Management Excellence, Planning & Stress Control

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Management Excellence, Planning & Stress Control

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Definition of LeadershipLeadership, according to Peter DeLisle, is the ability to influence others, with or without authority.All successful endeavors are the result of human effort; thus, the ability to influence others is a derivation ofInterpersonal CommunicationsConflict ManagementProblem solving


Interpersonal EffectivenessInterpersonal effectiveness is the capability of an individual to do this, influence others, competently.Leadership is a direct function of three elements of interpersonal effectivenessAwarenessAbilityCommitment


Interpersonal Effectiveness


AwarenessAwareness is a state of consciousness.It is the ability to recognize yourself, others, events and situations in real time.It is the ability to assess the impact of actions on situations and others, and be critically self-reflective.It is a development process that is a function of experience, communication, self discovery and feedback.


AbilityAbility to learn and understand technical issues is the basis of our careers.Ability to lead is a function of influence:Ability to communicateAbility to resolve conflictsAbility to solve problems and make decisionsAs a member of a team, we influence others in a collaborative effort to find better ideas or solve problems.


CommitmentFor leaders, the one thing that leads to maturity is the fully aware recognition that ones decisions make a difference, both positively and negatively, in the lives of others, and that any attempt to solve a problem might have a decided negative impact on some, while helping others.In no-win scenarios, one must still make a hard decision.


CommitmentMovie example UntouchablesMoment of truth for Elliott NessJimmy ONeil asksWhat are you prepared to do?Ness repliesAnything I have to do to make this thing right.ONeil saysEveryone knows where the problems are, but no one is willing to do anything. You said you would do anything you had to, to make it right. Now, Im willing to help you. You made the commitment.


Defining a LeaderThink of a leader that you worked for or observed

What does this person do and what qualities does this person have that make you admire him or her as a leader?


9This is basically a brainstorming question to allow the group to think about what makes good leaders. This allows the group to start thinking about leadership styles.

Attributes of a LeaderGuiding vision: Effective leaders know what they want to do, and have the strength of character to pursue their objectives in the face of opposition and in spite of failures. The effective leader establishes achievable goals.


Attributes of a LeaderPassion: Effective leaders believe passionately in their goals. They have a positive outlook on who they are, and they love what they do. Their passion for life is a guiding star for others to follow, because they radiate promise!


Attributes of a LeaderIntegrity: Because they know who they are, effective leaders are also aware of their weaknesses. They only make promises they can follow through on.Honesty: Leaders convey an aura of honesty in both their professional and their personal lives. Trust: Effective leaders earn the trust of their followers and act on behalf of their followers.


Attributes of a LeaderCuriosity: Leaders are learners. They wonder about every aspect of their charge. They find out what they need to know in order to pursue their goals.

Risk: Effective leaders take calculated risks when necessary to achieve their objectives. If a mistake is made, the effective leader will learn from the mistake and use it as an opportunity to explore other avenues.


Attributes of a LeaderDedication: The effective leader is dedicated to his or her charge, and will work assiduously on behalf of those following. The leader gives himself or herself entirely to the task when it is necessary.


Attributes of a LeaderCharisma: This may be the one attribute that is the most difficult to cultivate. It conveys maturity, respect for your followers, compassion, a fine sense of humor, and a love of humanity. The result is that leaders have the capability to motivate people to excel.

Listening: Leaders Listen! This is the most important attribute of all, listen to your followers.


Leader vs ManagerLeader n, 1. A person who is followed by others.

Manager n, 1. A person controlling or administering a business or a part of a business. 2. A person regarded interms of skill in household or financial or other management.


LeadershipLeadership is the ability to develop a vision that motivates others to move with a passion toward a common goal


ManagementManagement is the ability to organize resources and coordinate the execution of tasks necessary to reach a goal in a timely and cost effective manner


Leadership vs ManagementManagement seeks stability & predictability(order)

Leadership seeks improvement through change(disorder)


Leader vs ManagerLeaders:Do the right thing

Manager:Do things right


Leadership & Management SkillsLeadership soft skillsCommunicationsMotivationStress ManagementTeam BuildingChange ManagementManagement hard skillsSchedulingStaffingActivity AnalysisProject Controls


2212 Unique Insights On Leadership, According To Bob Danzig1. Become a destiny architect2. Encourage elasticity of thinking -- be a destiny pursuer versus an operational comfort seeker3. Identify, assess, and engage the very best talent4. Become strategic rather than operational5. Create a climate or spirit of celebration and applause -- spirited organizations excel6. Be committed every day to putting the pickax to the mountain, find new ways to lift yourself and others higher


2312 Unique Insights On Leadership7. Be the source of possibility thinking8. Let your co-workers know they are worthwhile and full of promise9. Find disciplined, organized ways to focus on integrity, trust, credibility, and the commitment to do the right thing10. Know that management is about today -- and leadership is about tomorrow!11. Know that management is about process -- leadership is about purpose12. Recognize success is not about perfection, it's about progress


Managers have the following attributes , theyConsider alternatives to designEstimate costs involvedEstablish risks to the organizationDevelop a schedule for the projectInclude decision stepsManage change in an orderly fashionKeep the team motivated and informedReview responsibilities and goals with each team playerState clearly the basis for evaluation and where each person fits into the organization


Managers have the following attributes , theyMonitor progressSet directions; set expected achievements for each individual within the next work period. Show the team members where they fit in achieving unit goals.Perform administrative tasksReport to senior managementMoney and job security play a major role in management effectiveness. They act as deficiency motivators.


Being a LeaderIf you want to get ahead, be a leader, you must assume:That everything that happens to you results in a situation that is in your controlThat the attitude you convey is what you are judged onThat what you think and do in your private life is what you will reap in your public or corporate lifeYou are what you think and believeIf you never meet a challenge you will never find out what you are worth


Recipe for being a LeaderTake control of your lifeAssume responsibility for who you areConvey a positive and dynamic attitude in everything you doAccept blame: learn from your own mistakes as well as those of others. Take blame for everything that happens in your unitGive credit wherever it is dueBe compassionate when you review your team members' progress or lack thereof

Recipe for Being a LeaderThink great thoughts. Small thinking is why companies go brokeTurn disasters into opportunities. Turn every obstacle into a personal triumphDetermine your "real" goals then strive to achieve themWhen you want to tell someone something important, do it personallyDont be afraid to get your hands dirty doing what you ask others to do. Make coffee

Recipe for Being a LeaderListen effectivelyEncourage teamwork and participationEmpower team membersCommunicate effectivelyEmphasize long-term productivityMake sound and timely decisionsTreat each person as an individualKnow yourself and your teamProtect your teamHave vision, courage and commitment

Holistic Communicationsimage (noun) 1. Form, semblance; counterpart as regards appearance (That person is the image of an engineer.)2.simile, metaphor; mental representation; idea, conception; character of thing or person as perceived by the public.

Image includes everything: the way you talk and dress, the way you act, your attitude to others at work and play.


Holistic CommunicationsDo you give warm fuzzies? Do you smile a lot? Do you feel dynamic and energized, and show it? Do you feel comfortable in a group?Or: do you hand out cold pricklies? Do you frown a lot? Do you feel tired and drained of energy, and show it? Do you feel uncomfortable in a group?When people think about you, do they equate your image with a dynamic, interested, competent person? Are you the sort of a person who makes things happen, at home, at work, or at play?Or: do people think you are merely occupying a spot in the universe? That you are waiting for the next millennium? Are you the sort of person who waits for someone else to make things happen?


Holistic CommunicationsWhat are your personal career objectives?1.to identify problems and create winning solutions to solve them?2. to lead effectively, with inspiration; to motivate?3.to be in control of your world; to make things happen for you?4. to manage your personal resources effectively?5. to be president of your own company?6. to be a millionaire, if you aren't already?


The way you stand or sitindicates whether you are an open person, easily approachablesays whether you are friendlytells others whether you could be a good team playersuggests that you are frank and honesttells others what you really think of themshows whether you are a part of the team


The way you dressindicates whether you have conventional ideas or whether you are a radicalshows how neat you aresuggests whether you will fit in with the company's imagemakes a statement about whether or not you care enough to find out about the company, its image and its objectivesshows indirectly whether you are confident, whether or not you believe in yourself.

