Quality Leadership Development


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The Demystification of Quality-Leadership, Presented by Michael Cardus.
An interactive examination of what Quality-Leadership is and how you can leverage existing knowledge, competencies, Quality Practices, tools and initiatives to improve your organization, team and self.

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  • Cognitive Power + Values + Skilled use of Knowledge + Wisdom about people & things + “minus T” the absence of serious personality (temperamental) defects = Current Actual Capacity.Current Actual Capability is the capability to do a particular kind of work at a given level i.e. operate a CNC machine, to manage a sales organization, to design new products. The level of a person’s capability to do some particular kind of work will depend not only upon that persons current cognitive power but also upon how much they value that kind of work and whether they have the training and experience necessary to do the work. Thus someone who DOES NOT value giving leadership to a subordinate is unlikely to have high capability for work in a managerial role as compared to working as an individual contributor.
  • Last vacation when and where? Best time to have a meeting? If you were not here doing this, what would you be doing? First job you made money at? One goal or objective you have for the next 2 days (friday and saturday)?
  • Quality Leadership Development

    1. 1. Mike Carduswww.create-learning.comwww.create-learning.comTheDemystification ofQuality-Leadership
    2. 2. Time SpanPlanningCapabilitiesOrganizationDevelopmentFunctionalHierarchieswww.create-learning.com
    3. 3. •Manager Complains aboutsubordinates•Manager actively pushes outcompetent subordinates•Subordinates actively seek transfersfrom the division•Manager hires subordinates that alsolack the proper capability for the roles•Manager is excessively overcontrolling – micro-managing•Manager fails to set an adequatelybroad context for subordinates towork•Manager sets increasinglyconstraining policies and regulationsin order to gain control•Noticeable deterioration of leadershipqualities as compared with effectiveleadership in previous role•Managers personality has noticeablychangedhttp://create-learning.com/blog/manager-training/before-the-promotion-he-was-nice-had-potentialwww.create-learning.comIndicators that the persondoes not value the workand role they are in“When the Going GetsTough…The ToughDefault To Their Level OfCompetence”
    4. 4. “We all have been hog-tied bypessimistic misconceptions of peopleat work. These misconceptions havearisen from the observation of howpeople behave, understandably, withinbadly flawed managerial leadershipsystems.”-Elliot Jaques“Social Power and the CEO”http://create-learning.com/blog/manager-training/10-misconceptions-about-people-at-workwww.create-learning.com
    5. 5. www.create-learning.com
    6. 6. www.create-learning.com10 Misconceptions About People At Work1. The view that employees do work of value mainly because they have to, rather than out of any inherit sense ofneed and satisfaction in doing so.2. The notion that it is the individual employee rather than the employee‟s immediate manager who should beheld accountable for the results of that employee‟s work.3. The assumption that employees are simply self-centered and greedy when it comes to compensation.4. The concept that labor is a commodity.5. The idea that the managerial hierarchy was useful for the “old economy,” but that is hasoutlived its usefulness and will disappear in the new “E-conomy” of the electronic information age.6. The assumption that people need to be motivated by incentive bonuses to produce more.7. The practice of measuring people‟s effectiveness by their results.8. The notion that some types of roles (sales, research, finance, etc.) call for a higher level of special personalityqualities or competencies (initiative, social-ability, risk-taking, aggression, etc.) than other types of roles.9. The hypothesis that human behavior is too changeable to be amenable to the rigorous objective methods ofmeasurement used in physics.10. The belief that you can get significant and lasting changes in people‟s behavior only by changing the person‟spsychological makeup and values.List is from Elliot Jaques “Social Power & the CEO” 2002
    7. 7. CP + V + SK +Wi + (-T) = CAChttp://create-learning.com/blog/manager-training/is-your-leadership-work-matched-to-capability-how-do-you-knowJaques formula for Role Competence.www.create-learning.com
    8. 8. The great organizational paradox is that effective group collaborationstems from clear recognition of individuals and individual accountabilitycombined with clear specifications of required working role relationships.- Elliot Jaques: Social Power and the CEO. 2002CP + V + SK +Wi + (-T) = CACComplexity Processing + Values + Skilled Knowledge + Wisdom + (-T) the absence of serious personality(temperament) defects = Current Actual Capability-Jaques formula for role competencywww.create-learning.com
    9. 9. • Orange -Strongly (+)predictor ofeffectiveness• Yellow – (+)predictor ofeffectiveness• Grey –Insignificantpredictor ofeffectiveness• Brown - (-)predictor ofeffectivenessWhich Managerial Behaviors Predict Effectiveness?http://kornferrybriefings.com/latest_thinking/what_makes_leaders_succeed.php www.create-learning.com
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    12. 12. Teamwork is the reciprocal relationships of a group of individuals,helping each other and themselves to complete a task or projectthat they could not complete on their own.• What is my role in this team?• How much control / influence will I have in this team?• Will my goals / needs be met by this team?• What will be the level of intimacy in this team?www.create-learning.com
