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Leadership and culture.070201
 

Leadership and culture.070201

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    Leadership and culture.070201 Leadership and culture.070201 Presentation Transcript

    • Copyright Mark LeslieLeadership and CultureMark Lesliemleslie@leslieventures.com
    • Copyright Mark LeslieValues and Culture Values A statement of what is supposed to be important around here Sometimes an ideal or optimistic statement And, by implication, what is not important If it works, a guide to inform both tactical and strategic businessdecisions Culture The character of the organization What everyone knows about how things get done and what isimportant Pervasive in every nook and cranny of the work life “Values” is talking the talk “Culture” is walking the walk!!
    • Copyright Mark LeslieThe Buck Stops Here Culture flows from the top (CEO) down Decisions An expression of values Process How the organization works Character PersonalityA new CEO = a new Culture
    • Copyright Mark LeslieProprietorship vs. Stewardship Fundamental issue of leadership style Proprietorship is about “ME”…and what you can do for me today Stewardship is about “US”…and what we can build together for thefuture
    • Copyright Mark LeslieWhen I want to know whatFrance thinks, I questionmyself.-- Charles DeGaulle, 1966
    • Copyright Mark Leslie“A leader is best when people barelyknow that he exists. When his workis done, his aim fulfilled, they will allsay, ‘We did it ourselves.’”--Lao-tzu(sixth-century B.C. philosopher and founder ofTaoism)
    • Copyright Mark LeslieBe Visible, Be Invisible Be Visible There is a large part of leadership which is public (and mostly obvious) MBWA Many and varied public meetings Be exceptionally accessible Be Invisible The real work of leadership is behind the scenes, OFTEN ALONE Leadership is creating an environment where: people can independently apply their intellect judgment and energy …to advance the vision and goals of the organization …and achieve a personal sense of accomplishment in their work It is NOT “management”, which is accomplishing complex tasks throughothers.
    • Copyright Mark Leslie“Glamorous” is the Opposite ofLeadership Don’t get confused -- It is not about “ME” A Leader must always think of others and put themfirst You can be a comrade to your followers, but you cannever be one of them When you are doing the “glamorous things”, you arejust doing your job on this teamWarning of Danger:GLAMOR IS SEDUCTIVE…
    • Copyright Mark LeslieIf You Are Loyal to One, YouAre Loyal to None A leader must be loyal to the missionabove all else A leader is responsible for the well beingof ALL of his people A leader is the keeper of fairness andequity in the organization
    • Copyright Mark LeslieThe Further You Are from a Problemthe Less You Know About It Trust those on the front lines – the reallydo know more than those “back home”. The first line manager knows less aboutthe specifics, and THE NEXT managerknows even less. When you get to the top you don’t reallyknow anything about anything anymore! You trade situational knowledge forjudgment, experience and perspective
    • Copyright Mark LeslieThe Higher Up you Get, the FewerDecisions You Should Make Everyone “offers” you the decision What is the impact of the decision Have they thought about it? Are they, more or less, in the right quadrant? What is the downside? Allowing others to make decisions has realmeaning to them, and develops theirjudgment and maturity
    • Copyright Mark LeslieThe More Power You Give Away, theMore You Have You empower individuals by giving them Knowledge; Authority; and, An acceptable margin of execution error “What I know that you don’t know makesme more powerful than you.” A leader has the power to level this playingfield!!! And diminish politicization of the organization Empowered individuals will be loyal to the company andloyal to the leadership A loyal empowered workforce is a force multiplier for the
    • Copyright Mark LeslieKnow Thyself We all want to know everything, and be best ateverything It is a hallmark of great leaders that they know their own Strengths (the easy part) and Weaknesses (the hard part) Likes Dislikes Augment your weaknesses with other peoples strengths If possible find others to do the things you don’t like Check to see if your self-assessment is shared by others
    • Copyright Mark LeslieTrust and You Will Be Trusted The first level of trust is based on the “fairplay” that is visibly exercised Great leadership comes from a deepsense of trust between the leader and theled As a leader, you MUST take the first step,you must trust first! You may occasionally get disappointed, butthe payoff is greater than the cost
    • Copyright Mark LeslieConfront the Issues Directly,But be Thoughtful, Gracious and Caring There are many tough things that you need to do Firing one of your executives who is a friend Negotiate hard deal Go after a competitor Reduce your work force But you can do all things with caring and grace Treat each and every person (and company) youmeet with dignity and respect And…, you never know when you will run into themagain…
    • Copyright Mark LeslieThe Truth, the Whole Truth, andNothing but the Truth… A key job of leaders is to “Fix Broken Stuff” If you do not know what is broken, you can’t fix it Everyone wants to tell you what they think you wantto hear… … in a way that will make them look good… You must find a way to convince people that youneed to know the truth……and you must always “Honor theMessenger”
    • Copyright Mark LeslieListen to Everyone, but Trustyour Own Judgment Each business is complex and unique There are no formulas, fads and gurus with quick and easyanswers Be genuinely open, listen constructively and learn Hold your opinions in abeyance while you collect information –this is counter intuitive to all we have learned. It is very hard todo! At the end of the day, trust your own judgment“If something does not seem to make sense……it most probably isn’t sensible”
    • Copyright Mark LeslieThere is Life after Death In the course of events there WILL BE black days…days so black that all you will see is despair Everyone will be looking at you! Communicate candidly and directly Be calm and show them a little bit of light at the end of the tunnel, butnot false hope Focus on the things that you can do to make a difference Overcoming adversity together forges teamwork and trust Dark days are “leadership opportunities” When things are great, remind people that there will be dark daysagain
    • Copyright Mark LeslieOnly Those Who Are Both Paranoidand Courageous Will Survive You never know where and how the worldmight change Great companies make transformationalchanges You may have to put your whole company atrisk in order to save it You need the courage to stay the coursein spite of many who tell you otherwise
    • Copyright Mark LeslieThere is No Finish Line… Building a great company is like building acathedral those who start it hopefully will not see itscompletion Each accomplishment is a prelude to thenext challenge The IPO is not a “harvest”, simply onestep on the long road
    • Copyright Mark LeslieIf you want a friend……Buy a dogROXIE
    • Copyright Mark LeslieValues and Culture make itworthwhile We spend more time “at work” than any other singleactivity in our life Since the outcome of our efforts is not alwayspredictable, the quality of the daily experience is veryimportant Values and culture define the character of the company Values and culture permit us to do our work withintegrity, and to conduct business in a civilized andhonest environment Values and culture help the organization to recruit thebest, the brightest, and the principled Values and culture do NOT sap the competitivecapability
    • Copyright Mark LeslieLeadership and CultureMark Lesliemleslie@leslieventures.com