Great LeadersLive with integrity, lead by exampledevelop a winning strategy or “big idea”build a great management teaminspire employees to greatnesscreate a flexible, responsive organizationuse reinforcing management systems

Great Leaderspassionate about what they dolove to talk about ithigh energyclarity of thinkingcommunicate to diverse audiencework through people (empowering)

LEADERSHIPThe Trust Factor in LeadershipThe Trust Factor in Leadership

Question: How does a trust-oriented leader differ from a Machiavellian-oriented leader?

Question: Which is more Which is more important, our actions or our important, our actions or our words?words?

Question: How concerned should we be about others?

Recommendation:Recommendation: Being trustworthy Being trustworthy is good!!!is good!!!

LEADERSHIPThe Trust Factor in LeadershipThe Trust Factor in Leadership

Question:Question: What is the role of What is the role of competence for a leader?competence for a leader?

Question:Question: What is the role of open What is the role of open communication for a leader?communication for a leader?

Question:Question: How does formalization How does formalization in an organization undermine trust?in an organization undermine trust?

Recommendation:Recommendation: Learning Learning to trust others is also good!!!to trust others is also good!!!

Management keeps an organization running

Leadership involves getting things started

Leadership involves facilitating change

Future Leaders….Future Leaders….–Develop/communicate what company is trying to Develop/communicate what company is trying to accomplishaccomplish–Create environment where employees can figure Create environment where employees can figure out what needs to be done out what needs to be done ANDAND then do it well. then do it well.

95% of American 95% of American managers say the managers say the right thing.right thing.

5% of American 5% of American managers managers dodo the the right thing.right thing.

When companies When companies derive their derive their advantage from advantage from intellectual intellectual capital, old capital, old management management styles (carrots and styles (carrots and sticks) are not sticks) are not sufficient.sufficient.

CORE VALUESCORE VALUES

FairnessCommitment

FreedomWater Line

Leaders vs. ManagersLeaders vs. ManagersLEADERS: innovateinnovate focus on people focus on people

inspire trustinspire trust have a long-range have a long-range

viewview ask what and whyask what and why have eyes on horizonhave eyes on horizon

originateoriginate challenge status quochallenge status quo do the right thingdo the right thing

MANAGERS:MANAGERS: administrateadministrate focus on systems focus on systems

and structuresand structures rely on controlrely on control have a short-range have a short-range

viewview ask how and whenask how and when have eyes on have eyes on

bottom linebottom line initiateinitiate accept status quoaccept status quo do things rightdo things right

LEADERSHIPLEADERSHIP- Marks of a Great Leader- Marks of a Great Leader

QUESTION:QUESTION: WHY ARE THE WHY ARE THE FOLLOWING TRAITS CONSIDERED FOLLOWING TRAITS CONSIDERED

CHARACTERISTICS OF GREAT CHARACTERISTICS OF GREAT LEADERS?LEADERS?

servicing and sacrificinginitiating and risk taking

needing no creditempowering others

clarifying values

There Are Only Five Ways to LeadThere Are Only Five Ways to Lead(Article by Farkas and De Becker)(Article by Farkas and De Becker)

Strategic ApproachStrategic ApproachHuman Assets ApproachHuman Assets Approach

Expertise ApproachExpertise ApproachBox ApproachBox Approach

Change ApproachChange Approach

LEADERSHIPLEADERSHIP Resistance to EmpowermentResistance to Empowerment(Article by Williams)(Article by Williams)

QUESTION:QUESTION: Why do managers resist change?QUESTION:QUESTION: Why do managers resist

suggestions?QUESTION:QUESTION: Why are managers afraid to

empower their subordinates?Recommendation: Don’t 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

LEADERSHIPLEADERSHIP - - Empowerment EmpowermentEmpowerment Strategies

AvoidAvoid competition for power, status, recognition competition for power, status, recognition DelegateDelegate CreateCreate and and communicatecommunicate a vision a vision InsistInsist that others diligently work to achieve that others diligently work to achieve

meaningful goalsmeaningful goals HelpHelp others believe in their own worth and others believe in their own worth and

potentialpotential CreateCreate a culture in which fear and intimidation a culture in which fear and intimidation

are replaced by trustare replaced by trust DemonstrateDemonstrate a willingness to be supportive of a willingness to be supportive of

othersothers

EMPOWERMENTPlaces responsibility for Places responsibility for

spotting/solving problems on spotting/solving problems on employees.employees.

Requires leaders to ask for Requires leaders to ask for suggestions suggestions ANDAND lets employees lets employees make decisions.make decisions.

