Leadership in the age of the quick fix
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Leadership thinking is is often based on manipulation - trying to “get someone to do something” which isn't necessarily effective. Coming to terms with this idea is difficult and not for everyone because it requires us to examine some of our most deeply held beliefs and either dismiss them or at least think differently about them. If you are interested in rethinking the way you approach leadership, you are invited to attend this session.
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CHAPTER 2VALUES, ATTITUDES, EMOTIONS, AND CULTURE THE MAN.docx
CHAPTER 2
VALUES, ATTITUDES, EMOTIONS, AND
CULTURE:
THE MANAGER AS A PERSON
©McGraw-Hill Education. All rights reserved. Authorized only for instructor use in the classroom. No reproduction or further distribution permitted without the prior written consent of McGraw-Hill Education.
1
Learning Objectives
2-1. Describe the various personality traits that affect how managers think, feel, and behave.
2-2. Explain what values and attitudes are, and describe their impact on managerial action.
2-3. Appreciate how moods and emotions influence all members of an organization.
2-4. Describe the nature of emotional intelligence and its role in management.
2-5. Define organizational culture, and explain how managers both create and are influenced by organizational culture.
©McGraw-Hill Education.
After studying this chapter, students should be able to:
LO2-1 Describe the various personality traits that affect how managers think, feel, and behave.
LO2-2 Explain what values and attitudes are, and describe their impact on managerial action.
LO2-3 Appreciate how moods and emotions influence all members of an organization.
LO2-4 Describe the nature of emotional intelligence and its role in management.
LO2-5 Define organizational culture, and explain how managers both create and are influenced by organizational culture.
2
Enduring Characteristics: Personality Traits
Personality Traits
Enduring tendencies to feel, think, and act in certain ways
Managers’ personalities influence their behavior and approach to managing people and resources.
©McGraw-Hill Education.
Characteristics which influence thinking, feeling, and behaving are shared by all people, including managers. These characteristics are personality traits: particular tendencies to feel, think, and act in certain ways that can be used to describe the personality of every individual. Personalities influence a manager’s behavior and his or her approach to managing people and resources.
3
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No single trait is right or wrong for being an effective manager.
Effectiveness is determined by a complex interaction between the characteristics of managers and the nature of the job and organization in which they are working.
©McGraw-Hill Education.
There is not one trait that makes a great manager. Instead, effectiveness is determined by a complex interaction between the characteristics of managers (including personality traits) and the nature of the job and organization in which they are working. Moreover, personality traits that enhance managerial effectiveness in one situation may impair it in another.
4
TOPICS FOR DISCUSSION (1 of 3)
Discuss why managers with different types of personalities can be equally effective and successful. [LO 2-1]
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CHAPTER 2VALUES, ATTITUDES, EMOTIONS, AND CULTURE THE MAN.docx
CHAPTER 2
VALUES, ATTITUDES, EMOTIONS, AND
CULTURE:
THE MANAGER AS A PERSON
©McGraw-Hill Education. All rights reserved. Authorized only for instructor use in the classroom. No reproduction or further distribution permitted without the prior written consent of McGraw-Hill Education.
1
Learning Objectives
2-1. Describe the various personality traits that affect how managers think, feel, and behave.
2-2. Explain what values and attitudes are, and describe their impact on managerial action.
2-3. Appreciate how moods and emotions influence all members of an organization.
2-4. Describe the nature of emotional intelligence and its role in management.
2-5. Define organizational culture, and explain how managers both create and are influenced by organizational culture.
©McGraw-Hill Education.
After studying this chapter, students should be able to:
LO2-1 Describe the various personality traits that affect how managers think, feel, and behave.
LO2-2 Explain what values and attitudes are, and describe their impact on managerial action.
LO2-3 Appreciate how moods and emotions influence all members of an organization.
LO2-4 Describe the nature of emotional intelligence and its role in management.
LO2-5 Define organizational culture, and explain how managers both create and are influenced by organizational culture.
2
Enduring Characteristics: Personality Traits
Personality Traits
Enduring tendencies to feel, think, and act in certain ways
Managers’ personalities influence their behavior and approach to managing people and resources.
©McGraw-Hill Education.
Characteristics which influence thinking, feeling, and behaving are shared by all people, including managers. These characteristics are personality traits: particular tendencies to feel, think, and act in certain ways that can be used to describe the personality of every individual. Personalities influence a manager’s behavior and his or her approach to managing people and resources.
3
Managers and Traits
No single trait is right or wrong for being an effective manager.
