The document discusses leadership and provides information on several leadership topics in 4 sections. Section 1 compares leadership to management, noting leaders seek vision and long-term goals while managers focus on stability and short-term objectives. Section 2 discusses values-driven leadership and the importance of organizational culture. Section 3 explains the importance of asking the "right questions" as a systems thinker. Section 4 presents the "Start, Stop, Keep" model for assessment and planning improvement actions.

1. “Practicing leadership is like
growing older--It's not for the
faint at heart!"
You don’t have to
be the “Big Boss”
to be an effective
leader! Gary Floss
University of Minnesota Quality Fair –
04 Feb 2010
1

2. Topics Covered
1. Leadership vs. Management
 What are the attributes?
 What are importance levels?
2. Values-driven Leadership
 What part does “understanding culture” play?
3. Concept of the “Right Questions to Ask”
 What are the questions that leaders need to ask?
4. Leadership companion to
Plan/Do/Check/Act: “Start, Stop,
Keep”
2

3. 1. Leadership vs. Management
3

4. Management:
Management:
Keep the existing
Keep the existing
train running as
train running as
designed
designed
4

5. Leadership:
Leadership:
See a vision of where we
See a vision of where we
could be, and lead us there
could be, and lead us there
5

6. Leadership -- explain and share
the Vision, so everyone can see it 6

7. A Leader’s View of ongoing
Continuous Improvement
Progress – 1000 point
scale
To-Be
750
Desired
Future
State
500
As-Is
Current
250 State
Core Values of the Organization
time 7

8. “Leaders have to create
other leaders.
All leaders have three
stories”
1. Who Am I Story?
2. Who We Are Story?
3. Where Are We Going Story?
Noel Tichy – University of Michigan,
author of The Leadership leaders who
“Winners have good Engine nurture the development of
other leaders at all levels of the organization” 8

9. Leader vs. Manager:
attributes
Subject Leader Manager
Essence Change Stability
Horizon Long-term Short-term
Seeks Vision Objectives
Power Personal Formal authority
charisma
Dynamic Proactive Reactive
Style Transformational Transactional
Examples: 6 of 24 attributes mentioned
Reference: 9
www.ChangingMinds.org

10. The Two Most Important Keys to
Effective Leadership
 According to a study by the Hay Group, a global management
consultancy, there are 75 key components of employee satisfaction
(Lamb, McKee, 2004). They found that:
 Trust and confidence in top leadership was the single most
reliable predictor of employee satisfaction in an organization.
 Effective communication by leadership in three critical
areas was the key to winning organizational trust and
confidence:
o Helping employees understand the company's overall business
strategy.
o Helping employees understand how they contribute to achieving key
business objectives.
o Sharing information with employees on both how the company is
doing and how an employee's own division is doing - relative to 10
strategic business objectives.

11. Leadership
Leadership
• Mission
• Vision
• Values
• Action
11

12. 2. Values-Driven Leadership
Personal Values & Organizational Values
12

13. Core Values Which of th ese core values
most pertain to Leadership?
 Visionary
Leadership  Managing For
Innovation
 Customer-Driven
Excellence  Management by
Fact
 Organizational &
Personal Learning  Social
Responsibility
 Valuing Employees
& Partners  Focus on Results &
Creating Value
 Agility
 Systems
 Focus on The Perspective
Future 13
Reference: MBNQA

14. Example: Visionary Leadership
 Your organization’s senior leaders should
– set directions
– create a customer focus,
– create clear and visible values,
– create high expectations.
 The defined values and strategies should help
guide all of your organization’s activities and
decisions.
 Senior leaders should be responsible to your
organization’s governance body for their actions
14
and performance.
 Senior leaders should serve as role models.

