The document discusses leadership versus management. It notes that being a leader is not something that can be planned out each day, but rather emerges from numerous small interactions. Managers focus on maintaining order and setting direction, while leaders focus on producing change and aligning different groups. Effective leaders ask themselves questions about having a vision, being grounded in reality, and having courage to enact change, while their people question if they can be trusted, cared about, and committed to excellence. The rest of the document provides templates for developing an operational excellence platform with clear metrics and initiatives to drive results and continuous improvement.

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2. It’s Not an Exact Science
It’s not as if a manager wakes up in the morning and says,
“Well I’ve got to go be a leader today; I’ve got to enunciate a
vision, walk around a bit, assure alignment, empower people
and so on.”
Nonsense . . . Most of the real work of being a leader in
business is in the sum of a hundred little interactions every
day.
James A. Autry, Life & Work

3. Plan & Budget
Organize & Staff
Control & Solve
Problems
Managers Compared to Leaders
MANAGERS LEADERS
Set Direction
Align
Constituencies
Motivate & Inspire
CREATE ORDER PRODUCE CHANGE

4. Leadership
Questions your
people will ask
themselves about
you:
Can I trust You?
Do you care about
me personally?
Are you committed
to operational
excellence?
Questions to yourself:
Are you grounded in reality?
Do you have a vision?
Do you have courage to make
the change?
Are you ethical?

5. Operational Excellence Platform
 Annual Management Process with calendar of events and desired outcomes
 Establish clear metrics and key initiatives around:
• Financial Results, Market Share, Customer Satisfaction & Loyalty, Employee
Motivation & Satisfaction, and Productivity & Innovation
 Keep metrics to a minimum and cascade them within the organization
• Measure results and enabling processes
• Share outside your organization to help gain alignment
 “Goal” metrics should achieve annual plan and “stretch targets” should move your
organization to Best-in-Class within 24 months in selected areas
 Highly reward employees for stretch target attainment
 Develop a culture of continuous improvement and teamwork based on your
Operational Excellence Platform to become a high performance organization
Leaders Deliver Stretch Targets that
enables their Organizations to become Best-in-Class

6. How do you describe yourself as a leader?
Mike Massey’s 360 Feedback
• Results driven and process oriented
• Visionary and innovative but grounded in reality
• Fact based management style with a clear
management process
• Contagious “high energy” for teamwork and
collaboration
• Unwavering integrity

7. Excellence is the result of caring more than others
think is wise; risking more than others think is safe.
Dreaming more than others think is practical and
expecting more than others
think is possible to get results.