Leadership & Management Style (Mohamed Ahmed's Conflicted Copy 2012-02-01)

7/31/2019 Leadership & Management Style (Mohamed Ahmed's Conflicted Copy 2012-02-01)

1/17

Leadership & Management Style

Knowledge Base


2/17

Portal Team Composition

Mission

Exploration phase

Sample profiles

Comprehensive profile

Observation

1stInitiative

2ndInitiative

Scale Definition Profile Gaps

Whats Next?

We believe in each one latent potential


3/17

Leadership is the lever through which dynamic change takesplace

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



4/17

Mohamed Abdel-MoityLCE Industrial Director, Task force Champion.

Ayman Abdel-AalLCE Quarry manager, Task force Co-Champion

Mohamed El-SayedProcurement S.Manger, Task force Co-Champion

Ahmed AbbasMobile Equipment workshop manager, Task

force member

Ahmed El-AshkarLCE Production Manager, Task force member

Ahmed MahmoudMechanical Team Leader, Task force member


Ahmed AlyMechanical Team Leader, Task force member.

Mohamed Abdel-GhaffarIT Supervisor, Task force member

Waleed Abdel-AalIndustrial Director office manager, Task forcememberandcoordinator

Ahmed El-GabryTraining Section Head, Task Force memberand

coordinator


5/17

LEAD THE CHANGE OF LCE LEADERSHIPAND MANAGEMENT STYLE THROUGH

DEVELOPING AND IMPLEMENTING

APPLICABLE TOOLS WHICH ASSESSINGAND GUIDING THE LEADERSHIP

PERFORMANCE WITHIN THE

ORGANIZATION THAT COMPLIES WITHLAFARGE WAY



6/17

Identify different positions/jobs in the hierarchy of theorganizations (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



7/17

Decide on the desired leadership competency level of eachposition/job

Leadership profile rating

Sample Profiles

Comprehensive Profiles

http://assessment/Leadership%20profile%20rating%20Vs%20Levels%20REV%201.xlshttp://assessment/Leadership%20profile%20rating%20Vs%20Levels%20REV%201.xls


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5.004.71 4.86 4.64

4.88

4.75

0.00

1.00

2.00

3.00

4.00

5.00

Vision and

Purpose

Leading

People

Driving For

Results

Customer

focus

Leading

Change

Integrity

and Values

Works Director Leadership Profile

3.25

4.324.14

3.35 3.353.68

0.00

1.00

2.00

3.00

4.00

5.00

Vision and

Purpose

Leading

People

Driving For

Results

Customer

focus

Leading

Change

Integrity

and Values

Team Leader Leadership Profile

1.18

3.18

2.001.70 1.77

3.00

0.00

1.00

2.00

3.00

4.00

5.00

Vision and

Purpose

Leading

People

Driving For

Results

Customer

focus

Leading

Change

Integrity

and Values

Engineer Leadership Profile

0.54

3.07

1.11 1.00 1.08

2.71

0.00

1.00

2.00

3.00

4.00

5.00

Vision and

Purpose

Leading

People

Driving For

Results

Customer

focus

Leading

Change

Integrity

and Values

Supervisor Leadership Profile


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Foreman

Supervisor

GroupLeader

SectionLeader

Engineer

Se

niorEngineer

ShiftLeader

TeamLeader

SeniorTeamLeader

ProcessLeader

Sen

iorProcessLeader

WorksDirector

Director

0.00

0.50

1.00

1.50

2.00

2.50

3.00

3.50

4.00

4.50

5.00

0.00

0.50

1.00

1.50

2.00

2.50

3.00

3.50

4.00

4.50

5.00

Foreman

Supervisor

Group Leader

Section Leader

Engineer

Senior Engineer

Shift Leader

Team Leader

Senior Team

LeaderProcess Leader

Senior Process

Leader


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0.00

0.50

1.00

1.50

2.00

2.50

3.00

3.50

4.00

4.50

5.00

Foreman

Supervisor

Group Leader

Section Leader

Engineer

Senior Engineer

Shift Leader

Team Leader

Senior Team

LeaderProcess Leader

Senior Process

Leader

One Category

One Category

One Category

One Category


11/17


Different positions and/or jobs can be classified into fewcategories which are

Top Management

Middle Management

First line managementProfessionals

Supervisory levels


12/17


Define each point of 5 point scale for each competency(inProgress and will be completed after validation of the sample)

Vision & PurposeWill be rephrased and revised after sample validation

Leading PeopleIn processDrive For Results

Sample to be validated

Customer FocusWill be rephrased and revised after sample validation

Leading ChangeIn process

Integrity & ValuesNeeds to be validated and rephrased


13/17

Scale Definitions

Visionand

PurposeLeadingPeople

DrivingFor

ResultsCustomerFocus LeadingChange

Integrityand

Values

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, involvesher/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.


inspires accountability.



performance.


transfers know-how.

Involves her/his team formulating their own

objectives, acts as a catalyst to resolve operationalcontradictions and helps individuals control their

performance.

Interacts with Her/his team in setting business

objectives.

Provides support, communicates roles clearly.


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.


inspires accountability and emphasizes two way

communication during execution of plans.



performance and commits her/his team to traceperformance through KPI's and EVM.


transfers know-how, commits her/his team to

adopt and spread best practices.

Demonstrates strong accountability, involvesher/his team formulating their own objectives, acts

as a catalyst to resolve operational contradictions

and helps individuals control their performance.


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0

0.5

1

1.5

2

2.5

3

3.5

4

4.5

5

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

Development path and best practices to move from level 3 to level 4





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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.


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Top

Management

SUSTAINS

Organizational

leadership

effectiveness

Middle

Management

Inspires and

provides

guidance

First Line

Management

MENTORS,

Function

strategist

Professionals

Change expert

and improvement

officer

Supervisory

Fosters

teamwork and

safety exemplar

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.

Organizes agile inter

groups. Sets

objectives thattransforms 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.

Asset utilization

oriented, has

projectized

mentality, mobilizespeople towards

satisfying technical

KPIs, cascade

objectives into action

planes and commit

her/his team to it.

Controls daily

activities.

Change expert,

Manager coach,

Focus on continuous

improvement,

Manage individual

performance and

monitor learning

curves.

Safety Exemplar,

team builder, task

optimizer, Employee

coach, Reliabilitykeeper.


17/17


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 andapplicability, and fine tune it to be ready for next phaseFebruary 7th, 2012

Documents

Leadership & Management Style (Mohamed Ahmed's Conflicted Copy 2012-02-01)