15. Why Pay Attention to
Culture?
“Culture eats “The culture of
strategic plans an organization
for lunch every lives in its
time.” language.”
Dr. Bill Rupp, M.D. & CEO,
Jacksonville, FL Clinic Campus Martin Heidegger
Mayo Health System “On Time and Being” 15

16. High Achiever
“One who never sees
himself or herself as a finished
product”

17. “Level 5 Leadership: The
Triumph of Humility and
Fierce Resolve” (Jim Collins, 2001)
Level 5 – Enduring Greatness
Level 4 – Effective Leader
Level 3 – Competent Manager
Extreme
personal
humility
Level 2 – Contributing Team Member
Intense
professional
will
Level 1 – Highly Capable Individual
17

18. 3. The “Right Questions to Ask”
18

19. Need to be a Systems Thinker:
Baldrige Core Value of “Systems Perspective”
 Successful management of overall
performance requires organization-specific
synthesis, alignment, and integration.
 Synthesis means looking at your organization
as a whole and builds on key business attributes,
including your core competencies, strategic
objectives, action plans, and work systems.
19

20. System of Profound Knowledge
They don’t even
know the right
questions to ask!!
 Four Interrelated Parts:
– Appreciation for a
System
Dr. W. Edwards Deming
– Understanding of
Variation
– Theory of Knowledge
– Psychology 2
0

21. Language of Money
vs.
Language of Things
Cascade
Organizational
Convert THINGS into
Goals Into
Return on Investment
Dept. Goals,
Project Opportunities
Measures,
Projects
21

22. No problems Balanced Scorecard?
ahead, my Net Worth
Weight: 342 lb.
is $11,250,567
Blood Pressure
290/160
Smoke 3
packs 22
a day

23. Balancing the Voice of the Customer, the Process,
the Employee
Voice-of-
Voice-of- the-Process
the-Customer (VOP)
(VOC) Operational
Customer Excellence
and Market
Focus
Costs
Voice-of- Management
the-Employee
(VOE) Employees
23

24. “Get Off the Fire Truck”
(Jim Womack, Lean Enterprise Institute founder)
 “Stop the ‘Firefighting’”: Many managers in
organizations spend a large amount of their
time in “firefighting” – with customers,
suppliers, design, operations.
 Instead:
1. Agree on what is important
2. “Create brilliant lean processes to achieve
what's important”
3. Create stability and then continuously
improve every process 24
4. Mentor subordinates as lean managers

25. An Organizational example
(circa 1990’s)
 Discourage Firefighting &
Encourage Prevention
Of 26 reward & recognition systems
available to managers/executives; 8 of
these were negatively correlated to the
desired behavioral attribute
25

26. 4. Start, Stop, Keep model
26

27. After measure &
assessment; what’s the plan?
 Things we need to keep doing.
 Things we need to start
doing.
 Things we need to stop doing.

28. Arnie Weimerskirch, retired
VP, Quality, Honeywell
 10 PRINCIPLES OF CHANGE
#2 Use a credible management model
28

29. Model for Change
Probability of Change is high if C is lower
than the sum of DMP
D + M + P > C
Perceived
Process
Cost of making
the change
Model of the future
-- Including
without that dissatisfaction
“costs” to
Dissatisfaction with the present employees & the
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organization

30. Part of the Planning Challenge – the
“Duality of Work” Principle
Where everyone
personalizes the
concept of:
“Working in the “Working on the Process”
while
(improving how we do the
Process” also
work)
(delivering results)
Management has the special
responsibility of providing a work
climate that enables (time and
resources) and rewards this behavior

31. Summary
31

32. A Fundamental Truth! of
Strategic Quality Management
 Quality
begins at the top and
succeeds only through top-
management leadership . . .
and constancy of purpose.
And: Yes, leadership can
occur at any level
32

33. ACT PLAN
ACT PLAN
CHECK DO
CHECK DO
ACT PLAN ACT PLAN
CHECK DO CHECK DO
Page 65 – Baldrige Criteria

34. Alignment of Soft Systems – “support
the People side of the equation”
Training ?
? Reward
Recognition Goals
•Individual
? •Team
Communication •Organizational
Promotion
? 34

35. “Quality Makes Money”
Why Do We Measure?
1) to determine data that can be used as a
source of ideas for improvement
2) to check progress against expectations
if you are falling short of expectations, go
back to (1) and use the data as a beginning
point for more improvements

36. Any Questions
36