Effectiveness is determined by a complex interaction between the characteristics of managers and the nature of the job and organization in which they are working.
©McGraw-Hill Education.
There is not one trait that makes a great manager. Instead, effectiveness is determined by a complex interaction between the characteristics of managers (including personality traits) and the nature of the job and organization in which they are working. Moreover, personality traits that enhance managerial effectiveness in one situation may impair it in another.
4
TOPICS FOR DISCUSSION (1 of 3)
Discuss why managers with different types of personalities can be equally effective and successful. [LO 2-1]
©McGraw-Hill Education.
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2. Inadequate leadership skills - clarify goals, understand team members, provide feedback from multiple sources.
3. Resistance to change - understand appetite for change, focus on new priorities, help see benefits of change.
4. Inability to deliver results - clarify expectations and goals, understand goal orientation, track progress.
5. Inability to see beyond their functional area - clarify role in organization, include in cross-functional teams, establish cross-functional goals.
Leadership Powerpoint
The document discusses leadership and effective leadership. It provides objectives for understanding leadership, developing leadership skills, and choosing a leadership style. It defines leadership as a person who leads others along a way and a guide. Effective leadership involves balancing the needs of the leader, employees, and the situation. The document also provides checklists of effective leadership skills and qualities, such as being results-oriented, handling stress well, and not assuming one can become an expert quickly. It encourages leaders that they are not alone and there are no perfect supervisors.
LEADERSHIP POWERPOINT
While leadership styles are varied, simply put, leadership is the way you go about dealing with people. These styles are different kinds of behaviors we use to produce the reactions we need to get the job done. Leadership PowerPoint Presentation Content Slides include topics such as: Checklists, leadership behaviors, leadership qualities, leadership skills, 10 commitments to effective leadership, inspirational leadership, the paradox of power, leadership survival techniques, patterns of leadership, how to's and much more.
Why Smart Employees Underperform
7 Hazards to Avoid:
1) Inadequate capability.
2) Poor job fit.
3) Fuzzy goals and accountabilities.
4) Poor relationship with manager.
5) Poor relationship with co-workers.
6) Health and wellness issues.
7) Physical and environmental factors.
3 Traits to Work with Indecsive Leaders
What is an Indecisive Leader? What do leaders do that make them indecisive? Do indecisive leaders know they are indecisive or is it their style of leading? Indecisiveness is the inability or reluctance to make decisions in general or to come to a decision about something in particular thereby producing no clear results. What causes a leader to be indecisive, not wanting to make a decisive choice? Most likely it is the conscious or unconscious ideation that by not making a definitive choice, the leader cannot be ridiculed for a decision, moving in a given direction, and or for the consequences of decisive action.
OODA OODA! How Rapid Iteration Can Help Level Up Your Gaming Business
Mitch Weisburgh, Partner | Academic Business Advisors and
Scott Brewster, Co-Founder & CTO | Triad Interactive Media / Hats & Ladders
DOUBLE SESSION: OODA OODA! How Rapid Iteration Can Help Level Up Your Gaming Business
We are all involved in lots of complicated and complex situations. We deal with students and learning. We write, adapt, and use games for learning. We may be running businesses.
One thing that all of these have in common is that we can’t just come up with a plan, execute and expect things to just work smoothly. Unexpected things happen, it’s often impossible to anticipate all possible situations, people react in unanticipated ways, there is often information we just don’t or can’t know in advance, the people we are working with have hidden agendas. Allies, antagonists, and resources shift and change. And so on.
So, what are we supposed to do?
We are going to explore a framework for managing solutions during periods of dynamic change. The OODA Loop Framework was developed by air force colonel John Boyd based on precepts developed by Sun Tzu, Napoleon, Heisenberg, Kyng, Einstein, Gödel, and others, and has been used by military, political, and business leaders around the world. You’ll learn to prepare for the unexpected, observe and react to actions and results, and pull together and manage a team despite adversity.
Presented by the
Serious Play Conference
seriousplayconf.com
at
Orlando,
University of Central Florida,
UCF,
July 24-26, 2019
Managing for success February 2011
Toronto Training and HR is a specialist training and human resources consultancy. The document discusses various topics related to management including:
1) The history of management approaches including scientific management, bureaucratic organizations, and recent trends in management thinking.
2) Defining a successful management model that includes understanding, evaluating, envisioning, and experimenting.
3) The responsibilities of managers and the importance of training and development.
4) The differences between managers and leaders and developing resilience.
5) Ensuring quality and avoiding common frustrations through clear communication and training.
