The 21st Century Leadership

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The 21st Century Leadership

  1. 1. The 21st Century Leadership Mindset<br />“I Am Tomorrow”<br />With James Jeffley<br />
  2. 2. “I”…is the Creative Word.<br />By merely saying “I” you bring to life a mighty host of words; <br />each word a symbol of a thing;<br />each thing a symbol of a world. <br />each world a component part of a universe. <br />That universe is the creation of your “I” which is at once the maker and the made. <br />If there be some hobgoblins in your universe, know that the “I” in you alone has brought them into being.<br />Mirdad would have you know as well that that which can create can also un-create.<br />
  3. 3. Point to Someone in This Room Who Is a “Leader” In Your Eyes<br />Are you pointing at yourself? <br />
  4. 4. “I Am Tomorrow”<br />
  5. 5. Topics<br />Defining / Re-Defining Leadership<br />Shifting Paradigms: Old-School vs. 21st Century<br />Developing a 21st Century Leadership Mindset<br />Personal Leadership Assessment<br />Reinventing CDG<br />Reinventing Work<br />Action Plan<br />
  6. 6. Schedule<br />Begin – 8:00 am<br />Breaks – as needed<br />Adjourn – 12:00 pm<br />
  7. 7. Action Plan<br />What do you want?<br />What’s getting in the way?<br />What will you do to create it?<br />What do you need?<br />By when?<br />What could the benefit / impact be?<br />
  8. 8. What is Leadership?<br />Write your own definition.<br />
  9. 9. John Maxwell<br />&quot;leadership is influence – <br />nothing more, nothing less.&quot;<br />
  10. 10. Warren Bennis<br />&quot;Leadership is a function of knowing yourself, having a vision that is well communicated, building trust among colleagues, and taking effective action to realize your own leadership potential.&quot; <br />
  11. 11. &quot;the process of influencing the behavior of other people toward group goals in a way that fully respects their freedom.&quot;<br />
  12. 12. Leadership<br />“Leadership is the art of taking people where they would not have gone by themselves.”<br /> -Jo Owen<br />
  13. 13. Management is doing things right.<br />Leadership is doing the right things.<br />- Peter Drucker<br />&quot;The only definition of a leader is someone who has followers.&quot;<br />
  14. 14. Management<br />“Management is the art of making things happen through other people.”<br /> -Jo Owen<br />
  15. 15. Outdated Management Ideas<br />Examples?<br />
  16. 16. Top 10 Mistakes Leaders Make<br />Here are four of them:<br />1. The top-down authority attitude. <br />2. Prioritizing paperwork before “peoplework”. <br />3. The absence of genuine affirmation. <br />4. No room for mavericks. <br />
  17. 17. Old-School Management<br />Top-Down, Hierarchical <br />Centralized bureaucracy<br />“Do as I say” – higher position = greater power<br />Workers are simply peons<br />Profit first, People and Planet last<br />You must “go” to work – pay for “presence”<br />
  18. 18. Old-School Structure<br />
  19. 19. The Honest Boss<br />
  20. 20. Nothing Lasts Forever<br />
  21. 21. Nothing Lasts Forever<br />
  22. 22. Nothing Lasts Forever<br />
  23. 23. Nothing Lasts Forever<br />
  24. 24. Reinvention<br />
  25. 25. Reinvention<br />
  26. 26. Reinvention<br />
  27. 27. Reinvention<br />
  28. 28. What Are the Top Challenges We Face As a Race?<br />
  29. 29. What Are the Top Challenges You Face as A Company?<br />
  30. 30. What Are the Top Challenges You Face Personally?<br />
  31. 31. 21st Century Mindset:<br />Every “problem” is merely a solution waiting to be discovered…an opportunity to lead…a chance to make a difference.<br />What opportunities do you see in each “problem” area?<br />What can you do to make a difference?<br />What will you do?<br />Come up with some actions you can take in each area.<br />
  32. 32. &quot;Never doubt that a small group of thoughtful, concerned citizens can change world.<br />Indeed, it is the only thing that ever has.” <br />- Margaret Mead<br />
  33. 33. A 21st Century Paradigm: Shift Priorities<br />
  34. 34. 21st Century Management<br />Organize work around results that customers consider valuable <br />Shift from rigid, centralized management control systems and concentrate on high-quality results<br />Create partnerships within and between depts., and create flexible relationships to increase the focus on serving customer needs<br />Empower employees with the authority, skills, and information required to do their jobs, and redefine managers&apos; role to that of team leader, coach, or facilitator<br />
  35. 35. 21st Century Organizations<br />
  36. 36. CDG 21st Century Leadership Qualities<br />Risk Taking<br />Engagement<br />Vision<br />Know Yourself<br />Willingness<br />Integrity<br />Character<br />Employee Support<br />Communication<br />Find a Way<br />
  37. 37. Personal Assessment<br />
