A group of workers clear a road through dense jungle on a remote island under leaders who efficiently organize the work. However, one person climbs a tree and shouts that they are going the "wrong way". This story illustrates that effective leadership is about doing the right things, not just doing things right. The document then discusses various leadership styles, theories of leadership, managing change, and factors that affect leadership style.
Comparing Stability and Sustainability in Agile SystemsRob Healy
Copy of the presentation given at XP2024 based on a research paper.
In this paper we explain wat overwork is and the physical and mental health risks associated with it.
We then explore how overwork relates to system stability and inventory.
Finally there is a call to action for Team Leads / Scrum Masters / Managers to measure and monitor excess work for individual teams.
Artificial intelligence (AI) offers new opportunities to radically reinvent the way we do business. This study explores how CEOs and top decision makers around the world are responding to the transformative potential of AI.
Specific ServPoints should be tailored for restaurants in all food service segments. Your ServPoints should be the centerpiece of brand delivery training (guest service) and align with your brand position and marketing initiatives, especially in high-labor-cost conditions.
408-784-7371
Foodservice Consulting + Design
The case study discusses the potential of drone delivery and the challenges that need to be addressed before it becomes widespread.
Key takeaways:
Drone delivery is in its early stages: Amazon's trial in the UK demonstrates the potential for faster deliveries, but it's still limited by regulations and technology.
Regulations are a major hurdle: Safety concerns around drone collisions with airplanes and people have led to restrictions on flight height and location.
Other challenges exist: Who will use drone delivery the most? Is it cost-effective compared to traditional delivery trucks?
Discussion questions:
Managerial challenges: Integrating drones requires planning for new infrastructure, training staff, and navigating regulations. There are also marketing and recruitment considerations specific to this technology.
External forces vary by country: Regulations, consumer acceptance, and infrastructure all differ between countries.
Demographics matter: Younger generations might be more receptive to drone delivery, while older populations might have concerns.
Stakeholders for Amazon: Customers, regulators, aviation authorities, and competitors are all stakeholders. Regulators likely hold the greatest influence as they determine the feasibility of drone delivery.
Public Speaking Tips to Help You Be A Strong Leader.pdfPinta Partners
In the realm of effective leadership, a multitude of skills come into play, but one stands out as both crucial and challenging: public speaking.
Public speaking transcends mere eloquence; it serves as the medium through which leaders articulate their vision, inspire action, and foster engagement. For leaders, refining public speaking skills is essential, elevating their ability to influence, persuade, and lead with resolute conviction. Here are some key tips to consider: https://joellandau.com/the-public-speaking-tips-to-help-you-be-a-stronger-leader/
Comparing Stability and Sustainability in Agile SystemsRob Healy
Copy of the presentation given at XP2024 based on a research paper.
In this paper we explain wat overwork is and the physical and mental health risks associated with it.
We then explore how overwork relates to system stability and inventory.
Finally there is a call to action for Team Leads / Scrum Masters / Managers to measure and monitor excess work for individual teams.
Artificial intelligence (AI) offers new opportunities to radically reinvent the way we do business. This study explores how CEOs and top decision makers around the world are responding to the transformative potential of AI.
Specific ServPoints should be tailored for restaurants in all food service segments. Your ServPoints should be the centerpiece of brand delivery training (guest service) and align with your brand position and marketing initiatives, especially in high-labor-cost conditions.
408-784-7371
Foodservice Consulting + Design
The case study discusses the potential of drone delivery and the challenges that need to be addressed before it becomes widespread.
Key takeaways:
Drone delivery is in its early stages: Amazon's trial in the UK demonstrates the potential for faster deliveries, but it's still limited by regulations and technology.
Regulations are a major hurdle: Safety concerns around drone collisions with airplanes and people have led to restrictions on flight height and location.
Other challenges exist: Who will use drone delivery the most? Is it cost-effective compared to traditional delivery trucks?
Discussion questions:
Managerial challenges: Integrating drones requires planning for new infrastructure, training staff, and navigating regulations. There are also marketing and recruitment considerations specific to this technology.
External forces vary by country: Regulations, consumer acceptance, and infrastructure all differ between countries.
Demographics matter: Younger generations might be more receptive to drone delivery, while older populations might have concerns.
Stakeholders for Amazon: Customers, regulators, aviation authorities, and competitors are all stakeholders. Regulators likely hold the greatest influence as they determine the feasibility of drone delivery.
Public Speaking Tips to Help You Be A Strong Leader.pdfPinta Partners
In the realm of effective leadership, a multitude of skills come into play, but one stands out as both crucial and challenging: public speaking.