The way you writeConveys whether you are warm and friendly or appear cool and reservedTells whether you are dynamic and energetic or whether you are lethargic and procrastinateConveys an image of you as either intuitive in solving problems, or logical, solving problems step by stepSays whether you want to communicate with others or notSays whether you try to avoid conflict or seek itSays whether you are materialistic or idealistic


Holistic CommunicationsConclusionsCommunication is a holistic concept; everything we do conveys something about ourselvesIf you want to achieve greatness in your chosen objectives you must communicate holistically. It is not enough to write well or to know a lot of big words. You must be able to project an image that will lead to successYou can change the way you appear to others by changing your behavior pattern If you want to change your behavior pattern, you must change everything about yourself.

What is the bottom line for you?You are in control of your environment. You can make every setback an opportunity for successYou can be anything you can be! Whatever you want to be is entirely up to youYou can become the person you want to be. Dress like that person, talk like that person, act like that person, write like that person, and that will be you.


Interpersonal CommunicationsCarl Jung was a Swiss born psychiatrist, and a colleague of Sigmund Freud, who practiced in the first half of the 20th century. Jung formulated a classification of personality in terms of types of characteristics, such an introvert and extrovert


Personal Interactive SkillsOn the basis of Jungs classification of personality, Katherine Briggs and her daughter, Isobel Briggs-Myer, developed a procedure for evaluating personality characteristics.A number of tests exist for giving Myers-Briggs type indicators.The types are divided into four pairs of preferences.


Personality IndicatorsExtraversion: type E, sociable, about 75%, expends energy interacts with others freelyIntroversion: type I, territorial, about 25% conserves energyreads meditates solves problems


Personality IndicatorsAre you energized around people? Do you like to meet people and seek opportunities to do so? Do you think out loud? Do you talk to plants and discuss problems with animals? This is Extrovert behavior.Alternatively, do you find you would rather work alone, without interruption. Does meeting too many people tend to tire you out? Would you sooner not answer the phone - let the answering machine do it for you. Would you rather have a problem written down for you than stated verbally? This is typical Introvert behavior.


Personality Indicatorsintuitive: type N, creative, about 25% ingenious, future-oriented, fantasizes, imaginativeSensing: type S, practical, about 75% experience-oriented, utility, sensibleDo you see the world in terms of your senses? Do you like the facts before starting work? Do you like dealing with the details of a project rather than the overall plan? You are likely Sensing.Or do you think in terms of the big picture, in terms of concepts and ideas, rather than the information involved? Put down intuitive.


Personality IndicatorsThinking: type T, impersonal, 50% (however, 60%M) objective judgments, logical orientation, rules, laws, justice, firmnessFeeling: type F, personal, 50% (however, 60%F) emotional judgments, value-oriented, persuasion, sympathy, devotionNote: both types can react with the same emotional intensity.Do you tend to follow the rules regardless of how you feel? Do you hide your feelings and get on with the job? That's Thinking.Or do you inject a personal note into things you do, even let your emotions take over, sometimes. That's Feeling type behavior.


Personality IndicatorsJudging: type J, closure, concluding, 50% settled, decided, work comes first, plan ahead, urgency, deadline, get-it-done.Perceptive: type P, get more data, 50% pending, flexible, adaptable let-it-happen, open-ended, tentative, wait-and-see.Note: both types are equally "judging" and "perceptive."Do you like to set up a schedule to meet deadlines, make lists, make quick decisions in order to get onto the next job? That's Judging behavior.Or are you really adaptable, you like collecting more information so your decision will be really informed. That's Perceptive.


Personality Indicators

Self EvaluationWhat is my personality type?Take the test.Be as honest as you can, only you will see the results.List the answers on the chart.Evaluate the results.Do you concur?Do you understand yourself?


MotivatingAbraham Maslow was an American born psychologist, researcher and educator who practiced during the middle third of the 20th century.Maslow created his now famous hierarchy of needs based on his observations that some needs take precedence over others.


Motivating


Motivating


Building a TeamWhy would someone want to become part of a team?An effective team helps one feel they are:Doing something worthwhile for themselves and the organizationEnjoying a more satisfying work lifeMore in control of their jobsMaking contributions which are well usedLearning new skillsRecognized and respected


Building a TeamWhen a team is operating well the leader and the members:Are clear on team goals and are committed to themFeel ownership for problems rather than blaming them on othersShare ideasListen to and show respect for othersTalk more about we and less about I and me


Building a TeamUnderstand and use each others know-howKnow about each others personal livesGive each other help and supportShow appreciation for help receivedRecognize and deal with differences and disagreementsEncourage development of other team membersAre loyal to the group, its members, the leader and the organization


Building a TeamMake decisions based on facts not on emotion or personalitiesPlay a variety of roles serve as leader, teacher or coach


CoachingThe goal of coaching is not to provide direction, but to enable team members to work together to help one another find direction.Coaching is the foundation for continuous improvement.Coaching is a practical skill anyone can learn.


CoachingIdentify an opportunity to help someone expand on his or her skills, knowledge and abilitiesCoaching is a chance to help someone enhance his or her performance and add value to the organization/team. Sometimes, people may ask for coaching, but dont wait for that to happen. Act on opportunities for coaching at any time.


CoachingConfirm that the person is ready for coaching.Before trying to coach, make sure the person is open to it. If a person seems hesitant, try explaining the benefits, but dont insist on coaching someone who simply isnt receptive. To ensure a win-win situation, find out if the person is willing before proceeding to coach.


CoachingAsk questions and offer information to help clarify the situation.Much of coaching involves helping people clarify situations in their own minds. Often, the best way to do this is by asking open-ended questions that encourage them to think through the situation aloud. Begin questions with words like what, when, where, who and how much.


CoachingHelp the person identify possible actions.The best coaching enables people to think and act on their own. As you help someone identify immediate actions, youre also preparing the person to work through similar issues without your help. Offer guidance as he or she develops a plan.


CoachingGain agreement on a course of action.

In coaching, you help someone plan how to handle a situation. To be certain that the session results in positive action, you need to gain the persons commitment to a specific plan of action.


CoachingOffer your support.The ultimate goal of coaching is to enable a person to act independently. Most people need assurance and support before they can reach that goal. As a coach, you need to let the person know youre available to give further assistance or further coaching- when it is needed. Coaching isnt a quick fix or a one-time shot, its an extended relationship.


Leadership Strategies


Leadership Styles

63Use The High Performance Development Model:The High Performance Development Model (HPDM) is the framework for developing highly-skilled leaders for the 21st Century. By focusing on eight core competencies, HPDM provides the foundation for leading-by-example and creating a motivating workplace.


648 HPDM Core Competencies1. Personal Mastery2. Technical Skills3. Interpersonal Effectiveness4. Customer Service5. Flexibility/Adaptability6. Creative Thinking7. Systems Thinking8. Organizational Stewardship


65HPDM Pyramid

Organizational StewardshipSystems ThinkingCreative ThinkingFlexibility/AdaptabilityCustomer ServiceInterpersonal EffectivenessPersonal MasteryTechnical Skills

Holistic Leadership/Org. EcologyConnecting the DotsReaching Outside of the Box: Taking RisksBecoming Comfortable with UnpredictabilityBecoming Other-OrientedDealing with OthersDealing with Self

Global AccountabilityControlled Accountability


Conflict Cycle


Conflict ManagementKenneth Thomas and Ralph Kilmann developed a model of five (5) conflict handling modes or styles


Thomas-Kilmann Conflict Styles


Thomas-Kilmann Conflict StylesAvoiding (Uncooperative and unassertive) Neglects own concerns as well as those of other parties: does not raise or address conflict issues.Accommodating (Cooperative and unassertive) Seeks to satisfy other person's concerns at the expense of own.Competing (Uncooperative and assertive) Opposite of accommodating. Uses whatever seems appropriate to win.


