The document discusses leadership and followership. It defines a leader as someone who guides others and helps them work towards shared goals, while an effective follower is coachable, anticipates needs, offers solutions, and earns trust through dependability. The document argues that leadership requires effective followers and focuses on getting the right people engaged in pursuing a joint vision. It provides rules for effective followership and emphasizes monitoring key performance and condition data, like an automobile dashboard, to ensure the team is working well together towards their objectives.
2. Joe Hessmiller
• Director, CAI
• Over 30 years in IT; analyst, programmer,
project manager, business development,
business unit manager, CIO.
• Worked with – and learned from - dozens
of executives and managers from F500
corporations, large government agencies
and the military in US and UK.
2
7. …Are Nothing Without
Leadership Differentiation
Customize Your Style to the Organization
“Leaders need to have the Leadership Code
building blocks to be effective and they
need to know their organization’s unique
brand…”
Dave Ulrich & Norm Smallwood, “What Is an Effective Leader?”, RBL
Group, 2009
8. But, Remember Collins “Bottom Line”
Leadership Key: The Hedgehog Concept
• What Can You Be “Best in the World” At?
• What Is Your Denominator?
• What Are You Passionate About?
10. Warren Bennis: No Leadership
Without Followership
“…the longer I study effective
leaders, the more I am convinced
of the underappreciated
importance of effective followers..”
Warren Bennis, Distinguished Professor of Business Administration at the
University of Southern California School of Business Administration, THE
DILEMMA AT THE TOP; Followers Make Good Leaders Good, 1989
11. Leaders Need Effective
Followers
“Executives who ignited transformations
from good to great did not first figure out
where to drive the bus, then get the right
people to take it there. Instead, they got
the right people on the bus and then
figured out where to drive it.”
Jim Collins, “Good to Great”, 2001
14. 10 Rules of Effective Followership
1.
2.
3.
4.
5.
Be Coachable
Anticipate Needs
Seize the Initiative
Offer Solutions, Not Problems
Be Goal Driven, Not Interrupt Driven
15. 10 Rules of Effective Followership
6. Do More Than Expected, But Not More
Than You Should
7. Earn Trust Through Consistent
Dependability
8. Communicate Proactively and Honestly
9. Be Loyal
10.Be Compassionate
21. Start Making Things Happen
and Sustaining the Change
IMPLEMENT
Capabilities
PRODUCE
Results
22. Where to Start?
Focus on the Conditions for Success
The Causes of Project Failure Are Known.
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23. Show Your Care About
Monitoring the Key Data
• Results Data – data that measures
attributes of the product to be delivered.
– Costs, Times, Quantities, Quality
• Conditions Data – data that measures the
attributes of the process that produces the
product to be delivered.
– Capability, Commitment, Collaboration
24. Be Prepared to Communicate
Through Common Understanding
Automotive Engineers Long Ago Defined
the Critical Measures for Safe, Effective
Engine Operation.
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25. The Basic Automobile
Dashboard
Automotive Gauge
Odometer
Clock
Fuel Level
Speedometer
Tachometer
Oil Pressure
Oil Temperature
Water Pressure
Water Temperature
Voltmeter
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26. What Questions Are We
Asking?
Automotive Gauge
Odometer
Asks the Question
How far have we gone?
Clock
How much time has it taken?
Fuel Level
How far can we go?
Speedometer
How fast are we going now?
Tachometer
How intensely is engine working?
Oil Pressure
Do we have enough „lubrication‟ to keep parts
working well together?
Oil Temperature
How smooth are interactions?
Water Pressure
Do we have enough coolant to keep the engine
producing?
Water Temperature
How effective is the coolant in keeping the
engine cool?
Voltmeter
Is enough energy being applied to the other
important systems?
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27. What Measures What?
Automotive Gauge Asks the Question
To Measure
Odometer
How far?
Deliverables Delivered
Clock
How long?
Duration
Fuel Level
How much further?
Input Units Available
Speedometer
How fast?
Deliverables per Unit of Time
Tachometer
How intensely?
Effort Intensity
Oil Pressure
Do we have enough lubrication to
smooth interactions?
Supply of Lubricant to Smooth Interaction
Between Components
Oil Temperature
How smooth are interactions?
Ability of Lubricant to smooth Interaction
Between Components
Water Pressure
Do we have enough coolant to keep the Supply of Coolant to dissipate excess
engine producing?
engine heat
Water Temperature
How effective is the coolant in keeping
the engine cool?
Ability of Coolant to dissipate engine heat
Voltmeter
Is enough energy being applied to the
other important systems?
Ability to Support other Control and
Comfort Systems
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28. Relating to the “Real World”
To Measure
Automotive
Metric
Service Measures
Deliverables Delivered
Miles
Service Level Achieved, Function Point Delivered
Duration
Hour
Hour
Input Units Available
Gallons
Resource Hour
Deliverables per Unit of Time
Miles Per Hour
Earned Value Per Clock Hour
Effort Intensity
RPM
Hours Worked Per Week/Available Hours
Supply of Lubricant to Smooth
Interaction Between Components
PSI
Stakeholder Interaction Satisfaction
Ability of Lubricant to Smooth Interaction Degrees
Between Components
Number of Open Issues from Stakeholder Interactions
Supply of Coolant to dissipate excess
engine heat
PSI
Duration to Close Issues
Ability of Coolant to dissipate engine
heat
Degrees
Number of Escalated Issues
Ability to Support other Control and
Comfort Systems
Volts
On Time Process Deliverables (Status, Reporting, Training)
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29. The World Is Increasingly
Complex. Simplify It. Lead It.
Good Luck.
We’re Counting
on You.
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Editor's Notes
Strategists create, define and deliver principles of WHAT CAN BE. Leaders need to know where they are going and communicate that effectively to others. Work with OTHERS to test ideas and plan the journey (taking into consideration money, people, organizational capabilities). Executors ensure discipline (process) and the technical expertise to get the right things done right.Talent managers help people develop themselves for the good of the organization.Human Capital developers build the culture and capabilities to ensure the organization has the capabilites needed for the long term, not just the close-in objectives.Personal Proficiency. Effective leaders learn. They inspire loyalty because of their personal integrity. They are decisive and impassioned. Confident, courageous. Tolerate ambiguity.