Public speaking transcends mere eloquence; it serves as the medium through which leaders articulate their vision, inspire action, and foster engagement. For leaders, refining public speaking skills is essential, elevating their ability to influence, persuade, and lead with resolute conviction. Here are some key tips to consider: https://joellandau.com/the-public-speaking-tips-to-help-you-be-a-stronger-leader/
The Team Member and Guest Experience - Lead and Take Care of your restaurant team. They are the people closest to and delivering Hospitality to your paying Guests!
Make the call, and we can assist you.
408-784-7371
Foodservice Consulting + Design
Senior Project and Engineering Leader Jim Smith.pdfJim Smith
I am a Project and Engineering Leader with extensive experience as a Business Operations Leader, Technical Project Manager, Engineering Manager and Operations Experience for Domestic and International companies such as Electrolux, Carrier, and Deutz. I have developed new products using Stage Gate development/MS Project/JIRA, for the pro-duction of Medical Equipment, Large Commercial Refrigeration Systems, Appliances, HVAC, and Diesel engines.
My experience includes:
Managed customized engineered refrigeration system projects with high voltage power panels from quote to ship, coordinating actions between electrical engineering, mechanical design and application engineering, purchasing, production, test, quality assurance and field installation. Managed projects $25k to $1M per project; 4-8 per month. (Hussmann refrigeration)
Successfully developed the $15-20M yearly corporate capital strategy for manufacturing, with the Executive Team and key stakeholders. Created project scope and specifications, business case, ROI, managed project plans with key personnel for nine consumer product manufacturing and distribution sites; to support the company’s strategic sales plan.
Over 15 years of experience managing and developing cost improvement projects with key Stakeholders, site Manufacturing Engineers, Mechanical Engineers, Maintenance, and facility support personnel to optimize pro-duction operations, safety, EHS, and new product development. (BioLab, Deutz, Caire)
Experience working as a Technical Manager developing new products with chemical engineers and packaging engineers to enhance and reduce the cost of retail products. I have led the activities of multiple engineering groups with diverse backgrounds.
Great experience managing the product development of products which utilize complex electrical controls, high voltage power panels, product testing, and commissioning.
Created project scope, business case, ROI for multiple capital projects to support electrotechnical assembly and CPG goods. Identified project cost, risk, success criteria, and performed equipment qualifications. (Carrier, Electrolux, Biolab, Price, Hussmann)
Created detailed projects plans using MS Project, Gant charts in excel, and updated new product development in Jira for stakeholders and project team members including critical path.
Great knowledge of ISO9001, NFPA, OSHA regulations.
User level knowledge of MRP/SAP, MS Project, Powerpoint, Visio, Mastercontrol, JIRA, Power BI and Tableau.
I appreciate your consideration, and look forward to discussing this role with you, and how I can lead your company’s growth and profitability. I can be contacted via LinkedIn via phone or E Mail.
Jim Smith
678-993-7195
jimsmith30024@gmail.com
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A Leadership Story:
• A group of workers and their leaders are set a task
of clearing a road through a dense jungle on a remote
island to get to the coast where an estuary provides
a perfect site for a port.
• The leaders organise the labour into efficient units and
monitor the distribution and use of capital assets –
progress is excellent. The leaders continue to monitor
and evaluate progress, making adjustments along the
way to ensure the progress is maintained and efficiency
increased wherever possible.
• Then, one day amidst all the hustle and bustle and
activity, one person climbs up a nearby tree. The person
surveys the scene from the top of the tree.
3. http://www.bized.co.uk
Copyright 2007 – Biz/ed
A Leadership Story:
• And shouts down to the assembled
group below…
• “Wrong Way!”
• (Story adapted from Stephen Covey (2004) “The Seven Habits of
Highly Effective People” Simon & Schuster).
