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Leadership

What is leadership?

Leading people
Influencing people

Commanding people

Guiding people
Types of Leaders
Leader by the position achieved
Leader by personality, charisma
Leader by moral example
Leader by power held
Intellectual leader
Leader because of ability to
accomplish things
Managers vs. Leaders
Managers Leaders
Focus on things Focus on people
Do things right Do the right things
Plan Inspire
Organize Influence
Direct Motivate
Control Build
Follows the Shape entities
rules
Common Activities

Planning
Organizing
Directing
Controlling
Planning
Leader
Manager
Devises strategy
Planning
Sets direction
Budgeting
Creates vision
Sets targets
Establishes
detailed steps
Allocates
resources
Organizing
Manager Leader
Creates Gets people on
structure board for strategy
Job descriptions Communication
Staffing Networks
Hierarchy
Delegates
Training
Directing Work
Manager Leader
Solves problems Empowers
people
Negotiates
Cheerleader
Brings to
consensus
Controlling
Manager Leader
Implements Motivate
control systems Inspire
Performance Gives sense of
measures accomplishment
Identifies
variances
Fixes variances
Leadership Traits
Intelligence Personality
More intelligent Verbal facility
than non-leaders Honesty
Scholarship Initiative
Knowledge Aggressive
Being able to Self-confident
get things done Ambitious
Physical Originality
Doesnt see to Sociability
be correlated
Adaptability
Leadership Styles
Delegating Selling
Low relationship/ High task/high
low task relationship
Responsibility Explain decisions
Willing employees Willing but unable
Participating Telling
High relationship/ High Task/Low
low task relationship
Facilitate decisions Provide instruction
Able but unwilling Closely supervise
New Leaders Take Note
General Advice Challenges
Take advantage Need knowledge
of the transition quickly
period Establish new
Get advice and relationships
counsel Expectations
Show empathy Personal
to predecessor equilibrium
Learn leadership
New Leader Traps

Not learning Captured by


quickly wrong people
Isolation Successor
Know-it-all syndrome
Keeping existing
team
Taking on too
much
Seven Basic Principles

Have two to three years to make


measurable financial and cultural
progress
Come in knowing current strategy,
goals, and challenges. Form
hypothesis on operating priorities
Balance intense focus on priorities
with flexibility on implementation.
Seven Basic Principles, cont

Decide about new organization


architecture
Build personal credibility and
momentum
Earn right to transform entity
Remember there is no one way to
manage a transition
Core Tasks

Create Momentum
Master
technologies of
learning, visioning,
and coalition
building
Manage oneself
Create Momentum
Learn and know Foundation for
about company change
Securing early Vision of how
wins the organization
will look
First set short
term goals Build political
base to support
When achieved
change
make a big deal
Modify culture
Should fit long
to fit vision
term strategy
Create Momentum
Build credibility
Demanding but
can be satisfied
Accessible but
not too familiar
Focused but
flexible
Active
Can make tough
calls but humane
Master Technologies

Learn from internal and external


sources
Visioning - develop strategy
Push vs. pull tools
What values does the strategy embrace?
What behaviors are needed?
Communicate the vision
Simple text - Best channels
Clear meaning - Do it yourself!
Enabling Technologies, cont
Coalition building
Dont ignore politics
Technical change not
enough
Political
management isnt
same as being
political
Prevent blocking
coalitions
Build political capital
Manage Oneself

Be self-aware Types of help


Define your Technical
leadership style Political
Get advice and Personal
counsel Advisor traits
Advice is from Competent
expert to leader Trustworthy
Counsel is Enhance your
insight status
How Far Can You Go?