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Practicing Leadership

Practicing Leadership



Gary Floss

Gary Floss
2010 Quality Fair



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    Practicing Leadership Practicing Leadership Presentation Transcript

    • “Practicing leadership is like growing older--It's not for the faint at heart!" You don’t have to be the “Big Boss” to be an effective leader! Gary Floss University of Minnesota Quality Fair – 04 Feb 2010 1
    • Topics Covered 1. Leadership vs. Management  What are the attributes?  What are importance levels? 2. Values-driven Leadership  What part does “understanding culture” play? 3. Concept of the “Right Questions to Ask”  What are the questions that leaders need to ask? 4. Leadership companion to Plan/Do/Check/Act: “Start, Stop, Keep” 2
    • 1. Leadership vs. Management 3
    • Management: Management: Keep the existing Keep the existing train running as train running as designed designed 4
    • Leadership: Leadership: See a vision of where we See a vision of where we could be, and lead us there could be, and lead us there 5
    • Leadership -- explain and share the Vision, so everyone can see it 6
    • A Leader’s View of ongoing Continuous Improvement Progress – 1000 point scale To-Be 750 Desired Future State 500 As-Is Current 250 State Core Values of the Organization time 7
    • “Leaders have to create other leaders. All leaders have three stories” 1. Who Am I Story? 2. Who We Are Story? 3. Where Are We Going Story? Noel Tichy – University of Michigan, author of The Leadership leaders who “Winners have good Engine nurture the development of other leaders at all levels of the organization” 8
    • Leader vs. Manager: attributes Subject Leader Manager Essence Change Stability Horizon Long-term Short-term Seeks Vision Objectives Power Personal Formal authority charisma Dynamic Proactive Reactive Style Transformational Transactional Examples: 6 of 24 attributes mentioned Reference: 9 www.ChangingMinds.org
    • The Two Most Important Keys to Effective Leadership  According to a study by the Hay Group, a global management consultancy, there are 75 key components of employee satisfaction (Lamb, McKee, 2004). They found that:  Trust and confidence in top leadership was the single most reliable predictor of employee satisfaction in an organization.  Effective communication by leadership in three critical areas was the key to winning organizational trust and confidence: o Helping employees understand the company's overall business strategy. o Helping employees understand how they contribute to achieving key business objectives. o Sharing information with employees on both how the company is doing and how an employee's own division is doing - relative to 10 strategic business objectives.
    • Leadership Leadership • Mission • Vision • Values • Action 11
    • 2. Values-Driven Leadership Personal Values & Organizational Values 12
    • Core Values Which of th ese core values most pertain to Leadership?  Visionary Leadership  Managing For Innovation  Customer-Driven Excellence  Management by Fact  Organizational & Personal Learning  Social Responsibility  Valuing Employees & Partners  Focus on Results & Creating Value  Agility  Systems  Focus on The Perspective Future 13 Reference: MBNQA
    • Example: Visionary Leadership  Your organization’s senior leaders should – set directions – create a customer focus, – create clear and visible values, – create high expectations.  The defined values and strategies should help guide all of your organization’s activities and decisions.  Senior leaders should be responsible to your organization’s governance body for their actions 14 and performance.  Senior leaders should serve as role models.
    • Why Pay Attention to Culture? “Culture eats “The culture of strategic plans an organization for lunch every lives in its time.” language.” Dr. Bill Rupp, M.D. & CEO, Jacksonville, FL Clinic Campus Martin Heidegger Mayo Health System “On Time and Being” 15
    • High Achiever “One who never sees himself or herself as a finished product”
    • “Level 5 Leadership: The Triumph of Humility and Fierce Resolve” (Jim Collins, 2001) Level 5 – Enduring Greatness Level 4 – Effective Leader Level 3 – Competent Manager Extreme personal humility Level 2 – Contributing Team Member Intense professional will Level 1 – Highly Capable Individual 17
    • 3. The “Right Questions to Ask” 18
    • Need to be a Systems Thinker: Baldrige Core Value of “Systems Perspective”  Successful management of overall performance requires organization-specific synthesis, alignment, and integration.  Synthesis means looking at your organization as a whole and builds on key business attributes, including your core competencies, strategic objectives, action plans, and work systems. 19
    • System of Profound Knowledge They don’t even know the right questions to ask!!  Four Interrelated Parts: – Appreciation for a System Dr. W. Edwards Deming – Understanding of Variation – Theory of Knowledge – Psychology 2 0
    • Language of Money vs. Language of Things Cascade Organizational Convert THINGS into Goals Into Return on Investment Dept. Goals, Project Opportunities Measures, Projects 21
    • No problems Balanced Scorecard? ahead, my Net Worth Weight: 342 lb. is $11,250,567 Blood Pressure 290/160 Smoke 3 packs 22 a day
    • Balancing the Voice of the Customer, the Process, the Employee Voice-of- Voice-of- the-Process the-Customer (VOP) (VOC) Operational Customer Excellence and Market Focus Costs Voice-of- Management the-Employee (VOE) Employees 23
    • “Get Off the Fire Truck” (Jim Womack, Lean Enterprise Institute founder)  “Stop the ‘Firefighting’”: Many managers in organizations spend a large amount of their time in “firefighting” – with customers, suppliers, design, operations.  Instead: 1. Agree on what is important 2. “Create brilliant lean processes to achieve what's important” 3. Create stability and then continuously improve every process 24 4. Mentor subordinates as lean managers
    • An Organizational example (circa 1990’s)  Discourage Firefighting & Encourage Prevention Of 26 reward & recognition systems available to managers/executives; 8 of these were negatively correlated to the desired behavioral attribute 25
    • 4. Start, Stop, Keep model 26
    • After measure & assessment; what’s the plan?  Things we need to keep doing.  Things we need to start doing.  Things we need to stop doing.
    • Arnie Weimerskirch, retired VP, Quality, Honeywell  10 PRINCIPLES OF CHANGE #2 Use a credible management model 28
    • Model for Change Probability of Change is high if C is lower than the sum of DMP D + M + P > C Perceived Process Cost of making the change Model of the future -- Including without that dissatisfaction “costs” to Dissatisfaction with the present employees & the 29 organization
    • Part of the Planning Challenge – the “Duality of Work” Principle Where everyone personalizes the concept of: “Working in the “Working on the Process” while (improving how we do the Process” also work) (delivering results) Management has the special responsibility of providing a work climate that enables (time and resources) and rewards this behavior
    • Summary 31
    • A Fundamental Truth! of Strategic Quality Management  Quality begins at the top and succeeds only through top- management leadership . . . and constancy of purpose. And: Yes, leadership can occur at any level 32
    • Alignment of Soft Systems – “support the People side of the equation” Training ? ? Reward Recognition Goals •Individual ? •Team Communication •Organizational Promotion ? 34
    • “Quality Makes Money” Why Do We Measure? 1) to determine data that can be used as a source of ideas for improvement 2) to check progress against expectations if you are falling short of expectations, go back to (1) and use the data as a beginning point for more improvements
    • Any Questions 36