Thomas-Kilmann Conflict StylesCollaborating (Cooperative and assertive) Opposite of avoiding. Works with other party to find a solution that satisfies both own and other party's concerns.Compromising (Middle ground) Seeks to find a middle ground to partially satisfy both parties.


When to AvoidWhen an issue is trivial.When there is no chance of getting what you want.When the potential damage of confrontation is greater than the benefits if resolution.When you need to gather more information.When others can resolve the conflict more effectively.When you need to cool down, reduce tension, and regain perspective or composure.

When to AccommodateWhen you realize you are wrong.When the issue is much more important to the other person than you.When you need a future favor (credit).When continuing the competition would damage the cause.When subordinates need to develop - to learn from our mistakes.


When to CompeteWhen quick, decisive action is necessary.On important issues for which unpopular courses of action need implementing.On issues vital to the group welfare, when you know you are right.When protection is needed against people who take advantage of noncompetitive behavior.


When to CollaborateWhen both sets of concerns are too important to be compromised.When it is necessary to test your assumptions or better to understand the viewpoint of the other party.When there is a need to combine ideas from people with different perspectives.When commitment can be increased by incorporating the concerns of everyone into the proposal.When there is a history of bad feeling.


When to CompromiseWhen goals are important but not worth the effort of potential disruption from more aggressive players.When two opponents with equal power are strongly committed to mutually exclusive goals.When temporary settlements are needed on complex issues.When expedient solutions are needed under time pressures.As back-up when collaboration or competition fail.


Negative Consequences of CompetingEventually being surrounded by "yes people."Fear of admitting error, ignorance, or uncertainty.Reduced communication.Damaged relationships.Lack of commitment from others.More effort during implementation to sell the solution.


Negative Consequences of CollaboratingToo much time spent on insignificant issues.Ineffective decisions can be made by people with limited knowledge of the situation.Unfounded assumptions about trust.


Negative Consequences of CompromisingNo one is completely satisfied.Solutions tend to be short-lived.Cynical climate: perception by both parties that it is a "sellout."Larger issues, principles, long-term values and the welfare of the company can be lost by focusing on trivia or the practicality of implementation.


Negative Consequences of AvoidingDecisions made by default.Unresolved issues.Self-doubt created through lack of esteem.Creative input lost.Lack of credibility.Anger and hostility generated in subsequent discussions.


Negative Consequences of AccommodatingDecreased influence, respect, or recognition by too much deference.Laxity in discipline.Frustration as own needs are not met.Self-esteem undermined.Best solution may be lost.


Conflict ControlUse avoidance to ignore the issue.Use accommodating style to allow the other person to resolve the issue.Structure the interaction so that a triggering event is unlikely to occur.Strengthen the barriers that inhibit the expression of conflict.Avoid dealing with the person with whom you are in conflict.


Steps for Confronting ConflictExplain the situation as you see it.Describe how it is affecting your performance or the performance of others.Ask for the other viewpoint to be explained, and listen to the response.Agree on the issues independent of personalities.Explore and discuss the issues, without reference to the problem.


Steps for Confronting ConflictAgree on what each person will do to resolve the issues.Try to agree on the problem. If there is no agreement, discuss issues some more.Explore possible solutions.Agree on what each person will do to solve the problem.


Problem Solving & Decision MakingA number of formal, structural problem solving and decision making techniques are taught in organizational management courses. Examples:Kepner-Tregoe (KT) TechniqueAlamo TechniqueCause Mappingetc


Brainstorming ProcessEveryone must be involvedCall out ideas to scribeBuild on ideasNo idea is too trivial or sillyThere is no criticism nor judgment on any ideaGet as many ideas as possible in the timeObjective: solve problems and enjoy doing it


Objectives of BrainstormingIdentify the issues rapidlyReach consensus on the most important issues rapidlyDetermine possible solutions to issuesSelect the most promising action to solve the problemAgree on who does whatGet a commitmentSell the process


Synergistic Decision MakingBased on the premise that when people are supportive of one another and follow a rational sequence of activities in dealing with a problem, they can perform beyond the sum of their individual resources.

Synergistic decision making requires participation in effective interpersonal and rational processes.


Synergistic Decision MakingInterpersonal Processes involves skills we use when working with others.Listening to othersSupporting their efforts to do wellDiffering with others when necessary in a manner that is constructive rather than defensiveParticipating equally in group discussions


Synergistic Decision MakingRational Processes involves the skills we use in thinking a problem through to a solution.Analyzing the situationIdentifying objectives (ie., aims or goals)Considering alternative strategiesDiscussing adverse consequences


Synergistic Decision MakingReaching a consensus is the hallmark of acceptance in the effective decision equation:

Effective Decision = Quality X Acceptance

Lack of agreement regarding a decision places acceptance of the decision and its execution in jeopardy.


Synergistic Decision Making Survival Exercise


Synergistic Decision Making






Leadership StylesAutocratic (Authoritarian) BureaucraticDemocraticCoerciveTransactionalTransformationalLaissez-Faire


95As the study of Leadership has gone through various paradigm shifts from a historical viewpoint, the study and perspectives of Leadership styles have evolved as well. The first historical style that is often referenced is Charismatic. This was most likely used because of a lack of true understanding of leadership styles. Since then, leadership has evolved to describe many, many types.

These are the seven most referenced leadership styles. The first six listed are active type styles while the seventh (Laissez-Faire) is more of an inactive type. It is also important to consider when and how the styles were studies to understand how they evolved and based on what beliefs and assumptions.

The study of leadership is almost as old as mankind, but only in the past couple of centuries has the study of leadership styles, traits, and behaviors really been studies, documented, and theorized. In 1939, Kurt Lewin, a renowned social scientist identified three different styles of leadership, including Authoritarian, Democratic and Laissez-Faire. His results indicated that the democratic style is superior to the other two styles. (click mouse for the three styles to be highlighted.)Daniel Goleman is also notorious for his article, Leadership that Gets Results, where he targets six leadership styles, including Authoritative, Democratic, and Coercive. (click mouse)Probably most recently, there has been a significant emphasis placed on examining the differences between Transactional and Transformational Leadership ideas. (click mouse)

What is interesting and important to know about leadership is that paradigms continue to shift. As society changes, leadership changes, so naturally the study and theories about leadership change as well. Fifty years from now, it is likely that new leadership styles will have evolved, or society might possible return to adopting old ideas and leadership styles. Go to any bookstore and you will find numerous attempts of scholars and writers trying to capture the essence and answers to the intriguing field that has yet to be and probably never will be nailed-down.

The following slides will attempt to capture the ideas of each of these seven recognizable leadership styles.

Autocratic (Authoritarian) Manager retains power (classical approach)

Manager is decision-making authority

Manager does not consult employees for input

Subordinates expected to obey orders without explanations

Motivation provided through structured rewards and punishments


96Autocratic Leadership is often considered the classical approach, but this leadership style has been greatly criticized during the past 30 years. Often referred to as the Authoritative Style, or Directive Style, it relies heavily on old ideas and beliefs. Put simply, the style communications.the leaders is the boss.

Often, people tend to think of this style as a vehicle for yelling, using demeaning language, and leading by threats and abuse of power. Those ideas are not the authoritative style, but the structure and limited follower participation leaves one not to be surprised by those accusations. The main ideas that circulate around Autocratic Leadership are:It uses the classical approach where the manager retains as much power and decision-making authority as possible.The manager does not consult employees, nor are they allowed to give any input. There is a one-way flow of communication.Subordinates are generally expected to obey orders without any explanations. The motivational environment is produced by creating a structured set of rewards and punishments.

Notice that the description of Autocratic Leaders use the term, managers. Autocratic Leadership fits nicely in to the ideas of management where it is expected that subordinate obedience results from orders and expectations set by the leader. On the flip-side, the term subordinate is usedshowing that the relationship between leaders and followers is strictly business.

Some studies say that organizations with many autocratic leaders have higher turnover and absenteeism than other organizations. Certainly Gen X employees have proven to be highly resistant to this management style.