Is easiest to implement in smaller, Is easiest to implement in smaller, less bureaucratic organizations.less bureaucratic organizations.

LEADERSHIPDevelop Ownership

There are always at least two owners There are always at least two owners of responsibility.of responsibility.

Empowerers ask questions, organize Empowerers ask questions, organize data to confront people with reality, data to confront people with reality, bring customers and performers bring customers and performers together.together.

Empowerers insist on tough standards.Empowerers insist on tough standards.Empowerers support and coach.Empowerers support and coach.Conversations are the grist for the Conversations are the grist for the

leader’s mill.leader’s mill.

LEADERSHIPDevelop Ownership continued…continued…You can lead a horse to water, but you You can lead a horse to water, but you

can’t make him drink.can’t make him drink.If you want the horse to drink, make If you want the horse to drink, make

sure the horse is thirsty.sure the horse is thirsty.Head buffalo lock the barn door after Head buffalo lock the barn door after

the horse is stolen.the horse is stolen.Lead geese make certain nothing is Lead geese make certain nothing is

ever stolen.ever stolen.

LEADERSHIPLEADERSHIP - - Empowerment Empowerment Continued….

Recommendation: Learn to encourage and make full use

of your talents and the talents of others.

LEADERSHIP -LEADERSHIP - The Magic of Vision The Magic of VisionVision 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

LEADERSHIPLEADERSHIP - - How Vision Works How Vision WorksThe right vision attracts commitment

and energizes people.The right vision creates meaning in

workers’ lives.The right vision establishes a standard of

excellence.The right vision bridges the present and

the future.

LEADERSHIPLEADERSHIP How You Know You Need a VisionHow You Know You Need a Vision

Is there evidence of confusion about Is there evidence of confusion about purpose?purpose?

Do employees complain about Do employees complain about insufficient challenge?insufficient challenge?

Do employees say they are not having Do employees say they are not having fun any more?fun any more?

Is the organization losing market share Is the organization losing market share or reputation for innovation?or reputation for innovation?

Are there signs of declines of pride in Are there signs of declines of pride in your organization?your organization?

Is there excessive risk avoidance?Is there excessive risk avoidance?Is there an absence of sharing?Is there an absence of sharing?Is there a strong rumor mill?Is there a strong rumor mill?

LEADERSHIPCustomer FocusCustomer Focus

What do customers really buy?Leaders focus on customers - and so does

everyone else.Leaders focus on partnering, not selling.Leaders begin with the customer’s needs

and wants.Solving problems spurs partnerships.

LEADERSHIPGreat PerformanceGreat Performance

Is this the best you can do?Remember, its leadership, not status

quo-ship.Thinking incrementally moves you

forward from today.Thinking strategically leads backward

from the future.How many bugs is one too many?Begin with the end in mind.

LEADERSHIP Create Value-Added StrategiesCreate Value-Added Strategies

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 - They’re Leaders, Too(Horowitz)

There is no one leader personalitythey do inspire others to take risksthey do inspire others to do more than they

thought possiblethey set steep goalsthey instill in others that both failure and

success are allowed

Look for the personal touchScreen your questionersScan some Web sitesHang out and schmoozeProbe past responses to personal

emergencies

LEADERSHIP:LEADERSHIP:Remove Remove ObstaclesObstacles

Systems send powerful messages.Performance

management systems

Reward systemsInformation

systems

Structures send powerful messages.Decentralize

decision making to the point of customer contact

Cross-functional teams

Simplified processes and procedures

Focus on one customer, one product, one product/market combination

SEVEN SECRETS TO BUILDING: EMPLOYEE LOYALTY

Set high expectationsCommunicate constantlyEmpower, Empower, EmpowerInvest in their financial securityRecognize people as often as

possibleCounsel people on their careerEducate them

LEADERSHIPLEADERSHIP- Marks of a Great Leader- Marks of a Great Leader

Recommendation:

You may never become a You may never become a

leader like the President of leader like the President of

the United States or the CEO the United States or the CEO

of a Fortune 500 firm, but of a Fortune 500 firm, but

these are all good qualities these are all good qualities

to have and to practice.to have and to practice.

A leader is only as effective as the teamOutperform peersMake excellence a habitBe willing to try new approachesFocus on what you need to do

Chapter #10 - Understanding Employee Motivation and Leadership

Theories of Theories of employee employee motivationmotivationTheory X, YTheory X, YTwo-factor TheoryTwo-factor TheoryEquityEquityMaslowMaslowExpectancy TheoryExpectancy TheoryGoal Setting Goal Setting

TheoryTheory

Reinforcement

Participative management / Empowerment

Job enrichment / Job design

Leadership