Anthony Silard Presentation 1


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Anthony Silard Presentation 1

  1. 1. Business Leadership Conference: Tg. Mures, Romania With the Support of The Post-Privatization Foundation September 29, 2010 Facilitator: Anthony Silard, President, The Executive Leadership Institute
  2. 2. Leadership Session: The Flexible Leader: Finding the Balance BetweenBetween Flexibility and Control COPYRIGHT CSL 2009
  3. 3. Leadership Principle: 1)Hire the best. 2) Agree on goals. 3) Get out of the way. COPYRIGHT CSL 2009
  4. 4. Goal vs. Strategy “Tell them what you want, reward them for giving it to you, and get out of the way. That’s my strategy in a nutshell.” -- Gordon Bethune-- Gordon Bethune COPYRIGHT CSL 2009
  5. 5. Goal vs. Strategy “Find the best staff that you can afford and hire them, because it’s the staff that touches children and family lives. That’s the first thing. The second thingThat’s the first thing. The second thing is to make sure that all of your programs have clear goals that are measurable. And the third thing is get out of the way. Let the staff do their work.” -- Exec. Director of a dropout prevention programCOPYRIGHT CSL 2009
  6. 6. Coach or Commander? “I would assign a task and say, ‘I’d like for you to get back to me in thirty days on this.’ I was naïve enough to wait thirty days and they hadn’t done anything. I would get angry and dismiss them And then I learned the people I was employing in their place very often weren’t as good as they were. People have to be reminded. They have to be pushed.” -- John Johnson, Founder, Ebony Magazine COPYRIGHT CSL 2009
  7. 7. Flexibility and Trust “If you suspect a man, don’t employ him, and if you employ him, don’t suspect him.” -- Ancient Chinese Proverb “I believe if you hire a man to do a job, you ought to get out of the way and let him do it. If you doubt his ability, you shouldn’t have hired him in the first place.” -- Ray Kroc, Former CEO, McDonald’s Corporation COPYRIGHT CSL 2009
  8. 8. Alfred Sloan • Transformed GM into the largest industrial• Transformed GM into the largest industrial company in the world and the automobile industry leader. • Expanded number of GM employees from 25,000 to 6 million • Increased annual sales revenue from $270m to $14.6 billion. COPYRIGHT CSL 2009
  9. 9. Alfred Sloan “From decentralization we get initiative, responsibility, development of personnel, decisions close to the facts, flexibility – in short, all the qualities necessary for anshort, all the qualities necessary for an organization to adapt to new conditions. From coordination we get efficiencies and economies [of scale].” COPYRIGHT CSL 2009
  10. 10. Gordon Bethune • From Worst to First: Orchestrated one of the greatest• From Worst to First: Orchestrated one of the greatest turnarounds in airline history – including eleven straight quarters of record profits and a total profit of $556m • Two years after being named worst airline in the industry, Continental leaped from last to third best in DOT quality indicators • Continental chosen by BusinessWeek as stock of the year COPYRIGHT CSL 2009
  11. 11. Goals vs. Rules “The job of a supervisor isn’t to look over people’s shoulders. It’s to hire good people and let them do their jobs!....It’s always better to give employees goals rather thanbetter to give employees goals rather than rules. Goals allow them to focus on results, rules suggest they should worry more about compliance than any other factor – which is counter-productive.” -- Gordon Bethune COPYRIGHT CSL 2009
  12. 12. Flexibility Strategy #1: Interact Less with Your Employees at theEmployees at the Transactional Level and More at the Transformational Level COPYRIGHT CSL 2009
  13. 13. HRM in 6 Steps 1) Agree with each employee on their primary goal. 2) Tell them how the goal will be measured. 3) Tell them what the rewards will be. 4) Give the employee a few days or a week to design4) Give the employee a few days or a week to design their own strategies to achieve the goal. 5) Ask the employee to answer the questions in the Goal vs. Strategy Template. 6) Schedule a ‘Strategy Meeting’ with the employee. COPYRIGHT CSL 2009
  14. 14. Goal vs. Strategy Template: Doing the Ordinary Extraordinarily Well: Uncommon Focus and Continuous Learning Name: Primary Goal: 1) Why is this goal crucial to the achievement of our mission? 2) List the strategies you will employ to reach your goal, in the order in which you plan to carry them out. 3) How are these strategies different from those you used before? Please explain, and describe what you learned from the previous strategies you employed. 4) Why do you believe these strategies will work? 5) How will you measure your progress? Please indicate measurable outcomes you will aim for, and the dates you plan to achieve them. 6) What obstacles do you anticipate that may obstruct your progress? How will you overcome these obstacles? 7) What additional resources will you need to employ these strategies?COPYRIGHT CSL 2009
  15. 15. Flexibility Strategy #2: Deliberate Rather ThanRather Than Judge Staff-designed Strategies COPYRIGHT CSL 2009
  16. 16. Flexibility Strategy #3: Partner andand Mentor Rather Than Manage COPYRIGHT CSL 2009
  17. 17. Rewritten Leadership Principle 1) Hire the Best. 2) Agree on Goals. 3) Mentor on Strategy. 4) Get Out of the Way. (Encourage the staff-4) Get Out of the Way. (Encourage the staff- person to implement and then evaluate the success of each strategy.) 5) Go to #3. COPYRIGHT CSL 2009
  18. 18. Identify Your Own Leadership Style Put an ‘X’ where your personal leadership style falls: ___________________________________ Coach Conductor Commander Encouraging Flexible Controlling COPYRIGHT CSL 2009
  19. 19. Personal Flexibility Inventory Encouraging Flexible Controlling Work Family Confident Family relationships Friendships Intimate relationship Relationship with self COPYRIGHT CSL 2009
  20. 20. Flexibility Strategy #4: If a staff-person’s strategy is within one standard deviation of what your own would beof what your own would be (within the 2/3 of likely strategies closest to what you would do yourself) then leave it alone. Let them give it a try.COPYRIGHT CSL 2009
  21. 21. WWW.EXECLEADERS.COM Now that you have completed your leadership training with The Executive Leadership Institute, you have just begun! Here is how you can stay plugged in andHere is how you can stay plugged in and receive free leadership articles and videos from the world’s top leadership trainers including Anthony Silard, President of ELI, and other trainers from Harvard Business School, Oxford Business School, Georgetown Business School and more:
  22. 22. WWW.EXECLEADERS.COM 1) Register with username/password 2) Join Blog and Facebook group (in top right corner) 3) Provide Feedback on this conference (‘Feedback on top Navigation bar) 4) Share a Best Practice/Download free leadership4) Share a Best Practice/Download free leadership articles and videos 5) Receive leadership newsletter: The Balcony (Step Off the Stage and onto The Balcony to gain insights on your personal leadership style and observe yourself on stage) COPYRIGHT ELI 2010 WWW.EXECLEADERS.COM