These studies say that autocratic leaders: --Rely on threats and punishment to influence employees --Do not trust employees --Do not allow for employee input

Yet, autocratic leadership is not all bad. Sometimes it is the most effective style to use.

When to use AutocraticNew, untrained employees Employees are motivatedEmployees do not respond to any other leadership style High-volume production needsLimited time for decision making Managers power is challenged by an employee


97In reality, the Autocratic style should normally only be used on rare occasions. Having said that, there are always situations where a quick and confident decision is needed. In other situations, there may be factors such as the followers development level, knowledge level, and skill level that leave leaders with few other choices than to use the style.

The autocratic leadership style should NOT be used when: --Employees become tense, fearful, or resentful --Employees expect to have their opinions heard --Employees begin depending on their manager to make all their decisions --There is low employee morale, high turnover and absenteeism and work stoppage

Lets look at some examples of where Autocratic Leadership might be used

Who are Autocratic Leaders?


98Can you think of some Autocratic Leaders?SchoolsParents

Where are some places/organizations where we might need Autocratic Leaders?Many military leaders are considered Autocratic Leaders.Why would it be advantageous to use an Autocratic Style in the military?Prison systems almost have to use an autocratic style, along with other places where it is too risky to leave anything questionable and unanswered.Factories often require high volume production on a daily basiswe often see autocratic leadership styles used to increase efficiency

BureaucraticManager manages by the book

Everything must be done according to procedure or policy

If it isnt covered by the book, the manager refers to the next level above him or her

Police officer more than leader


99You want your organization to keep their nose out of trouble?....find a Bureaucratic Leader!

Bureaucratic leadership is where the manager manages by the book. Everything must fall according to procedure or policy. I it is not covered by the book, the manager refers to the next level above him or her.

When considering leadership traits, Integrity is often listed as one of the most valuable traits a leader could possess. Bureaucratic leaders demonstrate the meaning of integrity beautifully. When do we need leaders with an abundance of integrity and when do we want Bureaucratic Leaders?....

When to use BureaucraticPerforming routine tasks

Need for standards/procedures

Use of dangerous or delicate equipment

Safety or security training being conducted

Tasks that require handling cash


100The bureaucratic style is most effective when there is a need to be concerned about procedure, safety, and specific, technical tasks.

This style is ineffective when: --Work habits form that are hard to break, especially if they are no longer useful. --Employees lose their interest in their jobs and in their fellow workers. --Employees do only what is expected of them and no more.

Who are Bureaucratic Leaders?


101Can you think of some Bureaucratic Leaders?Police were already mentionedAdministrative positions

Where are some places/organizations where we might need Bureaucratic Leaders?Law enforcement absolutely needs bureaucratic leaders. In their professions, law enforcers do not have room to wiggle their toes, and they must be sure to dot their Is and cross their Ts. It is important to consider how important it is for organizations that are funded by state tax dollars to have some bureaucratic leaders to monitor and lead others to be efficient and effective.Anytime there is an exchange of money, or someone is required to manage money, we hope to have bureaucratic leaders, or people with bureaucratic skills in those positions.

On a side note, what kind of connections might there be between bureaucratic leadership and stress management?!

DemocraticOften referred to as participative style

Keeps employees informed

Shares decision making and problem solving responsibilities

Coach who has the final say, but

Gathers information from staff members before making decisions


102Like the other styles, the democratic style is not always appropriate, but it has many valuable benefits.

It is most successful when used with highly skilled or experienced employees or when implementing operational changes or resolving individual or group problems.

Because a democratic leader welcomes team input and facilitates group discussion, it is often referred to as a participative leadership styleDemocratic leaders are constantly keeping employees informed about matters that affect them. They are consistently sharing plans with the group and offering multiple options for group consideration.Even though the Democratic leader still makes the final decision, they use a coaching style to encourage followers to take part in influencing and guiding decision making process. Generally before making a final decision, the leader will consult followers and gather information from them.

There are so many great qualities about the democratic leadership stylethat the list goes on

Democratic ContinuedHelp employees evaluate their own performance

Allows employees to establish goals

Encourages employees to grow on the job and be promoted

Recognizes and encourages achievement

Can produce high quality and high quantity work for long periods of time


103One of the interesting ideas about Democratic Leadership is the use of a coach style of leadership. Not only is the leader concerned about being effective and efficient, but they are also concerned about the development of their followers through the tasks.Democratic leaders commonly works with followers to help them set goals, not only for their organization, but personal achievement goals as well. Democratic leaders encourage growth in employees/followers by encouraging them to work freely with each other and leave division of tasks to the groupallowing more sharing and collaboration among followers or group members.In order to continuously encourage growth, democratic leaders make it a point to praise and offer constructive criticism. In addition, they will join in group activities without over-participating.

Lets begin thinking about when we might value a democratic leadership style.

When to use DemocraticTo keep employees informed

To encourage employees to share in decision-making and problem-solving

To provide opportunities for employees to develop a high sense of personal growth and job satisfaction

Complex problems that require a lots of inputTo encourage team building and participation.


104A democratic leadership style allows for multiple viewpoints, inputs, and participation, while still maintaining control and the leadership role. A quality democratic leader will recognize each members strengths and effectively encourage the best from each member. It is important for the leader to be able to recognize those strengths and focus on the needs of the groups members.

On the other hand, it is sometimes a challenge for democratic leaders to recognize that not all tasks need to be handled by the group, and that sometimes the leader should appropriately address some issues along.Democratic leadership should not be used when: --There is not enough time to get everyones input. --Its easier and more cost-effective for the manager to make the decision. --The business cant afford mistakes. --The manager feels threatened by this type of leadership. --Employee safety is a critical concern.

Who are Democratic Leaders?


105Obviously, our country was founded out of democratic ideas. Our government acts as a democracy that encourages involvement and allows every American to actively participate and voice their concerns, if they choose to do so.

Does this mean that all of our political leaders are democratic leaders?

A democratic leadership style is also commonly used in situation where the leader needs too and wants to encourage team building. There is no better way to encourage true team collaboration than allowing the members to be actively involved in a group processes and decisions.

The ear of the leader must ring with the voices of the people.

Woodrow Wilson


CoercivePower from a persons authority to punish

Most obvious types of power a leader has.

Good leaders use coercive power only as a last resort: In todays sophisticated and complex workplace, excessive use of coercive power unleashes unpredictable and destabilizing forces which can ultimately undermine the leader using it.


107The coercive leadership style, focuses on the use, and possibly abuse of power. While coercive power can produce results in the short term, it relies on intimidation to do so and will backfire badly if used as the sole base for exerting influence.

At first glance, most people incorrectly assume that a leader can only be effective if he or she has access to the formal levers of power: Legitimate Power, which comes from the position a person holds; Reward Power, which comes from his or her ability to give rewards; Information Power, which comes from exclusive access to information; and Coercive Power.The best leaders rely on more subtle forms of power:Expert Power: Where followers do what theyre asked because they respect the leaders knowledge and expertise and, because of such, trust him or her to give the best guidance; and Referent Power: Where followers admire and seek to emulate the leader, and want to receive his or her approval.

Good leaders use coercive power only as a last resort because coercion reduces employees satisfaction with their jobs, leading to lack of commitment and general employee withdrawal.

Think about how you feel when you get coerced into doing something. How would you like to be led that way?...

When to use CoerciveTo meet very short term goals

When left with no other choice

In times of crisis


108Obviously, by the shortness of the list on this slide, coercive leadership is not highly desirable, nor is it commonly used. However, there are still times when a coercive style could be valuable

In times of economic crisis or threats to the survival of the organization at large, coercion may come to the forefront. Coercive power may also materialize as organizations attempt to streamline their operations for efficiency. In those types of situations, it employees must be fired, those who fail to conform to the organizational goals for survival will be most likely candidates for termination.

The threat of termination for failure to comply, in turn, is coercive power.

Where might we see coercive power used today?.....

Who are Coercive Leaders?

Youre Fired!


109Coercive leaders are not nearly as recognizable as others, probably because it is not the most highly desirable leadership style to exemplify.

