© Dean Kashiwagi

Leadership

P PP Performance erformance BBased ased SStudies tudies RResearch esearch GGrouproup

www.pbsrg.com

PBSRGGLOBAL

Kenneth SullivanWilliam BadgerMarie SullivanJacob KashiwagiJohn MichaelDean KashiwagiAvi Wiezel

© Dean Kashiwagi

LAWSThe Number of Laws of Physics

= =

100%

Laws

100%

Laws

100%

Laws

Laws are not created…they are discovered

Past Present Future

© Dean Kashiwagi

Initial conditions

Final conditions

An Event

Time

Laws Laws

© Dean Kashiwagi

Perceive

Process

Apply

Change

Cycle of Learning

100%Information

© Dean Kashiwagi

Perceive

Process

Apply

Change

Learning SpeedsAll Individuals Learn At Different Speeds

100%Information

© Dean Kashiwagi

“Types” of Individuals

Perceive

Pro

cess

Apply

Ch

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© Dean Kashiwagi

Perc

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Simplicity: Who perceives more information?

C

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© Dean Kashiwagi

RSRS

LSLS

Time

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AA

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How to Create a KSM Left Side (LS) (Type A) vs. Right Side (RS) (Type C)

+ =

RSRS

LSLS

© Dean KashiwagiTime

Info

rmati

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Where is Control?Where is Control?

No

In

form

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Info

rmat

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LS RS

No

Co

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Co

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© Dean KashiwagiTime

Info

rmati

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Where is Management?Where is Management?

No

In

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Info

rmat

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No

Co

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LS RS RS

Lea

de

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ip

Man

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t

© Dean KashiwagiTime

Info

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Decision Making?Decision Making?

No

In

form

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Info

rmat

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No

Co

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Co

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LS RS

Lea

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Man

ag

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t

RS

No

De

cisi

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Mak

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RS

Dec

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akin

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© Dean Kashiwagi

Plot the Following Characteristics

• Leadership• Alignment• Efficiency• Change the behavior of others• Believe in chance• Emotion/Passion• Becomes the expert in the organization• Technical• Continuous Improvement• Freedom • Believes in range/diversity• Proactive

LS

LS

LS

RS

RS

RS

RS

RS

LS

LS

LS

LS

LS

RS

© Dean Kashiwagi

Plot the Following Characteristics

LS

RS

• Logical

• Overview/Process

• Details

• Understands “why”

• Understands “what”

• Measures

• Accountable

• Reactive

• Telescope “in and out”

• “What if”

• Genius

• Maximize information flow

• Loves meetings

LS

LS

RS

LS

RS

LS

LS

RS

LS

RS

LS

RS

RS

© Dean Kashiwagi

Plot the Following Characteristics

LS

RS

• Does not believe in being controlled

• Captain of their own ship

• Can change others

• “Mirror” so others can see themselves

• “Source of Light” or wisdom to influence all

• Can influence anyone

• Believe in randomness

• No control over their destiny

• Feels controlled

• More activity

• Incentives

• Looks inside to improve environment

• Has a more conducive environment to change

LS

LS

RS

LS

RS

RS

RS

RS

RS

RS

RS

LS

LS

© Dean Kashiwagi

Leader At All LevelsPerc

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© Dean Kashiwagi

“Leaders must be close enough to relate to others, but far enough ahead to motivate them.”

John Maxwell

© Dean Kashiwagi

Leader At All LevelsPerc

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© Dean Kashiwagi

Leader At All Levels

• Leadership has no unique traits

• There is leadership in every environment

• No two leaders are the same

• Every leader is defined by the time, the environment, the people they lead, and their own characteristics

• Type A’s are leaders who are more visionary and have Type A characteristics

• The majority of people are Cs so the majority of leaders will have Type C characteristics

• The only universal definition of a leader is “anyone who people are following” (next)

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© Dean Kashiwagi

Characteristics of Leaders

• Every leader has every characteristic

• Every leader has a relative degree of every characteristic

• No two leaders are the same

• There is a leader in every group

• The leader is his environment

• The masses pick their leader

• The leader picks the masses (next)

