Fcmb march 2011 day 2 revised


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  • At a macro level….
  • Cures? Big three are Performance, Delegation, Accountability,
  • A good diagnosis does not just blame someone else…
  • And consequences. Set high expectations.Why does this work?
  • Why does this work? Lear picture of future state
  • Relative to other tasks
  • Who can choose to do what…Why does this work?
  • Some resource shortage needed to spark human creativity
  • Additional measures drive out trust.
  • Why does this work?
  • Why does this work?
  • Real leader is invisible – the common purpose (that, not personality, persuades)KEY – this idea emerged from the Scientific American reading as well – that the leader articulates essence of the group – WHO ARE WE? Purpose rooted in that essence…Visible leaders put the common purpose in front of the group – shows them what is necessary for them to meet their responsibility to the common purpose--------Leadership occurs when persons (LEADERS) mobilize institutional, psychological, political and other resources – to arouse, engage and satisfy motives of followers.Aim – to reach goals all shareLEADERS INDUCE FOLLOWERS TO ACT FOR CERTAIN GOALS THAT REPRESENT THE VALUES AND MOTIVATIONS – WANTS / NEEDS / ASPIRATIONS / EXPECTATIONS – OF BOTH LEADERS AND FOLLOWERSLEADERSHIP IS INSEPARABLE FROM FOLLOWERS’ NEEDS AND GOALS-------Transactional leadership – human engagement to enable systems to work, routine adaptation to changeTransformational leadership – elevate leader/followers’ human conduct, ethical aspiration, moral awareness – think of what it must have felt like in Stats Canada when MunirShaikh resigned – were they more or less conscious of duties to the public through statistical truth? Were they disempowered, or proud?
  • Ability to perceive and grasp the situation – to make sense of complexity while it’s happening (perceptual, judgmental skill)Organize the experience of the group – to get the “wisdom of the crowd” in other words – to enable a group to cohere and apply its full effortsKEY: making the NEXT situation – different than having decisions fix current “problem”; best decisions shape future environment
  • PowerTrait (born not made) - charismaBehavioural (repertoire of learned skills) – but lacked authenticity hence was rejected by followersSituational (leader – match)Contemporary – transformational- enable others to perform at a level beyond that which they thought they could
  • Best leader – what did he/she do?
  • Are these leader words?Goes to building trust. Authenticity. Lack of pretention. The foundation of your ability to influence others is their trust in you as a leader, their belief that you will do the right thing. Pretending you know more than you do, or failing to recognize and draw on the expertise of others, is a good way to keep people from trusting you and your judgment. This is another of those fine lines that leaders must approach but not cross. On one side of it, people respect your ability to recognize your own shortcomings and your willingness to learn. Without those qualities, people are less likely to trust you. On the other side of that line, however, too much expression of weakness, error, and uncertainty will also diminish people's trust in you.
  • Fcmb march 2011 day 2 revised

    1. 1. Fundamentals <br />of Strategy:<br />Operational<br />Leadership <br />FCMB<br />March, 2011<br />Douglas Reid<br />dreid@business.queensu.ca<br />@douglasreid<br />
    2. 2. Today…<br />Goals for the session<br />
    3. 3. Where have we been?<br />
    4. 4. Customer <br />willingness to pay<br />Strategy<br />Cost of delivering <br />what the customer buys<br />
    5. 5. Implementation happen<br />primarily by changing <br />the allocation of resources<br />consistent with objectives<br />
    6. 6. Money<br />Brands, equipment, IP, <br />licenses, machinery, <br />information, etc.<br />Any non-human asset<br />of an organization that<br />a manager can deploy <br />
    7. 7. People<br />Skills<br />
    8. 8. Time<br />Duration, sequence and <br />project choices to which <br />you apply the money and <br />people that you have<br />
    9. 9. To become a more effective leader, I will…<br />Do more of…<br />___________________<br />___________________<br />___________________<br />___________________<br />___________________<br />Do less of…<br />___________________<br />___________________<br />___________________<br />___________________<br />___________________<br />Start doing…<br />___________________<br />___________________<br />___________________<br />___________________<br />___________________<br />Stop doing…<br />___________________<br />___________________<br />___________________<br />___________________<br />___________________<br />
    10. 10. Misalignment<br />Why do disconnects between strategy and operations occur? Where do they occur?<br />
    11. 11. Misalignments are properties of systems…<br />…not of individuals.<br />
    12. 12. Performance: Expectations<br />
    13. 13. Performance: Why before what<br />
    14. 14. Delegation: Outcome defined<br />
    15. 15. Delegation: Importance and <br />urgency communicated<br />
    16. 16. Delegation: Reasonable deadline set<br />
    17. 17. Delegation: Decision rights set<br />
    18. 18. Delegation: Resources<br />
    19. 19. Accountability: Measures<br />
    20. 20. Accountability: Reporting <br />process and frequency<br />
    21. 21. Accountability: Handling exceptions<br />
    22. 22.
    23. 23. Assignment<br />In your groups, select and describe one important, but hard to fix misalignment between intended strategy and realized outcome at FCMB.<br />When called upon, deliver a short presentation (time to be decided):<br />* What is it? Why does it matter? To whom?<br /> (Hint: effect on willingness to pay, cost)<br />* If it were fixed, what would be the effect on FCMB’s performance?<br />* How to fix it?<br />(Hint: what changes would you make to: expectations, clear outcomes, importance and urgency communicated, reasonable deadline, decision rights, resources, measures, reporting process/frequency, handing exceptions)<br />
    24. 24. Do you see <br />any patterns? <br />
    25. 25. "A leader is best when people<br />barely know he exists…Not so<br />good when people obey and <br />acclaim him; worst when they<br />despise him."<br />Lao Tzu, 630 B.C.<br />Question: Is this statement still relevant today? Why? Why not?<br />
    26. 26. What outcomes can leaders create <br />that managers cannot?<br />
    27. 27. Leadership: The set of processes that initiates and adapts the organization to significant change<br />Management: The set of processes that keeps existing systems running smoothly<br />Source: Conger and Benjamin<br />
    28. 28. Brief history of leadership<br />Power<br />Trait<br />Behavioural<br />Situational<br />Transformational<br />
    29. 29. Leaders influence<br />
    30. 30. The Six Principles of Persuasion<br />Reciprocity<br />Scarcity<br />Authority<br />Consistency<br />Consensus<br />Liking<br />
    31. 31. Trust<br />"I don't know.”<br />"I was wrong.”<br />"I'm sorry.”<br />"Would you help me?”<br />"What do you think?”<br />"What would you do?”<br />"Could you explain this to me? I'm not sure I get it."<br />
    32. 32. Use of time <br />
    33. 33. What signal are you sending?<br />
    34. 34. Tenacity<br />
    35. 35. What will you NOT tolerate?<br />
    36. 36. Let’s summarize<br />
    37. 37. Tomorrow…<br />