The first illustration represents chaos and crisis. We know that there have been many instances where crisis has occurred. For example, think about the New Orleans situation when Hurricane Katrina hit last summer. Considering the state of emergency those Americans were in, do you think it was valuable to have coercive leaders present?

Although Donald Trump may not be a coercive leader, the phrase he is most famous for demonstrates the ideas of a coercive leader, Youre Fired! Unfortunately, there are times when the need to take action arisein those times, we may need coercive leadership styles present to get it done.

TransactionalMotivate followers by appealing to their own self-interest

Motivate by the exchange process. EX: business owners exchange status and wages for the work effort of the employee.

Focuses on the accomplishment of tasks & good worker relationships in exchange for desirable rewards.

Encourage leader to adapt their style and behavior to meet expectations of followers


110Some researchers added to Burns original theory and it is thought by many today that transactional leadership can encompass four types of behavior. 1. Contingent Reward To influence behavior, the leader clarifies the work needed to be accomplished. The leader uses rewards or incentives to achieve results when expectations are met.2. Passive Management by Exception - To influence behavior, the leader uses correction or punishment as a response to unacceptable performance or deviation from the accepted standards.3. Active Management by Exception - To influence behavior, the leader actively monitors the work performed and uses corrective methods to ensure the work is completed to meet accepted standards.4. Laissez-Faire Leadership The leader is indifferent and has a hands-off approach toward the workers and their performance. This leader ignores the needs of others, does not respond to problems or does not monitor performance.Transactional leadership behavior is used to one degree or another by most leaders. However, as the old saying goes, if the only tool in your workbox is a hammeryou will perceive every problem as a nail. A leader should not exclusively or primarily practice transactional leadership behavior to influence others! Here are a few common problems of those who do so. Some use transactional leadership behavior as a tool to manipulate others for selfish personal gain. It can place too much emphasis on the bottom line and by its very nature is short-term oriented with the goal of simply maximizing efficiency and profits. The leader can pressure others to engage in unethical or amoral practices by offering strong rewards or punishments. Transactional leadership seeks to influence others by exchanging work for wages, but it does not build on the workers need for meaningful work or tap into their creativity. If utilized as the primary behavior by a leader it can lead to an environment permeated by position, power, perks and politics. The most effective and beneficial leadership behavior to achieve long-term success and improved performance is transformational leadership.

When to use TransactionalLeader wants to be in controlWhen there are approaching deadlines that must be metRelationship is short term


111If I do this for youwhat can you do for me?

Music to your ears? Probably not!, but it is something you might hear from a Transactional Leader!So, when would we want to hear those words?

Most of the consideration of when the style would be used is based on the leader themselves. Since the transactional leader views the leader-follower relationship as a process of exchange, they would choose to use it in situations where relationships are of little importance and are short-lived.

You might be noticing a trend among some of the leadership styles by now. The Transactional leadership style closely parallels some of the ideas, pertaining to relationships, as the autocratic, bureaucratic, and coercive styles.

Lets look now at the other style, often studied in conjunction with Transactional LeadersTransformational

A Result of the Leadership We Knew...We made workers into robots; we made them into machines


112This quote illustrates the ideas of transactional leadership and the effects it has on individuals and organizations

...Now, we want them to become a different kind of person: to come up with new ideas. Jack Smith, CEO, General Motors


113How interesting! With new expectations, new demands, and new paradigms in leadership, the next leadership style offers a lot to the current and maybe futuristic views of leadership studies.

TransformationalCharismatic and visionary

Inspire followers to transcend their self-interest for the organization

Appeal to followers' ideals and values

Inspire followers to think about problems in new or different ways

Common strategies used to influence followers include vision and framingResearch indicates that transformational leadership is more strongly correlated with lower turnover rates, higher productivity, and higher employee satisfaction.

114Transformational leadership is about hearts and minds, about empowering people not controlling them.

4 theories of Transformational Leadership included:Management by Command Unsophisticated management in which subordinates are told what to do and have little say in what and when.

Management by Objectives Process management in which subordinates are given goals and decide how to achieve them.

Management by Communication Sophisticated organizations in which skilled subordinates deduce their own goals by learning about the needs of the organization.

4. Management by Vision In which management is about inspiring people to achieve what only they know they can achieve by concentrating on what is possible.

Transformational leaders are more visionary and inspirational in approach. They tend to communicate a clear and acceptable vision and goals, with which employees can identify and tend to engender intense emotion in their followers. Rather than exchanging rewards for performance, transformational leaders attempt to build ownership on the part of group members, by involving the group in the decision process. When transformational leaders are successful, they are able to move followers from external to internal control.

Transformational cont.Instils feelings of confidence, admiration and commitment Stimulates followers intellectually, arousing them to develop new ways to think about problems. Uses contingent rewards to positively reinforce desirable performancesFlexible and innovative.


115While it is important to have leaders with the appropriate orientation defining tasks and managing interrelationships, it is even more important to have leaders who can bring organizations into futures they have not yet imagined. Transformational leadership is the essence of creating and sustaining competitive advantage.

When leaders want members to be an active part of the organization and have ownership to it

When leaders are building a sense of purpose

When the organization has a long term plan

When people need to be motivated

When to use Transformational


116Today, the phrase, the only constant is change, seems truer and truer. Change is inevitable, therefore, we should seek leadership and use leadership styles that embrace change.

Changing organizations to be motivational when members are resistant, to be purposeful when members are not directed, and to be visionary for long term goals. Transformational leadership can be one of the best resources for organizational change.

Because it lends itself to successful change, the latest paradigm shift has directed scholars toward focusing on transformational leadership more than they ever have.

"(He) possessed the gift of silence." (Comment by President John Adams about George Washington)


Laissez-FaireAlso known as the hands-off styleLittle or no directionGives followers as much freedom as possibleAll authority or power is given to the followersFollowers must determine goals, make decisions, and resolve problems on their own.


118A successful laissez-faire leader is often popular, even charismatic, and inspires people rather than directs them. They believe people know what to do and will do it without too much direction.

The laissez-faire leadership style is also know as the hands-off style. It is one in which the manager provides little or no direction and gives employees as much freedom as possible. The authority of power is given to the employees and they must determine goals, make decisions, and resolve problems on their own.

When to use Laissez-FaireEmployees are highly skilled, experienced, and educatedEmployees have pride in their work and the drive to do it successfully on their ownOutside experts, such as staff specialists or consultants are being used Employees are trustworthy and experienced


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This is an effective style to use when: --Employees are highly skilled, experienced, and educated. --Employees have pride in their work and the drive to do it successfully on their own. --Outside experts, such as staff specialists or consultants are being used --Employees are trustworthy and experienced.

This style should not be used when: --It makes employees feel insecure at the unavailability of a manager. --The manager cannot provide regular feedback to let employees know how well they are doing. --Managers are unable to thank employees for their good work. --The manager doesnt understand his or her responsibilities and is hoping the employees can cover for him or her.

Some risks are involved with Laissez-Faire Leadership. Followers may like them, but some people find events around them confusing and chaotic. They also may feel that the leader does not respect their time and energy. Most importantly, they may not see where their contribution fits and slowly become less committed and enthusiastic.

Other Referenced TheoriesTheory X and Theory Y

Theory X and Theory Y each represent different ways in which leaders view employees.

Theory X is the traditional view of direction and control by managers.

Theory Y is the view that individual and organizational goals can be integrated.


120Douglas McGregor described Theory X and Theory Y in his book, The Human Side of Enterprise.Theory X managers believe that employees are motivated mainly by money, are lazy, uncooperative, and have poor work habits. Theory Y managers believe that subordinates work hard, are cooperative, and have positive attitudes.