© Dean Kashiwagi

Traditional Function of a Leader

Wor

ker

Cap

abili

ty

Leadership

© Dean Kashiwagi

New Leadership Model

• Leaders have no influence over the capability of others

• Leaders increase productivity of the group through changing alignment/function of resources

Wor

ker

Cap

abili

ty

Leadership

Pro

duct

ivity

of

Gro

up

Leadership

© Dean Kashiwagi

Does a Leader Have Influence?Does a Leader Have Influence?

Leader Follower

© Dean Kashiwagi

Individual Controls his Environment

Leader Follower

Friends

Stranger

© Dean Kashiwagi

Accountability, agency, self control, location of the abused

OppressorSlaves

Slaves

Partners in crime

© Dean Kashiwagi

Does a Teacher Influence the Students? What evidence do we have?

TeacherStudents

© Dean Kashiwagi

Who passes more information, Type A or Type C Teacher?

TeacherStudents

© Dean Kashiwagi

Does a Leader Have Does a Leader Have Influence?Influence?

Influence

• Chance

• Being controlled or able to control others

• Blame others when things go sour

No Influence

• Accountable for their own actions

• When something goes wrong, they look inside first

• Control their own destiny

• Cannot control others

Leader Follower

Leader Follower

Friends

Stranger

Influence

No influence

© Dean Kashiwagi

How do different people match up?

Leader Person 1

Friends

StrangerLeader Person 2

Friends

Stranger

© Dean Kashiwagi

“Types” of Individuals

Perceive

Pro

cess

Apply

Ch

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ge

100%100%InformationInformation

Perc

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A

C

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A

© Dean Kashiwagi

Measurement (relationship with information)

Individual

• Resources

• Education

• Family

• Birth order

• Friends

• Hobbies

• Size

• Race

• Religion

• Government

• Historical time

• Job

• Perception

Contractor

• Number of projects

• OT rate

• OB rate

• Customer satisfaction

• Change order rate

• Change order amount

• Size of projects

• Private/public sector

• Number of years in operation

• Performance of subvendors

• Performance of site superintendent

• Performance of project manager

• Ability to minimize risk

© Dean Kashiwagi

Who is on my molecule?

• What is on my molecule

• When is on my molecule

• Why is on my molecule

• Where is on my molecule

• How much is on my molecule

• The molecule identifies the individual

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© Dean Kashiwagi

Charles B. Ehrlich, 53, Ehrlich, has a criminal record in Florida. Fined $60,000 last year by the SEC, and ordered to pay back a half-million dollars.

Clarence J. Stewart, 53, Pleaded guilty to a drug-related charge in the late ’80s.

Walter Alexander, 46, A golfing buddy of Simpson.

Michael F. McClinton, 49, Police seized two handguns and an assault rifle from his home. plead guilty in 1999 to possession of a controlled substance.

Alfred Beardsley, 46, Arrested this week for violating parole for stalking by leaving CA.

Charles H. Cashmore, 40, Received probation in the late 1990s after he was charged with felony theft in Utah.

“The Juice”

Thomas Riccio, 44, Four time convicted felon, Eight years in prison.

There’s got to be trend here,

If I can just find it………………………

© Dean Kashiwagi

Different Perspectives

• Who identifies who is on their molecule so they can react to the parties?

• Who looks at their molecule to identify where they can improve?

