use of Systems• Announcements
• Assignments
• Discussion Board
• Course Materials
• Library Resources
• My Page
• Welcome Blog Post
• Deck
• Training
Leadership 101
1. What is leadership? 3 to 5 defining characteristics
2. How is leadership different from management?
3 to 5 key differences
• Count off by threes
• Take 15 minutes to work up a team answer to both questions
• Make notes on consensus
• Select someone to report out
7
What is Leadership?
Effort to make organizations significantly more effective via planned change
Influence others to reach and grow by striving for an organizational goal or vision
Strategy, governance, culture Mostly a role not a job
8
Leaders are Not Managers
Run the current way of working (creating value for stakeholders)
Work to allocate resources optimally and continuously improve current operations
Run the current “game”
Develop and drive the insights, frameworks and plans needed to bring about a new way of working (creating value for stakeholders)
Work to shift/leverage basic cultural assumptions, enact new vital behaviors and establish a new means of value creation
Create the future “game”
Manager Leader
Do you consider yourself a leader?
YES or NO and WHY
10
Two Approaches
Find Your Own Path: Survey, analyze and synthesize various models and theories into a personal philosophy of leadership
Master the Fundamentals: Understand, practice and use the foundational skills that are common to all forms of leadership
Start Here
11
Our Leadership Framework
There are three fundamentals of leadership:1. Thinking strategically about value
2. Achieving lasting behavior change
3. Creating organizational culture
Leaders that master the fundamentals are unique in that they:1. Are deeply energized by a seeming simple but conceptually deep
insight into a new means of value creation
2. Can work with others to think-through the implications of the insight
3. Have the professional will to drive out the change associate with the insight and its implications.
Leaders as value
innovators
• These are the blocking, tackling and ball handling of the leadership world
12
Creating Value: Basic Building Blocks
drives Behaviors /Actions
What I Do
What I Know, FeelAnd Value
Learning Loop
Mental Model
Knowledge&
Skillsvalues
Emotions&
Attitudes
Value
Performance
Results I Produce
produces
Creating organizational culture
Achieving lasting behavior change
Thinking strategically about value
This model holds for individuals and groups
13
Leadership Fundamentals Working Together
Linking “head to foot to value”
drives Behaviors /Actions
What I Do
What I Know, FeelAnd Value
Learning Loop
Mental Model
Knowledge&
Skillsvalues
Emotions&
Attitudes
Value
Performance
Results I Produce
produces
Creating organizational culture
Achieving lasting behavior change
Thinking strategically about value
This model holds for individuals and groups
Achieving lasting behavior change
Thinking strategically about value
Creating organizational culture
14
Leadership Fundamentals
Course readings
drives Behaviors /Actions
What I Do
What I Know, FeelAnd Value
Learning Loop
Mental Model
Knowledge&
Skillsvalues
Emotions&
Attitudes
Value
Performance
Results I Produce
produces
Creating organizational culture
Achieving lasting behavior change
Thinking strategically about value
This model holds for individuals and groups
Achieving lasting behavior change
Thinking strategically about value
Creating organizational culture
Foundations of Leadership Workbook
M. Clare
Team Challenges
16
Forming Teams
Outstanding group with diverse skills and experiences from many different programs
CRRA – 4 SA – 6 PPA – 7 PA - 3 IS – 1 QARS – 1 MI – 1 IMC -1
Teams
• 7 teams of 3 or 4 members
• CRRA forms 1 team with 4 members
• SA forms 2 teams with 3 members each
• PPA + IMC form 2 teams with 4 members each
• PA forms 1 team with 3 members
• QARS, IS and MI form 1 team with 3 members
CRRA – clinical research and regulatory admin
SA – sports admin
PPA – public policy admin
PA – predictive analytics
IS – information systems
QARS – quality assurance & regulatory science
MI – medical informatics
IMC – integrated marketing communications
17
Working on Team Challenges
Three challenges one on each fundamental Requirements are vague and overly
ambitious by design Need to scope and execute in a way that
meets the challenge but is mindful of constraints
Submit preliminary ideas (optional), drafts for feedback (required) and final version for grading (required)
Pulls on concepts and techniques from workbook, readings and activities in class
Be Ready To:
• Distill complex deliverables into a single page result
• Use helicopter thinking or moving up and down levels of abstraction quickly
• Use integrative thinking or synthesizing conflicting ideas
• Jump the knowing-doing gap by translating general concepts into specific actions
Example
Select a behavior change challenge that is relevant to each member of your team. Use the five pathways and six sources frameworks to design and implement a program for making that behavior change.
1. Individuals review frameworks and brainstorm ideas.
2. Meet as team to discuss and frame
3. Send instructor an email to get reaction and reframe if necessary
4. Select point-person to facilitate group work to draft, revise and post final version of challenge
19
For Next Week:Thinking Strategically About Value
Read Part One of Thinking Strategically about Value from Workbook See Workbook folder under documents on
blackboard Approximately 21 pages Note this is different than what is in the syllabus
Readings on Firms of Endearment book site Very short
Read description of team challenge one To be posted Monday
Join Knowledge Cards Ning network (will receive an invitation) Follow directions in blog post Welcome members of
Leaders 481 – Summer 2012 Pick competency for your first knowledge card
Did you read the course invitation, and syllabus?