Management/LeaderStaff/Followers

Alan ChapmenTight control, lots of rules, no freedom


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Theory X is the traditional view of direction and control by managers.1. The average human being has an inherent dislike of work and will avoid if he or she can. 2. Because of this human characteristic of dislike of work, most people must be controlled, directed, and threatened with punishment to get them to put forth adequate effort toward the achievement of organizational objectives. 3. The average human being prefers to be directed, wishes to avoid responsibility, has relatively little ambition, wants security above all.Theory X leads naturally to an emphasis on the tactics of control - to procedures and techniques for telling people what to do, for determining whether they are doing it, and for administering rewards and punishment. Theory X explains the consequences of a particular managerial strategy. Because its assumptions are so unnecessarily limiting, it prevents managers from seeing the possibilities inherent in other managerial strategies. As long as the assumptions of Theory X influence managerial strategy, organizations will fail to discover, let alone utilize, the potentialities of the average human being.

Alan Chapmen

Management/LeaderStaff/FollowersLots of freedom, creativity & responsibility

122Theory Y is the view that individual and organizational goals can be integrated.1. The expenditures of physical and mental effort in work are as natural as play or rest. 2. External control and the threat of punishment are not the only means for bringing out effort toward organizational objectives. 3. Commitment to objectives is a function of the rewards associated with their achievement. 4. The average human being learns, under proper conditions, not only to accept but also to seek responsibility. 5. The capacity to exercise a relatively high degree of imagination, ingenuity, and creativity in the solution of organizational problems in widely, not narrowly, distributed in the population. 6. Under the condition of modern industrial life, the intellectual potentialities of the average human being are only partially utilized.Theory Y's purpose is to encourage integration, to create a situation in which an employee can achieve his or her own goals best by directing his or her efforts toward the objectives of the organization. It is a deliberate attempt to link improvement in managerial competence with the satisfaction of higher-level ego and self-actualization needs. Theory Y leads to a preoccupation with the nature of relationships, with the creation of an environment which will encourage commitment to organizational objectives and which will provide opportunities for the maximum exercise of initiative, ingenuity, and self-direction in achieving them.

Other Referenced TheoriesHersey-Blanchard Situational Leadership

Based on the amount of direction (task-behavior) and amount of socio-emotional support (relationship-behavior) a leader must provide given the situation and the "level of maturity" of the followers.


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124Hersey-Blanchard Situational LeadershipTo determine the appropriate leadership style to use in a given situation, the leader must first determine the maturity level of the followers in relation to the specific task that the leader is attempting to accomplish through the effort of the followers. As the level of followers' maturity increases, the leader should begin to reduce his or her task behavior and increase relationship behavior until the followers reach a moderate level of maturity. As the followers begin to move into an above average level of maturity, the leader should decrease not only task behavior but also relationship behavior. Once the maturity level is identified, the appropriate leadership style can be determined. The four leadership styles are telling, selling, participating, and delegating. High task/low relationship behavior (S1) is referred to as "telling." The leader provides clear instructions and specific direction. Telling style is best matched with a low follower readiness level. High task/high relationship behavior (S2) is referred to as "selling." The leader encourages two-way communication and helps build confidence and motivation on the part of the employee, although the leader still has responsibility and controls decision making. Selling style is best matched with a moderate follower readiness level. High relationship/low task behavior (S3) is referred to as "participating." With this style, the leader and followers share decision making and no longer need or expect the relationship to be directive. Participating style is best matched with a moderate follower readiness level. Low relationship/low task behavior (S4) is labelled "delegating." This style is appropriate for leaders whose followers are ready to accomplish a particular task and are both competent and motivated to take full responsibility. Delegating style is best matched with a high follower readiness level.

Selecting a StyleSome people are motivated by reward Some people are motivated by punishmentSocial systems work best with a chain of commandWhen people have agreed to do a job, a part of the deal is that they cede authority to their leader


What is Strategic Planning? Process to establish priorities on what you will accomplish in the future Forces you to make choices on what you will do and what you will not do Pulls the entire organization together around a single game plan for execution Broad outline on where resources will get allocated


Why do Strategic Planning? If you fail to plan, then you plan to fail be proactive about the future Strategic planning improves performance Counter excessive inward and short-term thinking Solve major issues at a macro level Communicate to everyone what is most important


Fundamental Questions to Ask Where are we now? (Assessment) Where do we need to be? (Gap / Future End State) How will we close the gap (Strategic Plan) How will we monitor our progress (Balanced Scorecard)


A Good Strategic Plan should . . . Address critical performance issues Create the right balance between what the organization is capable of doing vs. what the organization would like to do Cover a sufficient time period to close the performance gap Visionary convey a desired future end state Flexible allow and accommodate change Guide decision making at lower levels operational, tactical, individual


Strategic Planning ModelA B C D E

Environmental Scan

Assessment

Background Information

Situational Analysis

SWOT Strengths, Weaknesses, Opportunities, ThreatsSituation Past, Present and FutureSignificant IssuesAlign / Fit with CapabilitiesMission & VisionValues / Guiding PrinciplesMajor GoalsSpecific ObjectivesPerformance MeasurementTargets / Standards of PerformanceInitiatives and Projects

BaselineComponentsPerformance ManagementReview Progress Balanced ScorecardTake Corrective ActionsDown to SpecificsEvaluateWhere we are Where we want to be How we will do itHow are we doingGapsAction PlansFeedback upstream revise plans


130The Overall Model consists of five major phases

Pre-Requisites to Planning Senior leadership commitment Who will do what? What will each group do? How will we do it? When is the best time?


131Before you begin, make sure the groundwork has been done to make the planning process work.

Assessment


Assessment Model:S W O T

Assessment

External Assessment: Marketplace, competitors, social trends, technology, regulatory environment, economic cycles .

Internal Assessment: Organizational assets, resources, people, culture, systems, partnerships, suppliers, . . .

Easy to UnderstandApply at any organizational level

Needs to be Analytical and Specific Be honest about your weaknessesGood PointsPossible PitfallsSWOTSWOT

Strengths

Assessment Strengths Those things that you do well, the high value or performance points Strengths can be tangible: Loyal customers, efficient distribution channels, very high quality products, excellent financial condition Strengths can be intangible: Good leadership, strategic insights, customer intelligence, solid reputation, high skilled workforce Often considered Core Competencies Best leverage points for growth without draining your resources


Weaknesses

Assessment Weaknesses Those things that prevent you from doing what you really need to do Since weaknesses are internal, they are within your control Weaknesses include: Bad leadership, unskilled workforce, insufficient resources, poor product quality, slow distribution and delivery channels, outdated technologies, lack of planning, . . .


Opportunities

Assessment Opportunities Potential areas for growth and higher performance External in nature marketplace, unhappy customers with competitors, better economic conditions, more open trading policies, . . Internal opportunities should be classified as Strengths Timing may be important for capitalizing on opportunities


Threats

Assessment Threats Challenges confronting the organization, external in nature Threats can take a wide range bad press coverage, shifts in consumer behavior, substitute products, new regulations, . . . May be useful to classify or assign probabilities to threats The more accurate you are in identifying threats, the better position you are for dealing with the sudden ripples of change


Baseline


Why create a baseline?

Baseline Puts everything about the organization into a single context for comparability and planning Descriptive about the company as well as the overall environment Include information about relationships customers, suppliers, partners, . . . Preferred format is the Organizational Profile


Organizational Profile1. Operating Environment

Baseline Products and Services Suppliers, Delivery Channels, Contracts, Arrangements, . . . Organizational Culture Barriers, Leadership, Communication, Cohesiveness . . . . Workforce Productivity Skill levels, diversity, contractors, aging workforce, . . . Infrastructure Systems, technology, facilities, . . Regulatory Product / Service Regulation, ISO Quality Standards, Safety, Environmental, . . .


Organizational Profile2. Business Relationships

Baseline Organizational Structure Business Units, Functions, Board, Management Layers, . . . Customer Relationships Requirements, Satisfaction, Loyalty, Expectations, . . . Value Chain Relationship between everyone in the value chain . . . . Partner Relationships Alliances, long-term suppliers, customer partnerships, . . .