• The movement from C to A requires someone to look at who they are instead of who they interact with

• The secret to leadership is example and not influence

• It is accepting reality for what it is and aligning the resources

Perc

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© Dean Kashiwagi

Director

Contractor 1

Contractor 2

Contractor 3

Contractor 4

Contractor 5

Contractor 6

Contractor 7

Contractor 8

Contractor 9

Contractor 10

Contractor 11

Contractor 12

Contractor 13

Contractor 14

Contractor 15

Contractor 16

Risk Management by Contractor

Procurement Officer 1 Procurement Officer 2

PM 1 PM 2 PM 3 PM 4M

C

P

D

© Dean Kashiwagi

Division Overview

DIVISION OVERVIEW 2/3/2006

Total Awarded Budget $100,000,000

Current Cost $120,000,000

Over Budget $ 20,000,000

PROJECT OVERVIEW  

Total Number of Projects 100

% Projects On Time 90%

# of Jobs Delayed 10

% Projects On Budget 90%

# of Jobs Over Awarded Budget 10

AVERAGE PROJECT  

Project Budget $ 1,000,000.00

# of Days Delayed 20

Number of overdue risks 2.1

Owner Rating 9.8

Risk Number 1.56

D

© Dean Kashiwagi

ContractorsC

© Dean Kashiwagi

PM/PI Performance LineOVERVIEW PM 1 PM 2 PM 3

Total Awarded Budget $50,000,000 $10,000,000 $45,000,000

Current Cost $51,250,000 $10,000,000 $45,800,000

Over Budget $1,250,000 $0 $800,000

OVERVIEW OF PROJECTS      

Total Number of Projects 15 3 6

% Projects On Time 87% 100% 83%

# of Jobs Delayed 2 0 1

% Projects On Budget 93% 67% 100%

# of Jobs Over Awarded Budget 1 1 0

AVERAGE PROJECT      

Project Budget $3,333,333 $3,333,333 $7,500,000

% Over Awarded Budget 2.5% 0.0% 1.8%

# of Days Delayed 15 0 11

Number of overdue risks 0.51 1.20 0.92

Owner Rating 9.81 9.71 10.00

Risk Number 1.80 1.40 1.03

M

© Dean Kashiwagi

Law of Harmony

One should be in harmony with, and not in opposition to, the strength and force of the opposition. This means that one should do nothing that is not natural….. the important thing is not to strain in any way.

Bruce Lee

© Dean Kashiwagi

Leadership Change

• Instead of management, use natural alignment

• Position strengths in the optimal location

• Nature does not have a manager

• The environment optimizes itself

© Dean Kashiwagi

Inefficient Leadership Model: Influence

• Focus on changing people

• Followers are the constraint

• Requires lots of resources

• Relieves management from accountability

© Dean Kashiwagi

No-Influence Leadership Model

• Alignment

• Requires Understanding

• Leader is the constraint

• Focus is on changing the system

• Efficient

© Dean Kashiwagi

No Influence Story

© Dean Kashiwagi

Modified Modified No Influence Story

© Dean Kashiwagi

Current Leadership Development

Ability to Influence

MotivationManagement

Training Psychology

Charisma

Skill Sets

Servant ListeningMentoring

Development Programs EvaluationsHuman Behavior

Social Factors IncentivesStandards

Conflict Resolution

Physiology

© Dean Kashiwagi

Research Results

• No-influence principles had more documented empirical data

• Almost all successful programs followed concepts of no-influence

• Even though many prominent leaders claimed a belief in influencing others, their techniques were based off of no-influence principles.

© Dean Kashiwagi

What would a Leader Do?

• Maximize Training

• Praise Workers for their contribution to the work

• Promise rewards for good work

• Delegate as much work as possible

• Keep track of everyone’s progress

• Motivate through powerful emotional speeches

• Create a rigid structure for his employees to follow

• Create lots of instruction pamphlets and guides

• Look for only Type “A” personnel to hire

• Collect lots of performance data of employees

• Hire managers to make sure employees stay on task

RS

LS

RS

LS

RS

RS

RS

RS

RS

RS

RS

LS

RS

© Dean Kashiwagi

Leadership Conclusions

• Leadership is alignment and not influence• Leadership can be put into a process/structure• Leadership minimizes management activity (direction, control,

inspection)• Leadership based process/structure is efficient and effective• Leadership based process/structure solves the larger problem of having

a lack of leaders instead of focusing on creating leaders• This is a huge change in philosophy, structure, and operations