6) Balancing consistency and fairness in management practices.
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This document discusses moving from a traditional business model focused on people's capacity and cost-plus pricing to a new professional knowledge firm model centered around capital, effectiveness, and value-led pricing. It advocates that firms should sell their knowledge and expertise through subscriptions rather than bill hourly for services. Subscriptions provide recurring revenue streams, reduce costs long-term, and allow firms to price according to customer value rather than hourly costs. The document outlines metrics like monthly recurring revenue, churn rate, and lifetime value that are important for subscription-based businesses.
From fighting fires to fire insurance
This document summarizes the transition from a traditional transaction-based business model to a subscription-based business model. It discusses the advantages of subscription models for both customers and providers, including predictable revenue, customer lock-in, and increased customer lifetime value. It also covers subscription pricing strategies, metrics like monthly recurring revenue and churn rate, and calculating customer lifetime value. Overall, the document presents the subscription economy as an emerging trend and discusses best practices for companies adopting this business model.
From fire fighting to fire insurance
The document discusses the transition from fire fighting to fire insurance. It notes that historically, fire fighting involved directly battling fires as they occurred. However, over time the approach shifted to fire insurance, which involves assessing risk and costs beforehand to provide coverage and financial protection in the event of fires. The document suggests this represented an evolution from direct remediation efforts to a more preventative risk management model based on actuarial analysis and risk pooling.
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Innovation Beyond Technology
This presentation is based on a session that Ed has delivered for the past three years. It is dedicated to the possibility that innovation goes beyond just technological developments. Technology is important, but it is only a small part of innovation. For innovation to be more fully complete we must look at other areas including the internal processes of the organization and most importantly the very language we use. Innovating like this is hard work and not for everyone because it requires deeper thinking than usual. If you believe you can attain this level of thinking, you are invited to listen to this session.
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The document discusses the Question Formulation Technique process which involves individuals writing down questions about a prompt for 5 minutes. They then share questions in groups to develop more questions for 10 minutes. Groups select the best 3 questions and report out. It provides examples of prompts that could be used, such as "Torture can be justified" and "Software implementation organizations will be obsolete." It also lists ground rules for the questioning process.
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Delivered at AccountEX in London, this presentation represent my latest thinking on strategy. For a video of the presentation you can visit my person site at http://edkless.com/strategyvideo
Measure what matters
This document summarizes a presentation by Ed Kless on measuring what matters to customers. It discusses using key performance indicators (KPIs) like Net Promoter Score and customer satisfaction to measure how well a business is meeting customer needs. It also presents the concept of a "value gap" analysis to quantify the value provided to customers versus the revenue generated to identify opportunities to better serve customers. The presentation emphasizes that marketing and innovation are the core functions of a business and that metrics should align with how customers define success.
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Introduction to the firm of the future
This document discusses the firm of the future and business models for professional knowledge firms. It makes four assertions: 1) growth without profit is perilous, 2) nonrival assets have more leverage than rival assets, 3) effectiveness is always more important than efficiency, and 4) value-led pricing is superior to cost-plus pricing. It also discusses moving from efficiency to effectiveness, from cost-plus to value-led pricing, and creating a professional knowledge firm business model with profit determined by capital management, effectiveness, and purpose-driven pricing.
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This document discusses scientific management and efficiency in professional project management. It provides an overview of Frederick Taylor's principles of scientific management, which aim to maximize efficiency by breaking down jobs, timing tasks, eliminating unnecessary steps, and incentivizing workers to meet optimal times. The document also discusses how timesheets are critical as pricing, cost accounting, efficiency measurement, and project management tools. It provides examples of efficiency metrics like budget at completion, actual costs, planned value, earned value, cost variance, and performance indexes. Finally, it promotes the Leadership Education for Accounting Professionals program for continuing professional education.
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Creating value for your customers by becoming a knowledge organization
This presentation is dedicated to the possibility that a organization can be run more effectively when it concentrates on developing into knowledge firm rather than a product or service firm. Creating such an organization is hard work and not for everyone as it requires leadership in the organization to think differently than they have in the past about what it is that they do.
Avoiding Iatrogenic Consulting
This session is dedicated to the possibility that consultants should adhere to the Hippocratic aath of Primum non nocere, a Latin phrase that means "First, do no harm." This is more difficult then it seems because we have been "trained" to intervene. If you are interested in having a dialogue about this idea, you are invited to attend this session led by Ed Kless, Sage senior director of partner development and strategy.
