Creating Effective Leadership & Organizational ... · 1. Divide Unshaded portion of ‘A’ into...

Creating Effective Leadership & Organizational Sustainability Now

Richard Gerstberger PE

President

TAP Resource

Development Group

CA/NV Section AWWA2014 Annual Fall Conference

Reno, NVOctober 23, 2014

Supervisory Leadership Certificate ProgramLeadership & Sustainability

Who thinks A lesser than B ?

Who thinks A greater than B ?

Who thinks A equal to B ?

A B

Which Line is Longer?


A greater than BAB


Mental Models & Communication(An actual radio conversation)


Leadership Skills Reading Test

OPPORTUNITYISNOWHERE

What does this say?

OPPORTUNITY IS NOW HERE


1. Divide Unshaded portion of ‘A’ into TWOequal & identical parts.

2. Divide Unshaded portion of ‘B’ into THREEequal & identical parts.

3. Divide Unshaded portion of ‘C’ into FOURequal & identical parts.

4. Divide ‘D’ into SEVEN equal & identical parts.

Clues : The solution is not in the form of triangles. The solution lies in the problem itself.

Clue: The solution is not in the form of triangles.

This was done in world record time of 7 seconds!


Your Past Experiences May Become a Barrier

Understand the Thoughts/Mental Models


Water and wastewater treatment plant and system operator jobs are expected to grow by 14 percent between 2006 and 2016

Expected range of retirees in the next 5-10 years ranges from 25%-35%.

More than 1 million retirees in the next two decades.

Lack of qualified applicants.

A CRISIS IN THE INDUSTRY


Culture

Process

Strategic Focus

Leader-ship

© TAP Resource Development Group Inc.


* Treacy & Wiersema+ William Schneider

Operational Excellence*

Enrichment+

Customer Intimacy*

Total solution.Synergistic customer relationship

High customization. Incremental, step-by-step relationship with customer,

High demand for co-involvement

Growth of customerFuller realization of potential

Raise the human spiritFurther realization of ideals, values, higher order Focus

Superiority,Best Product/Service

ExcellenceCreate market niche

Constant innovation to stay aheadOne-of-a-Kind

Certainty. Consistent, reliable, dependable service at appropriate

quality. Low unit cost.Market share dominance

High distribution-intensive.Life-and-death situations

Product Leadership*

Strategic Focus


Customer Intimacy Operational Excellence

Product Leadership*Enrichment

Strategic Focus


Strategic Focus

© Corporate Development Group, Inc.

Enrichment Product Leadership

Customer Intimacy

Unique Customer

Goal Attainment

Operational Excellence

Organizational Goal

Attainment

Conceptual Goal

Attainment

Value Centered

Goal Attainment


A formal description of what the organization should look like in the future and how it will feel to provide value to its customers.

Vision


A formal statement describing the future direction of the organization that is consistent with its vision.

Mission


MissionGoalsWhat should we be doing?What should be the results?

MeasurementTo what standard should we perform our mission?

ThemeHow should the accomplishment of this mission benefit our key stakeholders?



Process

People

Internal

Focus

Organization Financial

Employees CustomerInvestment in

organization’s

human capital

Create organizational

capabilities

Contribute to

financial health

Add customer value

Key Results Areas (KRAs)

External

Focus


Culture

Process

Strategic Focus

Leader-ship



Dr. William Schneider

Corporate Development Group, Inc.

Leadership

Establishing focus and direction for your organization and mobilizing your people to accomplish that focus and direction.


Leadership Filters

Organization

Role

Situation

Individual

From Management Research Group


©Corporate Development Group, Inc.