  38. 38. Colin Powell’s 13 Rules of Leadership<br />It ain&apos;t as bad as you think. It will look better in the morning.<br />Get mad, then get over it.<br />Avoid having your ego so close to your position that when your position falls, your ego goes with it.<br />It can be done.<br />Be careful whom you choose.<br />Don&apos;t let adverse facts stand in the way of a good decision.<br />You can&apos;t make someone else&apos;s decisions. You shouldn&apos;t let someone else make yours.<br />
  39. 39. Colin Powell’s 13 Rules of Leadership<br />Check small things.<br />Share credit.<br />Remain calm. Be kind.<br />Have a vision. Be demanding.<br />Don&apos;t take counsel of your fears or naysayers.<br />Perpetual optimism is a force multiplier.<br />
  40. 40. Building Blocks for 21st Century Leaders<br />
  41. 41. 21st Century Building Blocks<br />Down to Earth<br />Keep Your Hands Dirty<br />Make Short-Term Goals and Long-Term Horizons<br />Let Go<br />Have Everyone Think and Act Like an Owner<br />Invent New Businesses<br />Create Win-Win Solutions<br />Choose Your Competitors (& Customers)<br />Build Communities<br />Grow Future Leaders<br />
  42. 42. 5 Building Blocks ofSuccess or Failure<br />
  43. 43. 21st Century Principles of Motivation<br />
  44. 44. Reinventing Work: The ROWE<br />Results Only Work Environment<br />In this model, employees are paid for results (output) rather than the number of hours worked. The goal is to keep workers who deliver results while firing those who are not productive.<br />ROWE in practice means &quot;each person is free to do whatever they want, whenever they want as long as the work gets done.&quot;[2] Employees control their own calendars, and are not required to be in the office if they can complete their tasks elsewhere.<br />
  45. 45. ROWE, ROWE, ROWE Your Boat<br />In place at:<br /> Best Buy<br />J.A. Counter & Associates<br />Dixie Iron Works<br />SpinWeb<br />Yum Brands<br />Brighton BanCorp<br />Girl Scouts of San Gorgonio Council<br />South Metro Human Services<br />Productivity up 41% and voluntary turnover down 90%<br />
  46. 46. Benefits of a ROWE<br />PRODUCTIVITY – Get more work from existing workforce now <br />RETENTION – Keep the talent you want; say goodbye to the talent that isn&apos;t producing results <br />ATTRACTION – Be a magnet for the best talent from all generations <br />ELIMINATION OF WASTEFUL PRACTICES – Elimination of unnecessary tasks and processes; communication becomes more efficient and effective <br />A WORKFORCE THAT&apos;S FLUID, FLEXIBLE AND ACCOUNTABLE – Ability to perform in a more agile, 24/7 manner with clear, measurable goals for every employee <br />OPTIMIZATION OF SPACE – No need for 1:1 workspace requirements or hoteling programs <br />LIFE BALANCE FOR ALL – Environment that is inclusive and fair without the headache of managing a flexible work program <br />IMPROVED EMPLOYEE ENGAGEMENT/MORALE/LOYALTY – Happy employees boost the bottom line, are more dedicated and produce better results <br />GO GREEN – Reduce your impact on the environment by creating a culture where everyone uses common sense about where they get work done – whether from home, a coffee shop or library. Wherever. Whenever. <br />
  47. 47. Latest Book<br /><ul><li>No official structure
  48. 48. No org chart
  49. 49. No business plan or mission statement
  50. 50. No goals or long-term budget
  51. 51. No fixed CEO or VP’s
  52. 52. No HR department
  53. 53. No job descriptions or employee contracts
  54. 54. No one approves or monitors expense accounts</li></li></ul><li>The Results:<br />1993 revenue: $35 Mil<br />2003 revenue: $212 Mil<br />3,000 + employees – virtually 0 turnover<br />2,000 products<br />10 – 12 product / service divisions<br />Union environment<br />Operate globally<br />
  55. 55. The World’s Most Unusual Workplace<br />Get rid of the managers<br />The best way to invest corporate profits is to give them to the employees<br />The purpose of work is not to make money. It is to make the workers feel good about life.<br />
  56. 56. What’s Different?<br />Wear what you want to work<br />Employees can work at home<br />All financial information is freely shared<br />Employees are taught to read financial statements<br />Employees make corporate decisions<br />Employees start their own businesses with company assets<br />It’s a union shop<br />
  57. 57. What’s Different?<br />Employees set their own salaries<br />Salaries are published<br />Manager salaries capped at 10 X entry level<br />Factory workers can come in anytime between 7:00 am and 9:00 am<br />Employees make hiring decisions <br />Employees evaluate their bosses<br />Employees decide how bonuses are distributed<br />
  58. 58. “Any intelligent fool can make things bigger, more complex and more violent. It takes a touch of genius – and a lot of courage –to move in the opposite direction.”- Albert Einstein<br />
  59. 59. Resources <br />
  60. 60. Resources <br />
  61. 61. The 21st Century Leadership Mindset<br />With James Jeffley<br />

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