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This session will be dedicated to the possibility that a professional organization can be run more effectively when it becomes a knowledge firm rather than a service firm. Creating such an organization is hard work and not for everyone. It requires us to think differently than we have in the past about what it is that we do. You are hereby invited to open a dialogue on a different model for creating and capturing value in a professional firm. We will explore two business models: the firm of the past and the firm of the future. We will also begin a conversation about the four transformations that need to occur in order for firm to make the transition successfully. This session will be led by Ed Kless, Sage senior director of partner development and strategy, who will facilitate this session.
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This session will be dedicated to the possibility that even small organizations can create and execute meaningful strategic plans. Creating a well defined strategy is hard work and not for everyone, as it requires us to begin to say "no" to stuff we usually say "yes" to. You are hereby invited to open a dialogue about how best to go about creating a strategy for your small organization by Ed Kless, Sage senior director of partner development and strategy, who will facilitate this session.
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This session is dedicated to the possibility that we can apply the work of Nicholas Taleb, author of Antifragile, to business. Thinking this through is hard work because it requires the ability to take a difficult and abstract concept (antifragility) and apply to the hard ideas of business. If you enjoy abstract (in other words, way out of the box) thinking, please join in this panel conversation led by Ed Kless, Sage senior director of partner development and strategy.
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Leadership in the age of the quick fix
- 1. Leadership in the age of the quick fix Ed Kless GN-28 Wednesday, July 29th, 3:30-4:15 @edkless
- 2. 2 #SageSummit The contents of this presentation were provided by the individual(s) and/or company listed on the title page. The information and opinions presented in this presentation may not represent the positions, strategies, or opinions of Sage. Unless explicitly stated, Sage is not responsible for the content herein and no endorsements are implied. ©2015 Sage Software, Inc. All rights reserved. Sage, the Sage logo, and any Sage product and service names mentioned herein, are trademarks of Sage Software, Inc. or its affiliates. All other names used in this presentation are for informational purposes only and may be trademarks of their respective owners.
- 3. 3 #SageSummit What Gridlock Looks Like – Part 1 • Organizational Paralysis • Absence/Abdication of Mission/Purpose • Disoriented Planning • Chaotic Communication • Resistance and Sabotage • Toxic environment • Adapting towards the least mature • Ineffective Actions
- 4. 4 #SageSummit What Gridlock Looks Like – Part 2 • Reactive responses • Focus on Symptoms • Blame Displacement • Unending treadmill of trying harder • Looking for answers rather than reframing questions • Either/or thinking that creates false dichotomies
- 5. 5 #SageSummit Traditional Models • Power – Influencing others to do what it is believed they should do. • Rescuing – Saving others from consequences of decisions made.
- 6. 6 #SageSummit “The way out of our ruts in leadership requires shifting our orientation, from one that focuses on techniques that motivate others to one that focuses on the leader’s own presence and being.” - Ed Friedman
- 7. 7 #SageSummit 0 2 4 6 8 10 12 2 4 6 8 10 12 2 4 6 8 10 12 Time of Day Chronic vs. Episodic Anxiety Episodic Chronic
- 8. 8 #SageSummit 0 2 4 6 8 10 12 2 4 6 8 10 12 2 4 6 8 10 12 Time of Day Chronic vs. Episodic Anxiety Episodic Chronic
- 11. 11 #SageSummit Process and Presence • Power lies in presence rather than method. • Leaders should avoid trying to instill insight into the unmotivated. • Self definition is responding non-anxiously. • Watch the triangles.
- 12. 12 #SageSummit 5 Principles of Non-anxious/Present Leadership 1. The capacity to separate oneself from surrounding emotional processes. 2. The capacity to obtain clarity about one’s principles and vision. 3. The willingness to be exposed and to be vulnerable. 4. Persistence in the face of inertial resistance. 5. Self-regulation in the face of reactive sabotage.
- 13. 13 #SageSummit What A Well-Differentiated Leader Does in Times of Crisis • Works out balance between being responsible for self and being labeled obstreperous. • Keeps the system loose through humor. • Makes decisions when the same question brings no new information. • Confronts people with their freedom.
- 14. Leadership in the age of the quick fix Ed Kless GN-28 Wednesday, July 29th, 3:30-4:15 @edkless
- 15. 15 #SageSummit Questions? • Send any questions you may have about this session to the following email by August 15: ConferenceSessions.NA@sage.com
- 16. 16 #SageSummit Session survey • Complete a survey for this session! http://goo.gl/2MUPWW Session code: GN-28 Session title: Leadership in the age of the quick fix