Team BuilderFirst among equals

CoachTrust Builder

AuthoritativeConservative/Cautious

Firm/AssertiveDefinitive

CatalystCultivator/HarvesterCommitment Builder

StewardAppeal to higher-level vision

Conceptual visionaryTaskmaster

Assertive, convincing persuaderChallenger of others

Directive

Standard Setter

Participative

Charismatic

Leadership Practice Types

Actuality

Possibility

ImpersonalPersonal


Myers-Briggs Type Indicator (MBTI) Assessment

E/I - Extraversion vs. Introversion

N/S - Intuition vs. Sensation

T/F - Thinking vs. Feeling

J/P - Judging vs. Perceiving

Myers-Briggs Type Indicator


Keirsey Temperament Sorter

E/I - Expressive vs. Reserved

N/S - Observant vs. Introspective

T/F - Tough-minded vs. Friendly

J/P - Scheduling vs. Probing

David Keirsey and Marilyn Bates


Circle One – Expressive or Reserved


Circle One – Observant or Introspective


Circle One – Tough-minded or Friendly


Circle One – Scheduling or Probing


RESULTS

E/I S/N T/F J/P

______ ______ ______ ______I N F J


Adapted from David Keirsey and Marilyn Bates


Keirsey Temperament Sorter

E/I - Expressive vs. Reserved

N/S - Observant vs. Introspective

T/F - Tough-minded vs. Friendly

J/P - Scheduling vs. Probing

David Keirsey and Marilyn Bates


SF ST

NF NT

Sensation

Intuition

ThinkingFeeling



SFTeam Builder

First among equalsCoach

Trust Builder

STAuthoritative

Conservative/CautiousFirm/Assertive

Definitive

NFCatalyst

Cultivator/HarvesterCommitment Builder

StewardAppeal to higher-level vision

NTConceptual visionary

TaskmasterAssertive, convincing persuader

Challenger of others

Directive

Standard Setter

Participative

Charismatic

Leadership Practice Types

Actuality

Possibility

ImpersonalPersonal


Adapted from David Keirsey and Marilyn Bates

Directive Participative Charismatic Standard Setter


DirectiveParticipative

Charismatic Standard Setter

Balance

Self Directed Teams

Cross Functional Teams


Culture

Process

Strategic Focus

Leader-ship



Definition:

A company’s culture consists of

the deeply shared values and

beliefs of its people.

James ChampyReengineering Management

Organizational Culture


Edgar Schein

Professor Emeritus

Sloan School of Management, MIT

The only thing of real importance that leaders do

is to create and manage culture.

Edgar Schein

Professor Emeritus

Sloan School of Management, MIT


Culture

I came to see, in my time at IBM, that culture isn’t just one aspect of the game – it is the game.

Who Says Elephants Can’t Dance?Louis V. Gerstner, Jr.


Provides Consistency, Order and Structure

Establishes Internal Way of Life

Determines conditions for Internal

Effectiveness

William Schneider

The Reengineering Alternative

Culture is “the way we do things

around here in order to succeed.”



Cultivation Competence

CollaborationAffiliation

Relationship Power

Team Builder/Integrator/Coach

In ControlPower

Role Power

Authoritative/Directive/

Systematic

Achievement

Expert Power

Taskmaster/Convincing Persuader

Self-Actualization

Charisma Power

Catalyst/Commitment Builder

Session 3: The Role of the Supervisor


Set clear & achievable expectations

Ask for input

Invite discussion

Trust staff to perform (be hands off)

Allow for mistakes (learning culture)

Encourage innovation (beyond your way…)

Strategies for creating “commitment”


Culture

Process

Strategic Focus

Leader-ship




Communicate

Results &

Celebrate

Goals

MetricsTracking &

Monitoring

Strategic

Focus

Strategic Business Planning/

Performance Management System

Strategic

Profile/KRAs



Barriers to Sustainability

• Lack of Vision Clarity

• Misaligned and/or Inconsistent Leadership

•Lack of Cultural Clarity

• Inconsistent Culture

• Lack of Effective Performance Management System



A Short Course on

Effectively Managing Your Utility

Building Your Leadership Team



Establish SMART Goals for your self and for your organization, division, group or team

Establish a process to ensure that goals are accomplished and to ensure accountability

Do your Friday morning @ 9:00 Questions

Keys to Effective Utility Management &

Leadership Development



Have I acknowledged teams and individuals that have performed well this week? (if not, do it now)

Have I been out among at least one of my workgroups? (if not, go now)

Have I discussed our overall goal and goal accomplishment with some part of the organization?

Have I taken care of the development needs of my staff this week? (if not, do it now)

Have I coached a member of my team this week?(do it)

Friday Morning @ 9:00 Questions



I’ll Take Care of It!



You Should Have More TimeTo Meet With Your People

Than They Have To Meet With You

Leadership & Sustainability

QUESTIONS?

??

?

?

?

?

?

?

?

?

?

?

Richard Gerstberger, PE

TAP Resource Development Group, Inc

(303) 561- 3788

[email protected]

Creating Effective Organizations Through People

Creating Effective Leadership & Organizational ... · 1. Divide Unshaded portion of ‘A’ into...

Documents

Transcript of Creating Effective Leadership & Organizational ... · 1. Divide Unshaded portion of ‘A’ into...