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Book Review
- 1. Last Week "Managers who try to suppress conflict not only make things worse, but also stifle opportunities for creative problem-solving.” —Michael Wheeler, retired professor, Harvard Business School
- 2. Look Back on Topics: Group Level & Leadership Leadership traits, behaviors, models. How to lead authentically. How to create highly effective work groups and teams. Power of effective communication in employee satisfaction and change management. Organizational Level How is culture transmitted to employees? Strategies to create a positive organizational culture. Management & the Individual Understanding the impact of individual styles at work. Assessing your style. Working through style conflict. Complexity of decision making. Strategies for effective decision making. authentically
- 3. Situation! It’s 1989, during the Gulf War The pentagon discovers a teenager hacking into the Air Force computer systems Just days prior to Iraq invading Kuwait What would you do?
- 5. The Author!
- 6. Why We Choose the Book!
- 7. Four key points of Open Door Leadership Knowing your Employees Matching Suitedness Envisioning desired results Providing ongoing support.
- 10. Knowing Your Employees (Emily) Analysis of Content: Ch. 4- Who Deserves Opportunity Ch. 6- The Door to a Second Chance Ch. 7- Opening Doors for others
- 11. Knowing Your Employees (Emily) Give Example: Hallmarks: THINK, MAKE, SHARE
- 12. Knowing Your Employees (Emily) Relate to Class: Personality and Values: Work Style (North, West, South, East), True Colors (Greens, Oranges, Golds, Blues), Myers-Briggs Type Indicator, Big Five Model Work Team: Turning Individuals into Team Players (Selecting & Training Team Players) Organization: Ration Decision-Making Model
- 13. Matching Suitedness (Emily) Analysis of Content: Ch. 2- Opportunity Focus Ch. 3- Purposeful Discomfort Ch. 5- Thought-Shifting Door
- 14. Matching Suitedness (Emily) Give Example: Googler? Fortune names Google "Best Company to Work For”!
- 15. Matching Suitedness (Emily) Relate to Class: Personality and Values: Person- Job/Organization Fit Theory (Holland’s six personality types and proposes) Attitudes and Job Satisfaction: Impact on Workplace (Exit, Voice, Loyalty, Neglect) Motivation: Maslow’s Hierarchy & Herzberg’s Two Factors (5 Needs & Motivators and Hygiene Factors)
- 16. Envisioning Desired Results (JP) “Opportunity is more powerful even than conquerors and prophets.” -Benjamin Disraeli You must have a clear picture of the desired benefits that an opportunity presents for the employees and the organization. Do “future casting” with employee Think through the actions that need to occur in order to maximize probability of success “IN” Courage people; that is to put courage in your employees, not taking it away
- 17. EX: Sit down and have a discussion with the employee and discuss why you chose them, outline the opportunity for them and the organization, and create an action plan. Develop a clear picture of a successful outcome Very similar to the 4th level of Level 5 leadership; “catalyze commitment to and vigorous pursuit of a clear, compelling vision”
- 18. Provide Ongoing Support (JP) Outgrowth of the other 3 skills Periodically ‘check-in’, not ‘check-up’ Offer encouragement and guidance Be a ‘Filler’ not a ‘Spiller’ Level 5 – being a catalyst from good to great Authentic Leader’s help to empower other leaders
- 19. Revisiting the Situation! It’s 1989, during the Gulf War The pentagon discovers a teenager hacking into the Air Force computer systems Just days prior to Iraq invading Kuwait Any different thoughts about what would you do?
- 20. Conclusion Special Agent, Jim Christy Shifted a problem into an opportunity Mr. Fusion was no longer a “hacker” but now a “cracker”. Mr. Fusion is now a tax-paying citizen who employees other “hackers” for the benefit of national security. Original director of X-Force, CTO of IBM Internet Security Systems, founder and founding CEO of the cybersecurity firm, Endgame
- 21. Rationale of Book Choice Manager vs. Leader Focus on new leadership Model- Open Door Leadership Authentic Leadership Understanding of Leadership Power Impact of Global Workforce on teams. Creating Highly Effective Teams
- 22. Conclusion Circle of Open Door Leadership Call to Action! Other Leaders Real Life Conclusion (Donna)
Editor's Notes
- Welcome to our presentation. We hope everyone had a nice Thanksgiving holiday. Last week we left off with this book, “Making Conflict Work” This quote, “Managers who try to suppress conflict not only make things worse, but also stifle opportunities for creative problem-solving,” resonated with us about how “opportunities for creative problem-solving” goes hand-in-hand with the book we have chosen to review.
- We have spent the last couple of months learning about management –vs-leadership, teamwork, decision making, communication and authentic leadership. Before introducing our book, we would like to present a “conflict” or “problem” that an organization was faced with. As a leader in that organization, please consider how you might handle the situation.
- In 1989, during the Gulf War, the Pentagon caught a teenager hacking into the Air Force computer systems. Bear in mind, this is war time, a matter of national security and potentially an international threat. This happens to be just days prior to Iraq invading Kuwait. How would you handle this situation? (JP will write responses on the whiteboard) Very good suggestions. At this time, Kaleb, Emily and JP will go over our rational, analysis and viewpoint of our book, Leaders Open Doors. Please keep this scenario in mind, we will revisit this again.
- Bill Treasurer is the Chief Encouragement Officer at Giant Leap Consulting! Bill is a former member of the U.S. High Diving Team.
