This document discusses strategic leadership and motivation. It argues that effective leadership requires motivating employees by appealing to their needs, wants and values through establishing a clear mission, vision and values. Motivation is discussed through Maslow's hierarchy of needs and Gallup research that found employees are most motivated by feeling they understand expectations, have support to do good work, and feel cared for. Effective leadership creates systems and culture to promote positive results through engaging employees.

1. Leadership through
Strategic Thinking &
Planning
Bobby D. Scott, MPA
PI & Compliance Administrator

2. "If you don't know where you are going, any
direction will get you there"...Lewis Carroll
• Leadership at its core is about
motivating people
• In order to motivate people you
have to appeal to their
needs/wants/wishes
• In order to appeal to their needs,
wants, and wishes you have to
align them with the company
• You do this by painting a Mission,
Vision, & Values "Future Picture"
• The Future Picture has to be far
enough out as to be something to
strive for but not so far out as to be
unreachable...

3. Motivation...
• Much is said about the Motivation of the American Workforce
• Lazy
• Greedy
• Uninspired
• Can't get them to work
• Can't get them to come/show up to work
• Generally not very positive...
• There is only one problem with this picture...

4. Motivation...

5. Motivation…
The myth of why people leave…
• Better pay…
• Better opportunities…
• Better working conditions…
• Bored, looking for a new
direction, bigger challenge, etc.
• Ummmmmmm…..No….

6. Motivation....Maslow's Hierarchy of Needs
• One thing to consider is that
the workforce has become
increasingly diverse over
the past sixty years...
• Individual motivations may
not be as simple as they
were before, during, and
after WWII...

7. Motivation....Maslow's Hierarchy of Needs
• Physiological: Animal
Needs
• Safety: These were primary
drivers during the Great
Depression and up to and
including the 1950s...

8. Motivation....Maslow's Hierarchy of Needs
• As the workers aged and
women joined the
workforce...other motivators
become important
• Consequently your systems
to motivate employees need
to accommodate those
needs
• Notice that monetary
rewards only affect the
lower level motivators

9. Motivation...What matters to employees?
• First published in 1999...
• Surveyed millions of employees
• Determined what mattered
most to them
• What mattered most???

10. Motivation (Gallup calls it Employee Engagement)
1. Do I know what is expected of me?
2. Do I have the materials &
equipment to do the job?
3. Do I have the opportunity to do
my best?
4. Am I recognized for doing good
work?
5. Does someone at work care about
me as a person?
6. There is someone at work that
encourages my development.
7. At work, my opinion seems to count.
8. The mission or purpose of my
company makes me feel my job is
important.
9. My associates or fellow employees
are committed to doing quality work.
10. I have a best friend at work.*
11. In the past six months, someone has
talked to me about my progress.
12. This last year, I have had
opportunities to learn and grow.

11. Motivation (Gallup calls it Employee Engagement)
Does this look familiar?
The authors use a Mountain
Climbing Metaphor...but
• Summit....very close to Self-
Actualization
• Camp Three
• Camp Two
• Camp One
• Base Camp

12. Motivation (Gallup calls it Employee Engagement)
• Base Camp
1. Do I know what is expected of me?
2. Do I have the materials & equipment to do the job?
1. Project Idea
• Feedback loop for Security &/or Nursing to provide regular (i.e. monthly)
feedback on performance
• This would require that job descriptions were REAL
• That there was a measurement system that could measure key elements of the
job description
• You could publish the data on the communication board or other transparent
way so that the employee and others could see.

13. The Role of Management/Leadership
Deming
• Suggests that 94% of
employee output is a result of
management/leadership
Gallup
• 80% of employee productivity
is a result of leadership
engagement

14. The Role of Management/Leadership
• Don Berwick: “Every system is perfectly designed to get the results
it produces.”
• The concepts of Lean/Toyota Production System (TPS)/Six Sigma
introduce the idea that you can reduce and even remove
uncertainty and errors from processes.
• Leaders must therefore create systems, culture, and a vision that
promote the desired results...and they must do it through a
POSITIVE methodology
• FEAR is certainly a motivator, but it is a short-term one and it has
nasty side effects.

15. The Role of Management/Leadership
• A few issues are beginning to repeat by
now...
• Habit 2 looks a lot like the Future Vision that we
discussed earlier
• Habit 4 looks a lot like appealing to staff needs,
wants, wishes (i.e. Q12)
• Habit 5...Q12 #4-7
• Habit 6 & 7: Performance Improvement

16. The Role of Management/Leadership
• Level 5 Leadership
• First Who, Then What (Seven Habit #3)
• Confronting The Brutal Facts
• Hedgehog Concept: Finding your Niche
• Culture of Discipline
• Technology Accelerators
• The Flywheel: The additive effect of many
small initiatives; they act on each other
like compound interest.

17. From Good to Great: Level 5 Leadership
Again, does this look familiar? Evolving as a Leader has its benefits

18. From Good to Great: First Who, Then What
• Find Talented People…Getting the
RIGHT people on the bus
• Get the wrong people off the
bus…toxic personalities kill a company
• If employees have a passion, great…if
not help them find it
• Once you have identified the
employee’s passion…GET OUT OF
THE WAY!!!
• The purpose of a compensation system
IS NOT to get the right behavior out of
the wrong people, but to get the right
people on the bus and to keep them
there.

19. From Good to Great: Confronting the Brutal Facts
• Four basic practices
• Lead with questions, not answers
• Engage in dialogue & debate, not
coercion
• Learn from mistakes…conduct
autopsies without blame (Six Sigma)
• Build red flag (ALERT) mechanisms
where information cannot be ignored

20. From Good to Great: The Hedgehog Concept
What are you
deeply
passionate?
What drives
your
economic
engine
(money)?
What can you
be best in the
world?
Cute Survivors…
Hedgehog
Concept

21. From Good to Great: A Culture of Discipline
Culture Trumps Strategy Process Trumps Structure

22. From Good to Great: Technology Accelerators
GTGs think differently about
technology…
• Tech is an accelerator, not a
creator of momentum…
• Tech won’t fix your
problem…
• If it fits, you must commit
• Jettison everything else
Use tech AFTER you fix a problem…

23. From Good to Great: The Flywheel Effect
Breakthrough! Pick your
Metaphor
• Synergize (7 Habits #6)
• Everyone pulling their weight
• Rowing the boat/ Synchronization
• Compound Interest Model/401K
• 30-35% Change model…
Institutionalized Performance
Improvement

24. From Good to Great: The Flywheel Effect (Continued)
• When people begin to feel the magic of momentum –
when they begin to see tangible results, when they can
feel the flywheel beginning to build speed – THAT’S
when the bulk of people line up to throw their shoulders
against the wheel and begin to push…

25. Soooooo....Where do I start?
Micro Level...Start small
• Start with yourself
• Mentor others
• Project a "Future Vision"
• Start building a "Team"
• Whenever possible, work
outside of your department.
• Remember the Flywheel effect
Macro Level...Think Big
• Passion: What lights your fire?
• Niche: What could you and/or the
company be the best in the world?
• Drive: What makes you and/or the
company money?
• Vision: How do you get there (7 Habits
#2)
• Action: Take steps to make it happen
(7 Habits #1)