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Leadership and culture.070201


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Leadership and culture.070201

  1. 1. Copyright Mark LeslieLeadership and CultureMark
  2. 2. 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!!
  3. 3. 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
  4. 4. 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
  5. 5. Copyright Mark LeslieWhen I want to know whatFrance thinks, I questionmyself.-- Charles DeGaulle, 1966
  6. 6. 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)
  7. 7. 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.
  8. 8. 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…
  9. 9. 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
  10. 10. 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
  11. 11. 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
  12. 12. 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
  13. 13. 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
  14. 14. 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
  15. 15. 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…
  16. 16. 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”
  17. 17. 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”
  18. 18. 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
  19. 19. 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
  20. 20. 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
  21. 21. Copyright Mark LeslieIf you want a friend……Buy a dogROXIE
  22. 22. 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
  23. 23. Copyright Mark LeslieLeadership and CultureMark