Organizational Profile3. Key Performance Categories

Baseline Customer Products and Services Financial Human Capital Operational External (Regulatory Compliance, Social Responsibility, . . . )


Gap Analysis

Baseline

Baseline / Org ProfileChallenges / SWOT

Gap = Basis for Long-Term Strategic Plan


Components


Major Components of theStrategic Plan / Down to Action

Components

MissionVisionGoalsObjectivesMeasuresWhy we existWhat we want to beIndicators and Monitors of successDesired level of performance and timelinesPlanned Actions to Achieve Objectives

O1O2AI1AI2AI3M1M2M3

T1T1T1Specific outcomes expressed in measurable terms (NOT activities)

Strategic Plan Action Plans Evaluate Progress

TargetsInitiativesWhat we must achieve to be successful

Mission Statement

Components Captures the essence of why the organization exists Who we are, what we do Explains the basic needs that you fulfill Expresses the core values of the organization Should be brief and to the point Easy to understand If possible, try to convey the unique nature of your organization and the role it plays that differentiates it from others


Examples Good and BadMission Statements

Components

To Make People Happy

To Explore the Universe and Search for Life and to Inspire the Next Generation of ExplorersNASAWalt DisneyDoes a good job of expressing the core values of the organization. Also conveys unique qualities about the organization. Too vague and and unclear. Need more descriptive information about what makes the organization special.


Vision

Components How the organization wants to be perceived in the future what success looks like An expression of the desired end state Challenges everyone to reach for something significant inspires a compelling future Provides a long-term focus for the entire organization


Examples of Vision DescriptorsAdeptAggressiveAgileAlignedAssertiveAvailableBest-in-classChallengingClearCompetentComplexCompliantConservativeCoordinatedCriticalDirectEqualDisciplinedEffectiveEfficientEnduringExpandingExpertFastFast-pacedFinancially-soundFocusedGrowthHealthyImprovingIncentivizedIncreasingSolidSolventStableState of the ArtStrongStreamlinedSufficientStrategicSustainableTimelyValue-addedVigilantVisionaryWorld-classInformativeInnovativeLeadingLogicalMajorNimblePioneeringProtectedOrganizedOver-ArchingQuickReadyResponsiveSavvySimple

Components

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Guiding Principles and Values

Components Every organization should be guided by a set of values and beliefs Provides an underlying framework for making decisions part of the organizations culture Values are often rooted in ethical themes, such as honesty, trust, integrity, respect, fairness, . . . . Values should be applicable across the entire organization Values may be appropriate for certain best management practices best in terms of quality, exceptional customer service, etc.


Examples of Guiding Principles and Values

ComponentsWe obey the law and do not compromise moral or ethical principles ever! We expect to be measured by what we do, as well as what we say. We treat everyone with respect and appreciate individual differences. We carefully consider the impact of business decisions on our people and we recognize exceptional contributions.We are strategically entrepreneurial in the pursuit of excellence, encouraging original thought and its application, and willing to take risks based on sound business judgment. We are committed to forging public and private partnerships that combine diverse strengths, skills and resources.


Goals

Components Describes a future end-state desired outcome that is supportive of the mission and vision. Shapes the way ahead in actionable terms. Best applied where there are clear choices about the future. Puts strategic focus into the organization specific ownership of the goal should be assigned to someone within the organization. May not work well where things are changing fast goals tend to be long-term for environments that have limited choices about the future.


Developing Goals

Components Cascade from the top of the Strategic Plan Mission, Vision, Guiding Principles. Look at your strategic analysis SWOT, Environmental Scan, Past Performance, Gaps . . Limit to a critical few such as five to eight goals. Broad participation in the development of goals: Consensus from above buy-in at the execution level. Should drive higher levels of performance and close a critical performance gap.


Examples of Goals

ComponentsReorganize the entire organization for better responsiveness to customersWe will partner with other businesses, industry leaders, and government agencies in order to better meet the needs of stakeholders across the entire value stream.Manage our resources with fiscal responsibility and efficiency through a single comprehensive process that is aligned to our strategic plan. Improve the quality and accuracy of service support information provided to our internal customers.Establish a means by which our decision making process is market and customer focus.Maintain and enhance the physical conditions of our public facilities.

ObjectivesRelevant - directly supports the goalCompels the organization into actionSpecific enough so we can quantify and measure the resultsSimple and easy to understandRealistic and attainableConveys responsibility and ownershipAcceptable to those who must executeMay need several objectives to meet a goal

Components


Goals vs. ObjectivesGOALSOBJECTIVESVery short statement, few wordsLonger statement, more descriptiveBroad in scopeNarrow in scopeDirectly relates to the Mission StatementIndirectly relates to the Mission StatementCovers long time period (such as 10 years)Covers short time period (such 1 year budget cycle)

Components


Examples of ObjectivesDevelop a customer intelligence database system to capture and analyze patterns in purchasing behavior across our product line. Launch at least three value stream pilot projects to kick-off our transformation to a leaner organization. Centralize the procurement process for improvements in enterprise-wide purchasing power. Consolidate payable processing through a P-Card System over the next two years.Monitor and address employee morale issues through an annual employee satisfaction survey across all business functions.

Components


Down to Specifics


What are Action Plans?

Objectives

InitiativesAction Plans

The Action Plan identifies the specific steps that will be taken to achieve the initiatives and strategic objectives where the rubber meets the roadEach Initiative has a supporting Action Plan(s) attached to itAction Plans are geared toward operations, procedures, and processes They describe who does what, when it will be completed, and how the organization knows when steps are completed Like Initiatives, Action Plans require the monitoring of progress on Objectives, for which measures are needed

Down to Specifics


Characteristics of Action Plans

Down to SpecificsAssign responsibility for the successful completion of the Action Plan. Who is responsible? What are the roles and responsibilities?Detail all required steps to achieve the Initiative that the Action Plan is supporting. Where will the actions be taken?Establish a time frame for the completion each steps. When will we need to take these actions?Establish the resources required to complete the steps. How much will it take to execute these actions?Define the specific actions (steps) that must be taken to implement the initiative. Determine the deliverables (in measurable terms) that should result from completion of individual steps. Identify in-process measures to ensure the processes used to carry out the action are working as intended. Define the expected results and milestones of the action plan.Provide a brief status report on each step, whether completed or not. What communication process will we follow? How well are we doing in executing our action plan? Based on the above criteria, you should be able to clearly define your action plan. If you have several action plans, you may have to prioritize.


Action Plan Execution

Down to SpecificsRequires that you have answered the Who, What, How, Where, and When questions related to the project or initiative that drives strategic executionCoordinate with lower level sections, administrative and operating personnel since they will execute the Action Plan in the form of specific work plansAssign action responsibility and set timelines Develop working plans and schedules that have specific action stepsResource the project or initiative and document in the form of detail budgets (may require reallocation prior to execution)Monitor progress against milestones and measurementsCorrect and revise action plans per comparison of actual results against original action plan


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Quantify from Action Level Upin terms of Measurements

Down to Specifics Measure your milestones short-term outcomes at the Action Item level. Measure the outcomes of your objectives. Try to keep your measures one per objective. May want to include lead and lag measures to depict cause-effect relationships if you are uncertain about driving (leading) the desired outcome. Establish measures using a template to capture critical data elements

Measurement Template

Down to Specifics(Insert organization name)(Insert division name)(Insert department name)Risk Frame area objective supports(Insert objective owner)(Insert measurement owner)(Insert reporting contact info)Objective Description description of objective purpose, in sufficient detail for personnel not familiar with the objective to understand its intent. Objective descriptions are typically two or three paragraphs long. This will appear in the pop-up window when you mouse over the objective in the Balanced Scorecard System. References source documentation for objective and objective descriptionComments additional information about the objective not covered in above blocks, such as recommendations for further revision, additional organizations objective impacts, recommendations for coordination / alignment with other objectives, etc.Measure Name - The name exactly as you want it to appear in the Balanced Scorecard, including the measure number (i.e. Percent Employees Satisfied, etc.)Measure Description description of the measure, include its intent, data source, and organization responsible for providing measure data. This will appear in the pop-up window when you mouse over the measure in the Balanced Scorecard.Measure Formula formula used to calculate measure value (if any)Data Source - The source of the data manual, data spreadsheet, or database name and contact familiar with the dataMeasure Weight - the relative weight of the measure based on the impact it has on the overall objective. The total weights for all measures for an objective must add to 100Measure Reporter Person responsible for providing measure data. Include the name, organization and email.Target Maximum Maximum expected value for the measure.Effective Date Date the target first becomes effectiveFrequency How often target data will be reportedUnits Units of measureTarget Point where the measure goes from green to amberTarget Minimum Point where the measure goes from amber to red. The target minimum and target can not be the same value.Scorecard Perspective Name