    13. 13. •In the past when involved in interactivefacilitative programs what was successful foryou to learn and find value in the program?• On a scale of 0 – 10 where would you rankyour confidence in your team to make yousuccessful?•What would things be like if you were 1 stephigher on that scale?• For you to leave here saying that our timeadded value to your work, what must beaccomplished?www.create-learning.com
    14. 14. General Attributes or Properties of a System1. Wholeness: A change in one part of a system necessarily affects thewhole system.2. Non-summativity: The whole is different from the sum of its parts.3. Equifinality, multifinality: Equifinality means that the final state may bereached from different initial states and/or by different paths; Multifinalitymeans that similar initial conditions, and/or routing different paths, maylead to dis-similar end states.4. Circular causality, nonlinearity: “The relationship of the progression ofcauses is such that the initial cause is also affected by the progressionitself” (Simon et. al., p.212) which is contrasted with linearity in which“feedback processes are not involved…the cause-effect sequence does notlead back to the starting point.” (Simon et. al., 1985, p. 212)www.create-learning.com
    15. 15. "Beware of the belief that thingscannot be all that bad with currentmanagerial systems.Their serious defects are concealed bythe sound common sense andconstructive impulse of their people."- Elliott Jaqueswww.create-learning.com
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    18. 18. Greatteam dynamicsinclude ?www.create-learning.com
    19. 19. Great team dynamics include – which if any applyto your team effort;o Identify a leadero Establish roles & responsibilities + discuss what each person „brings to the table‟o Establish a set of goals & objectiveso Establish an agenda for managing time to complete the task/meetingo Establish a method to determine how they will reach agreemento Establish ground rules for their meetingso Proper & timely use of quality toolso Maladaptive behaviors are properly dealt with immediately and haveconsequenceso Ability to get started on task/project quicklyo Ability to state what is working and how to improve.www.create-learning.com
    20. 20. What?So What?Now What?www.create-learning.com
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    23. 23. Champions Role Prior to formation ofProject team;•Select team members/ possibly with team leader•Create the business case for the project•Formulate the preliminary problem statement•Identify the preliminary scope of the project•Identify the preliminary goals of the project•Allocate the resources for the team to complete its work•Identify team leaders•Communicate the business case to each team member•Establish a timeline for the project team to complete it‟swork•Establish the milestones along the way for input from theChampion/Sponsor•Distinguish decisions requiring Champion input fromindependent team decisionswww.create-learning.com
    24. 24. Team Leaders Role Prior to initial teammeeting;•Clear & Distinct understanding and support from Champion•Works in correspondence with Champion to select teammembers•Contact and welcome members to the team•Draft initial agenda for first team meeting•Send preliminary charter and initial agenda for comment;incorporates suggestions prior to meeting•Establish team meeting logistics•Establish a relationship and expectations with the processowner•Do a stakeholder analysis on those you‟ve selected as teammembers•Begin to create a list of people from outside the team whosesupport you‟ll needwww.create-learning.com
    25. 25. Team Leader Guidelines:How to select the Right Project Team MembersKey PrincipleTeam leaders ensure that the work gets done, it is not their responsibility to actually do all theproject work. The main reason for having a project team is that each member brings somethingimportant to the project, so the work can be divided among contributing members.Guidelines< > Consider including a combination of people who:•have detailed knowledge of the target process•have the technical skills required to complete the project.•can build commitment and buy-in to the project and its outcomes by virtue of being involvedfrom the start.< > Identify the main activities of the project and ensure that you have the right people tohandle them< > Look in the workgroup of the target process and ensure those closest to the work arerepresented.< > Consider support groups (HR, IT, Marketing, etc…) whose buy-in you will eventually need.< > Ensure finance is involved, even if not on the core team.< > Include member who can represent internal and external customers and suppliers.From Rath & Strong’s Six Sigma Team Pocket Guide.www.create-learning.com
    26. 26. Project Team Members Role Prior to initial team meeting;•If you hear about a project in your area, and want to get involved;Volunteer.•If you‟ve been selected for the project team and you don‟t know why, askprior to the first meeting.•If you havent met the team leader, try and establish contact prior to thefirst meeting.•If you haven‟t seen a draft agenda or team charter, ask the team leader ifthey have one•If you have ideas for the agenda and comments on the draft, send themto the team leader prior to the first meeting•Discuss with your boss the project time commitments and potentialconflicts with your “regular job.”•Prior to the meeting, make notes on what you might be able to contributeto the team, the role you might play, your goals and expectations relativeto this project, and any concerns you may have. Be ready to share thiswith the team•Come with an open mind and positive attitude. This will help the team getoff to a good start and make it a better experience for you and everyoneelse.www.create-learning.com
    27. 27. Content=the “what”ofthe work.Method=“how” theworkgets done.FacilitativeLeadershipwww.create-learning.com
    28. 28. When we talk about the “how” of work (method) weare talking about the language of facilitativeleadership which has two components;1. Facilitative Prevention2. Facilitative Interventionwww.create-learning.com