- Knowing Your Employees- Matching Suitedness. Envision the desired results Providing ongoing support
- Ok, well we are back in 1989 and this hacker has been caught by the Pentagon. After hearing what Bill Treasurer, Emily and JP have to say about “Knowing Your Employees,” “Matching Suitedness.” “Envision the desired results,” and “Providing ongoing support”… do you have any different thoughts about how this hacker might be dealt with?
- Special Agent Jim Christy is chief of the OSI's (Office of Special Investigations)computer crime investigations unit. Christy has snared his share of both varieties, one of whom was a Washington, D.C., teen-ager who pled guilty to breaking into the Air Staff's system just days before Iraq invaded Kuwait in 1989. With tension building in the Persian Gulf, Christy feared the enemy could exploit computers under OSI jurisdiction, which includes all Air Force and Air Force-interest systems, the Defense Logistics Agency, Defense Security Assistance Agency, Ballistic Missile Defense Office and the Office of the Secretary of the Defense. So the agent struck a bargain with the hacker, known as "Mr. Fusion." Christy would testify during sentencing on his behalf if the youth agreed to help the Air Force secure its networks. Christy provided the cracker a workspace, computer and modem, and asked him to penetrate as many Air Force computers as he could while agents recorded his every keystroke. In three weeks, the youth breached more than 200 Air Force systems. "Unfortunately, none of the victims reported the intrusions," Christy said. A more recent survey, conducted by the Defense Information Systems Agency, found that its technicians, using hacker methods and tools, were able to gain privileges on 88 percent of military systems, with only 4 percent detecting the intrusions. Of the 4 percent, only 5 percent reported the violations. "That's not onesies and twosies; we're talking like over 12,000 systems," Christy said. "This is an invisible crime; people don't see this. Systems administrators and security people don't see it when it occurs." The Air Force Information Warfare Center is trying to remove those blinders. AFIWC tracks network activity at 18 bases, using an "automated security incident measurement" program. The center, located in the Air Intelligence Agency at Kelly AFB, Texas, also has carte blanche from the Air Force to survey any of their computers for security holes. An OSI computer crime investigator is permanently assigned to AFIWC. The center's technicians work shoulder-to-shoulder with agents in the field, setting electronic trip wires and data recorders to capture hacker sessions and other evidence crucial during prosecution. This stealthy software surveillance capability was first used during the Rome Lab intrusion. "In the past, we weren't as covert as we would've liked," Christy said. "Basically, it was like turning the lights on and watching roaches scurry for the walls. You didn't have long to watch them and then they disappeared. This time, however, we basically went in without turning on the lights, wearing night-vision goggles and watched the roaches at work." Chris Rouland is founder and founding CEO of cybersecurity firm Endgame, Inc. (untikl 2012, still on BOD) Rouland was previously chief technical officer (CTO) and distinguished engineer of IBM Internet Security Systems after IBM purchased Internet Security Systems, Inc. (ISS) in 2006. Prior to the IBM acquisition of ISS, Rouland was CTO of ISS. Before his executive roles at IBM and ISS, Rouland was the original director of the X-Force vulnerability research team, which was responsible for the discovery of hundreds of security vulnerabilities. He was also a vice president at Lehman Brothers.
- Manager Vs. Leader- This books focus is to help leaders understand their workforce, and to achieve more than they are achieving now. Focus on New Leadership Model- Open Door Leadership is a model designed by Dr. Bill Treasurer. ODL features four main points, declared “Hallmarks of Open Door Leadership” which will be discussed in more detail throughout our presentation. This leadership style is designed to “Open Doors of Opportunity” for employees. Open Door Leadership provides groundbreaking opportunities, which lead to immense growth in individuals. Understanding of Leadership Power: Open Door Leadership tends to focus on opportunities as motivators. Some leaders lead use fear as a motivator (I'm sure you can think of some examples). Leaders who capitalize on the excitement of opportunity receive extreme loyalty from their employees. “The Legacy of Open Door Leadership is more Open Door Leadership” When practiced correctly, Open Door Leadership will provide opportunities to employees who are seen fit for the job. These employees should succeed if given the proper attention. In turn, these employees will become Leaders, and should lead others using Open Door Leadership. Impact of Global Workforce on Teams: “Open Door Leadership” by Dr. Bill Treasurer defines an “Others” category. “Others” are people who are not like you, whether it be race, gender, ethnicity, etc… “if leaders tend to surround themselves with duplicates, cliques form, groupthink takes over, and those least like the leader become resentful and restless” ODL gives some advice on how to connect with the “Others”. Main one: Take an “Other” out to lunch, just to get to know them better. Understanding your employee can help gauge what opportunities you could provide them. Creating Highly Effective Teams Ch. 4 in this book outlines how to build teams for success. “Open Door Leaders are wise to take advantage of the deep-seated desire that human beings have to prove their worth. Often, the open door leader is the only person with the keys to the proving-ground door.” Who Deserves the opportunity? –Ch. 4 lists the traits to look for in employees, when determining who to provide opportunities for. Every effective team needs a leader, it is up to the Open Door Leader (who is often in charge of building teams) to provide an opportunity to lead for another.
- The circle of Open door leadership is extended when the people you’ve opened doors for start opening doors for others. This is a main point in the book, the legacy of ODL. The author truly feels that when ODL is practiced correctly, it will continue throughout your organization. Final Action in book: Take into account all we have told you about ODL, what specific actions can you take to be an open door leader? ___allow class time to answer___ The book closes with Leaders who’ve Opened Doors for Other Leaders. This list includes very well known leadership consultants, each consultant has included a scenario explaining their ODL skills. Among these well known consultants is Jim Kouzes, Ken Blanchard, and a few others.