Integrity Complete; useful; inclusive of several types of measure; designed to measure the most important activities of the organizationReliable: ConsistentAccurate - Correct Timely Available when needed: designed to use and report data in a usable timeframeConfidential and Secure: Free from inappropriate release or attackCriteria for Good Measures

Down to Specifics


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Examples of MeasurementsLead Indicators

Down to SpecificsAverage time to initiate customer contact => shorter time should lead to better customer serviceAverage response time to incident => below average response times should lead to increased effectiveness in dealing with incidentFacilities that meet facility quality A1 rating => should lead to improved operational readiness for meeting customer needs


Examples of MeasurementsLag Indicators

Down to SpecificsOverall customer satisfaction rating => how well you are doing looking backBusiness Units met budgeted service hour targets => after the fact reporting of service delivery volumeNumber of category C safety accidents at construction sites => historical report of what has already taken place


Targets

Down to SpecificsFor each measurement, you should have at least one targetTargets should stretch the organization to higher levels of performanceIncremental improvements over current performance can be used to establish your targetsTargets put focus on your strategyWhen you reach your targets, you have successfully executed your strategy


Examples of TargetsAverage Time to Process New Employee Setups in DB65 days Year 200760 days Year 200855 days Year 2009Utilization Rate for Rental Housing Units90% forYear 200792% for Year 200895% for Year 2009Toxic Sites meeting in-service compliance55% for Year 200770% for Year 200895% for Year 2009Personnel Fully Trained in Safety and Emergency65% by 2rd Quarter75% by 3th Quarter90% by 4th QuarterOpen Positions Filled after 30 day promotion period75 positions Sept 2007100 positions Jan 2008135 positions July 2008% Reduction in Orders Filled Short in 1st Cycle50% by Year 200865% by Year 200985% by Year 2010

Down to Specifics


Make sure everything is linked and connected for a tight end-to-end model for driving strategic execution.

INITIATIVE

Employee Productivity Improvement Program

Employee Satisfaction Survey Rating90% favorable overallMeasureTarget

TargetActual90%45%Percent Satisfaction

gapMEASURE / TARGETOBJECTIVEImprove Employee Satisfaction ACTION PLAN

Identify issues per a company wide survey

Sanity Check . . .

Down to Specifics

Evaluate


Continuous Feedbackthrough the Balanced Scorecard

EvaluateCascade and align from the top to create a Strategic Management System.Use the Balanced Scorecard framework to organize and report actionable components.Use the Scorecard for managing the execution of your strategy. Scorecard forces you to look at different perspectives and take into account cause-effect relationships (lead and lag indicators)Improves how you communicate your strategy critical to execution.


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D2-D5: Build the Balanced ScorecardPerformance Management

EvaluateEstablish a regular review cycle using your balanced scorecard.Analyze and compare trends using graphs for rapid communication of performance.Dont be afraid to change your metrics life cycle (inputs to outputs to outcomes)Work back upstream to revise your plans: Action Plans > Operating Plans > Strategic Plans Planning is very dynamic must be flexible to change.Recognize and reward good performance resultsBrainstorm and change take corrective action on poor performance results.


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D2-D5: Build the Balanced ScorecardAutomating the Process Links to Software Products

Evaluatehttp://www.bscdesigner.com/http://catalystone.com/https://www.clearpointstrategy.com/http://www.corporater.com/en/index.htmlhttp://www.crgroup.com/Pages/home.aspxhttp://distributive.com/http://www.4ghi.se/http://eprocessmanager.com/http://www.iexecutivedashboard.com/http://www.goaltrak.com/https://www.intrafocus.com/http://www.pm-express.com/http://www.profitmetrics.com/http://www.protia-inc.com/http://www.qpr.com/http://www.strategy2act.com/http://www.myvaluesoft.com/


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Link Budgets to Strategic Plan

The worlds best Strategic Plan will fail if it is not adequately resourced through the budgeting process Strategic Plans cannot succeed without people, time, money, and other key resourcesAligning resources validates that initiatives and action plans comprising the strategic plan support the strategic objectives

Evaluate


Every Action Plan should identify the following:

The people resources needed to succeedThe time resources needed to succeedThe money resources needed to succeedThe physical resources (facilities, technology, etc.) needed to succeed Resource information is gathered by Objective Owners which is provided to the Budget Coordinators for each Business Unit. Resources identified for each Action Plan are used to establish the total cost of the Initiative. Cost-bundling of Initiatives at the Objective level is used by our Business Unit Budget Coordinators to create the Operating Plan BudgetWhat Resources? How to Link?

Evaluate


Some Final ThoughtsIntegrate all components from the top to the bottom: Vision > Mission > Goals > Objectives > Measures > Targets > Initiatives > Action Plans > Budgets.Get Early Wins (Quick Kills) to create some momentum Seek external expertise (where possible and permissible)Articulate your requirements to senior leadership if they are really serious about strategic execution


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Recommended Workbook

This is a very useful workbook which includes templates to walk you through every step of strategic planning. Even though it is written for Nonprofits, it can be used for any type of an organization seeking to develop a good strategic plan. You can order this workbook from the link below:


About The PresenterUC COE for Healthcare Injury PreventionPreviously worked with:UCLAFender Guitars BoeingE! Network

About the presentation:Presentation will be sent to all attendees email list is in back.Will cover many concepts very fast, if you have questions I will be available afterwards.Key Concepts will be pointed out take not of these.

Before We Get Started


Welcome to this presentation, as customary in these types of peacock displays lets go over little about your presenter today:While I'm probably some of these, I wont tell you which. I'll let you decide178

Define ERRERR BackgroundERR ConceptsHigh Reliability OrganizationThe Enterprise in ERROpportunity to Apply ConceptsReview and Summary

Overview


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Enterprise Risk Reduction (ERR) is:Combination of age old concepts on productivity, quality, and safety.A revised approach with ERM in mind.A systemized process to improve operations as a whole.

What is Enterprise Risk Reduction?180


These are not new processes, and certainly not mine. These process improvement systems have been around for decades in manufacturing.

This presentation is a combining of these systems into the standpoint of ERM.180

ERR GoalsAs a team of SMEs, address ALL risks together Not just individually for your subject areas.Improve the Output of the process/job/operation.Eliminate all failure points.Create a High Reliability Organization.

What are the Goals of ERR?


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ERR Background


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Operations encompass all business processes.

All operations are based off of one key similarity:

Operational Excellence through ERR

OUTPUT(creating a product or service)

.which is reliant onBUT WE'RE RISK!!! Why look at efficiency?

EFFICIENCY


So in terms of ERR, what does efficiency mean?183

Efficiency is how fast you can get something done.. Right?

First we must answer: What is efficiency?EFFICIENCY...is theCOST PER UNIT

Unit = Value Measurement


Efficiency is how fast you can get something done, right?Partially. Time to complete a task is very prominent and visible so it is often the main thing looked at. In reality, your efficiency is your cost per unit with a unit being whatever your measure of value is. Your measure of value is usually what you would be tracking to justify success.184

RISK!

So, what is efficiency made of?Any ideas?


Efficiency is how fast you can get something done, right?Partially. Time to complete a task is very prominent and visible so it is often the main thing looked at. In reality, your efficiency is your cost per unit with a unit being whatever your measure of value is. Your measure of value is usually what you would be tracking to justify success.185

In ERR, everything is a risk!

ERR Risks are broken down into Risk VariablesOperational Risk (task time, productivity, reliability, user interaction, etc)Loss/Hazard Risk (assets, materials, safety, injuries, etc)Regulatory/Compliance Risk

Management Excellence, Planning & Stress Control

Leadership & Management

Transcript of Management Excellence, Planning & Stress Control