• “Management is doing things right, leadership
is doing the right things”
(Warren Bennis and Peter Drucker)
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Types of Leadership Style
• Autocratic:
– Leader makes decisions without reference
to anyone else
– High degree of dependency on the leader
– Can create de-motivation and alienation
of staff
– May be valuable in some types of business
where decisions need to be made quickly
and decisively
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Types of Leadership Style
• Democratic:
• Encourages decision making
from different perspectives – leadership
may be emphasised throughout
the organisation
– Consultative: process of consultation before
decisions are taken
– Persuasive: Leader takes decision and seeks
to persuade others that the decision
is correct
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Types of Leadership Style
• Democratic:
– May help motivation and involvement
– Workers feel ownership of the firm
and its ideas
– Improves the sharing of ideas
and experiences within the business
– Can delay decision making
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Types of Leadership Style
• Laissez-Faire:
– ‘Let it be’ – the leadership responsibilities
are shared by all
– Can be very useful in businesses
where creative ideas are important
– Can be highly motivational,
as people have control over their working life
– Can make coordination and decision making
time-consuming and lacking in overall direction
– Relies on good team work
– Relies on good interpersonal relations
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Types of Leadership Style
• Paternalistic:
• Leader acts as a ‘father figure’
• Paternalistic leader makes decision
but may consult
• Believes in the need to support
staff
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Change Leadership
• The most challenging aspect of business
is leading and managing change
• The business environment is subject to
fast-paced economic and social change
• Modern business must adapt
and be flexible to survive
• Problems in leading change stem mainly
from human resource management
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Change Leadership
• Leaders need to be aware of how
change impacts on workers:
• Series of self-esteem states
identified by Adams et al and cited
by Garrett
– Adams, J. Hayes, J. and Hopson, B.(eds) (1976)
Transition: understanding and managing change personal
change London, Martin Robertson
– Garrett, V. (1997) Managing Change in School leadership
for the 21st century Brett Davies and Linda Ellison, London,
Routledge
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Change Leadership
Self-esteem
Time
1. Immobilisation
– as rumours of the
change circulate, the
individual feels some
sense of shock and
possible disbelief –
so much so that they
deem it worthy of
doing nothing.
1
2. Minimisation: As the
change becomes clearer,
people try to fit in the
change with their own
personal position and may
try to believe that it will
not affect them.
2
3. Depression: as reality
begins to dawn staff may
feel alienated and angry,
feelings of a lack of control
of events overtake people
and they feel depressed as
they try to reconcile what
is happening with their own
personal situation.
3
4
4. Acceptance/letting go:
The lowest point in self-
esteem finally sees people
starting to accept the
inevitable. Fear of the
future is a feature of this
stage.
5
5. Testing out:
Individuals begin to
interact with the change,
they start to ask questions
to see how they might
work with the change.
6
6. Search for meaning:
Individuals begin to work
with the change and see
how they might be able to
make the change work for
them – self esteem begins
to rise.
7
7. Internalisation:
the change is
understood and
adopted within the
individual’s own
understanding – they
now know how to
work with it and feel a
renewed sense of
confidence and self
esteem.
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Theories of Leadership
• Trait theories:
• Is there a set of characteristics
that determine a good leader?
– Personality?
– Dominance and personal presence?
– Charisma?
– Self confidence?
– Achievement?
– Ability to formulate a clear vision?
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Theories of Leadership
• Trait theories:
– Are such characteristics
inherently gender biased?
– Do such characteristics
produce good leaders?
– Is leadership more than
just bringing about change?
– Does this imply that leaders are born
not bred?
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Theories of Leadership
• Behavioural:
• Imply that leaders can be trained –
focus on the way of doing things
– Structure based behavioural theories –
focus on the leader instituting structures –
task orientated
– Relationship based behavioural theories –
focus on the development and maintenance
of relationships – process orientated
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Theories of Leadership
• Contingency Theories:
• Leadership as being more flexible –
different leadership styles used at
different times depending on the
circumstance.
• Suggests leadership is not a fixed series
of characteristics that can be
transposed into different contexts
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Theories of Leadership
• May depend on:
– Type of staff
– History of the business
– Culture of the business
– Quality of the relationships
– Nature of the changes needed
– Accepted norms within the institution
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Theories of Leadership
• Transformational:
– Widespread changes
to a business or organisation
• Requires:
– Long term strategic planning
– Clear objectives
– Clear vision
– Leading by example – walk the walk
– Efficiency of systems and processes
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Theories of Leadership
• Invitational Leadership:
– Improving the atmosphere and message
sent out by the organisation
– Focus on reducing negative messages
sent out through the everyday actions of
the business both externally and, crucially,
internally
– Review internal processes to reduce these
– Build relationships and sense of belonging
and identity with the organisation –
that gets communicated to customers, etc.
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Theories of Leadership
• Transactional Theories:
– Focus on the management
of the organisation
– Focus on procedures and efficiency
– Focus on working to rules
and contracts
– Managing current issues
and problems
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Factors Affecting Style
• Leadership style may be dependent
on various factors:
– Risk - decision making and change initiatives
based on degree of risk involved
– Type of business – creative business
or supply driven?
– How important change is –
change for change’s sake?
– Organisational culture – may be long embedded
and difficult to change
– Nature of the task – needing cooperation? Direction?
Structure?