    29. 29. Facilitative Preventions;Creating and utilizing clear & distinct agendasDetermining the desired outcomes for eachTeam meetingAgreement on team ground rules for eachmeetingAgreement on Decision-Making methods forteamObtaining agreement on specific team rolesand responsibilitiesAgreement on an evaluation method for eachmeetingwww.create-learning.com
    30. 30. Element DesiredOutcomeMethod ResponsiblePartyTime AllottedProject CharterClarify projectscopeAffinityDiagramTeam Leader 45 minutes*Determining desired outcomes for each Team MeetingExample of Desired Outcomes to Team Meeting – Business Case•Explain why this project is worth doing•Explain why the project is worth doing now•Identify what strategic objective(s) are affected by the project•Explain why this project has priority over other projects•Create an agreed-upon statement around the above outcome(s) for theteam meeting.*Example Team Agendawww.create-learning.com
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    34. 34. Most common types of behaviorspeople on teams display;WhispererStory tellerDominant PersonalityDropoutNaysayerVerbal attackerPoliticianTeam Clownwww.create-learning.com
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    36. 36. Telling Persuading Negotiating Involving Appealing5 Ways to Influence People to Cooperatewith Your Team Projectwww.create-learning.com
    37. 37. Is Your Data Persuasive? Relevant: You’re presenting data that the person cares aboutand can do something about.User-Friendly: You’re presenting data in multiple forms, withpictures where possible, in language that is familiar to the person.Easily Verifiable: You’re letting the person know where the datacame from, and how/by whom it was collected. (Still better: theperson was involved in the collection process.)Selective: So that the person will not be overwhelmed, you’veresisted the urge to include every bit of data you have, and you’veprepared backup in case it’s necessary.In Context: You’ve made it clear to the person how this data fitsin what he/she already knows, and have provided points ofcomparison where available and appropriate.From Rath & Strong’s Six Sigma Team Pocket Guide.www.create-learning.com
    38. 38. If you know theperson …You should…Tells storiesEngages inpleasantries.Exhibits interest inpeople involved insituationTolerates DigressionsHas positions thatinvolves people issues.Speak at their pace.Make small talk first;include pleasantries ine-mail and voice mail.Ensure you havedetails on peopleinvolved, includingeffects on the teamSchedule enough timeto allow for off-agendaitemsMatching your communicationto the personwhose help you need.www.create-learning.com
    39. 39. Pitfalls ofand howto avoidthemwww.create-learning.com
    40. 40. Pitfall How to avoidNot knowing whento use / not useemailConsider alternate ways of responding, and becertain that email is appropriate.Don‟t email to avoid the recipient and theirreaction to your message.Follow the other persons lead: if they usually calland are expecting a call, call them.Don‟t “cc” people (such as someones boss) topunish the recipient.Don‟t introduce an idea that might cause therecipient to resist (such as a request for resourcesthat you know they will find disturbing.)Don‟t escalate an ongoing email war.If something has upset you, take time to calmdown and (if appropriate) request clarificationrather than assuming the offense was intentional;refrain from firing off an email in anger.If in doubt about the appropriateness of what youare sending, ask a colleague for an objectiveopinion on how the recipient might interpret yourmessage.www.create-learning.com
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    42. 42. achieving the taskbuilding & maintaining the teamdeveloping the individualTM John AdairActionCenteredLeadershipwww.create-learning.com
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    44. 44. What to dowhen you arenot gettingcooperationwww.create-learning.com
    45. 45. DO Don’tStart by giving the “resistor” thebenefit of the doubt. Consider whetherhe/she is truly resisting your good idea,or just reacting sensibly to a bad idea.Perform a project stake holderanalysisCreate a plan for addressing thisperson‟s specific reason for resistanceand gaining their cooperation.Be sensitive and tactful whenpresenting data that might threaten thisperson (such as root cause andperformance data).Exhibit patience, respect, empathy.Stay connected. Don‟t be put off bythe person‟s emotion.Maintain focus and perspective, andrelax. Work your way through thisproblem methodically one step at atime, just as you do when you apply theDMAIC approach.Force and manipulate peopleinto complianceUse persuasion when it is notappropriateContinue as if everything is fineAssume you can‟t do anythingand just give upLiewww.create-learning.com
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    47. 47. Pluses & DeltasBreakfast of Championswww.create-learning.com
    48. 48. moraleShows itselfAs a state of mindRadiating confidenceIn peoplewhere each memberFeels sure of his own niche,Stands on his own abilitiesAnd works out his own solutions- Knowing he isPart of a teamwhere there existsA sharing of ideasA freedom to planA sureness of worth,And a knowledgeThat help is availableFor the askingto the end thatPeople grow and matureWarmed by a friendly climate-anonwww.create-learning.com
    49. 49. Photo Attributionshttp://www.flickr.com/photos/wistfulmactavish/4696972741/mikecolvin82BarkAnsikepSos.deJronaldleeCarbonNYCKevindooleySubcircleHouse Of SimsOliBacDewitahsBugGuideGjofiliFabian BromannMichaelcardusTama Leaverzanthrax-dot-nlKodomutterren in VirginiaContent Attributions:Six Sigma Team Dynamics; The Elusive Key to Project Success; Eckes, George;Wiley: 2003Six Sigma Team Pocket Guide; Rath & Stong’s;McGraw-Hill: 2003Engagement is Not Enough; Ayers, Keith; Advantage: 2006www.create-learning.com