Leaders

leaders.ppt (bus1301)
Great Leaders
Live with integrity, lead by example
develop a winning strategy or “big idea”
build a great management team
inspire employees to greatness
create a flexible, responsive organization
use reinforcing management systems

Great Leaders
passionate about what they do
love to talk about it
high energy
clarity of thinking
communicate to diverse audience
work through people (empowering)

LEADERSHIP
The 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 important, ourWhich is more important, our
actions or our words?actions or our words?
Question: How concerned should we be
about others?
Recommendation:Recommendation: BeingBeing
trustworthy is good!!!trustworthy is good!!!

LEADERSHIP
The Trust Factor in LeadershipThe Trust Factor in Leadership
Question:Question: What is the role of competenceWhat is the role of competence
for a leader?for a leader?
Question:Question: What is the role of openWhat is the role of open
communication for a leader?communication for a leader?
Question:Question: How does formalization in anHow does formalization in an
organization undermine trust?organization undermine trust?
Recommendation:Recommendation: Learning toLearning to
trust others is also good!!!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 toDevelop/communicate what company is trying to
accomplishaccomplish
–Create environment where employees can figureCreate environment where employees can figure
out what needs to be doneout what needs to be done ANDAND then do it well.then do it well.
95% of American95% of American
managers say themanagers say the
right thing.right thing.
5% of American5% of American
managersmanagers dodo thethe
right thing.right thing.
When companiesWhen companies
derive theirderive their
advantage fromadvantage from
intellectualintellectual
capital, oldcapital, old
managementmanagement
styles (carrots andstyles (carrots and
sticks) are notsticks) are not
sufficient.sufficient.

CORE VALUESCORE VALUES
Fairness
Commitment
Freedom
Water Line

Leaders vs. ManagersLeaders vs. Managers
LEADERS:
innovateinnovate
focus on peoplefocus on people
inspire trustinspire trust
have a long-range viewhave a long-range view
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 systemsfocus on systems
and structuresand structures
rely on controlrely on control
have a short-rangehave a short-range
viewview
ask how and whenask how and when
have eyes on bottomhave eyes on bottom
lineline
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 FOLLOWINGWHY ARE THE FOLLOWING
TRAITS CONSIDERED CHARACTERISTICSTRAITS CONSIDERED CHARACTERISTICS
OF GREAT LEADERS?OF GREAT LEADERS?
servicing and sacrificing
initiating and risk taking
needing no credit
empowering 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 Approach
Human Assets ApproachHuman Assets Approach
Expertise ApproachExpertise Approach
Box 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 -- EmpowermentEmpowerment
Empowerment Strategies
AvoidAvoid competition for power, status, recognitioncompetition for power, status, recognition
DelegateDelegate
CreateCreate andand communicatecommunicate a visiona vision
InsistInsist that others diligently work to achievethat others diligently work to achieve
meaningful goalsmeaningful goals
HelpHelp others believe in their own worth andothers believe in their own worth and
potentialpotential
CreateCreate a culture in which fear and intimidationa culture in which fear and intimidation
are replaced by trustare replaced by trust
DemonstrateDemonstrate a willingness to be supportive ofa willingness to be supportive of
othersothers

EMPOWERMENT
Places responsibility forPlaces responsibility for
spotting/solving problems onspotting/solving problems on
employees.employees.
Requires leaders to ask forRequires leaders to ask for
suggestionssuggestions ANDAND lets employeeslets employees
make decisions.make decisions.
Is easiest to implement in smaller,Is easiest to implement in smaller,
less bureaucratic organizations.less bureaucratic organizations.

LEADERSHIP
Develop Ownership
There are always at least two owners ofThere are always at least two owners of
responsibility.responsibility.
Empowerers ask questions, organize dataEmpowerers ask questions, organize data
to confront people with reality, bringto confront people with reality, bring
customers and performers together.customers and performers together.
Empowerers insist on tough standards.Empowerers insist on tough standards.
Empowerers support and coach.Empowerers support and coach.
Conversations are the grist for theConversations are the grist for the
leader’s mill.leader’s mill.

LEADERSHIP
Develop Ownership
continued…continued…
You can lead a horse to water, but youYou 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 sureIf you want the horse to drink, make sure
the horse is thirsty.the horse is thirsty.
Head buffalo lock the barn door after theHead buffalo lock the barn door after the
horse is stolen.horse is stolen.
Lead geese make certain nothing is everLead geese make certain nothing is ever
stolen.stolen.

LEADERSHIPLEADERSHIP -- EmpowermentEmpowerment
Continued….
Recommendation: Learn to
encourage and make full use of
your talents and the talents of
others.

LEADERSHIP -LEADERSHIP - The Magic of VisionThe Magic of Vision
Vision 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 WorksHow Vision Works
The 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 purpose?Is there evidence of confusion about purpose?
Do employees complain about insufficientDo employees complain about insufficient
challenge?challenge?
Do employees say they are not having fun anyDo employees say they are not having fun any
more?more?
Is the organization losing market share orIs the organization losing market share or
reputation for innovation?reputation for innovation?
Are there signs of declines of pride in yourAre there signs of declines of pride in your
organization?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?

LEADERSHIP
Customer 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.

LEADERSHIP
Great 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 personality
– they do inspire others to take risks
– they do inspire others to do more than they
thought possible
– they set steep goals
– they instill in others that both failure and
success are allowed

Look for the personal touch
Screen your questioners
Scan some Web sites
Hang out and schmooze
Probe past responses to personal
emergencies

LEADERSHIP:LEADERSHIP:
RemoveRemove
ObstaclesObstacles
Systems send
powerful
messages.
Performance
management
systems
Reward systems
Information
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 expectations
Communicate constantly
Empower, Empower, Empower
Invest in their financial security
Recognize people as often as possible
Counsel people on their career
Educate them

LEADERSHIPLEADERSHIP- Marks of a Great Leader- Marks of a Great Leader
Recommendation:
You may never become a leaderYou may never become a leader
like the President of the Unitedlike the President of the United
States or the CEO of a FortuneStates or the CEO of a Fortune
500 firm, but these are all good500 firm, but these are all good
qualities to have and to practice.qualities to have and to practice.

A leader is only as effective as the team
Outperform peers
Make excellence a habit
Be willing to try new approaches
Focus on what you need to do

Chapter #10 - Understanding
Employee Motivation and
Leadership
Theories ofTheories of
employee motivationemployee motivation
– Theory X, YTheory X, Y
– Two-factor TheoryTwo-factor Theory
– EquityEquity
– MaslowMaslow
– Expectancy TheoryExpectancy Theory
– Goal Setting TheoryGoal Setting Theory
Reinforcement
Participative
management /
Empowerment
Job enrichment /
Job design
Leadership

Leaders

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Leaders