LEADERSHIP & MANAGEMENT

Al Holmes
SEQUUS

AGENDA

INTRO BOTTOM-UP VIEW OF LEADERSHIP LEADERSHIP OR MANAGEMENT LIFE CYCLE ISSUES OTHER VIEWS ON LEADERSHIP SOME PERSONAL PLANNING

A quote

In the physical world we use levers to multiply our physical strength. In the social world managers fulfill the same function with respect to organizational effort. Like a well placed lever, managers enable greater social achievement. Those managers attempting to control every thought and action, minimize their power to leverage. A good lever doesn't exert effort, it channels effort to a single point of action. To attempt the control of effort is ultimately to restrict it. Dictating a solution stifles creativity. It asserts the manager, and the manager alone has the right, or knows how, to think.

In the well intentioned effort to get it right, novice managers assume everyone else will get it wrong.
Ironically, it is usually our proven ability to get things done that raises us to management. To place that behind us, and give up control of the solution, is contrary to our nature.

Your Best Boss Ever

three things you remember

Your Worst Boss ever

3 things you remember

The Credibility Factor

Honest 87% Forward looking 71% Inspiring 68% Competent 58% Fair-Minded 49% Supportive 46% Broad-Minded 41% Smart 38%

YOUR CREDIBILITY PLAN YOUR PERSONAL VISION MAKE IT INSPIRING BUILD YOUR COMPETENCE TELL THE TRUTH

Some History

Henry Mintzberg, managing on the left, leading on the right Tom Peters: Leadership=good; management= bad Kouzes & Posner: The Leadership Challenge John Kotter: leadership & management

Leading & Managing

LEADING Challenge the System Inspire shared Vision Align Constituencies Enable Others Encourage the Heart MANAGING Preserve the System Plan & Budget Organize and Staff Direct & Supervise Control and problem-solve

Leading & Managing

LEADING 1.Challenge the System 2.Inspire shared Vision 3.Align Constituencies 4.Enable Others 5.Encourage the Heart
outcome: change, risk & uncertainty but also commitment from others involved

MANAGING 1.Preserve the System 2.Plan, Budget, Schedule 3.Organize and Staff 4.Direct & Supervise 5.Control and problemsolve
outcome: order, predictability and certainty but also compliance from others involved

Leading & Managing

LEADING 1.Challenge the System
openly challenge the status quo experiment & risk-take multiple options

MANAGING 1.Preserve the System

openly defend the status quo minimize risk fact-based

outcome: change

outcome: order

Leading & Managing

LEADING 2.Inspire shared Vision
values & beliefs long term direction show excitment

MANAGING 2.Plan, Budget, Schedule

logical & rational short-term priorities specific, measurable

outcome:enthusiasm and nervousness

outcome: clarity and understanding

Leading & Managing

LEADING 3.Align Constituencies
collect input involve outsiders informal structure encourage goals

MANAGING 3.Organize and Staff

roles clear specialized job formal structure set goals

outcome: involvement and commitment

outcome: clarity & compliance

Leading & Managing

LEADING 4.Enable Others
provide skills, tools resources empower role model

MANAGING 4.Direct & Supervise

clear direction clear standards and procedures close supervision

outcome: freedom, choice

outcome: constraint, focus

Leading & Managing

LEADING 5.Encourage the Heart
trust others to act celebrate achievements encourage experiments

MANAGING 5.Control and problemsolve

monitor closely regular feedback preventative control

outcome: new energy, multiple initiatives, learning

outcome: constrained energy, stay the course, build on success

Leading & Managing

LEADING 1.Challenge the System 2.Inspire shared Vision 3.Align Constituencies 4.Enable Others 5.Encourage the Heart
outcome: change, risk & uncertainty but also commitment from others involved

MANAGING 1.Preserve the System 2.Plan, Budget, Schedule 3.Organize and Staff 4.Direct & Supervise 5.Control and problemsolve
outcome: order, predictability and certainty but also compliance from others involved

WHERE ARE WE?

STRONG

LEADERSHIP

WEAK

LEADERSHIP

STRONG MANAGEMENT WEAK LEADERSHIP

over-control
WEAK STRONG

MANAGEMENT

MANAGEMENT

WHERE ARE WE?

WEAK MANAGEMENT LEADERSHIP STRONG LEADERSHIP out of control
STRONG WEAK

LEADERSHIP

WEAK

STRONG

MANAGEMENT

MANAGEMENT

WHERE ARE WE?

STRONG

LEADERSHIP

STRONG MANAGEMENT STRONG LEADERSHIP

WEAK

LEADERSHIP

WEAK

STRONG

MANAGEMENT

MANAGEMENT

WHERE ARE WE?

STRONG

LEADERSHIP

WEAK

LEADERSHIP

WEAK MANAGEMENT WEAK LEADERSHIP

WEAK STRONG

MANAGEMENT

MANAGEMENT

WHERE ARE WE? WHERE SHOULD WE BE?

STRONG

LEADERSHIP

WEAK

LEADERSHIP

WEAK

STRONG

MANAGEMENT

MANAGEMENT

WHERE AM I? WHERE SHOULD I BE?

STRONG

LEADERSHIP

WEAK

LEADERSHIP

WEAK

STRONG

MANAGEMENT

MANAGEMENT

leader-manager profile
based on John Kotters model of leading and managing identify 3 areas for change develop an action plan thank those who provided feedback, share your plans, set date to review follow up in 3 months to see if they noticed any change
Research on 8000 managers: those who make the biggest gains are those who follow up. Marshal Goldsmith

LEADING CHANGE John Kotter

1. establish sense of urgency 2. create the guiding coalition 3. develop the vision & strategy 4. communicate the vision

5. empower broad based action 6. generate short term wins 7. consolidate gains .. produce more change 8. anchor changes in structure

Summary & Wrap-Up

What has been learned? How might we apply training Feedback on training session Recommendations for Next Time Etc.