Elements Of Leadership

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Essential qalities of leadership and how good leaders enable high-functioning teams

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Elements Of Leadership

  1. 1. Elements of Leadership TERESA BIDLAKE CONCEPTS CAPTURED A PRESENTATION TO: CENTRAL OREGON COMMUNITY COLLEGE DEPARTMENT OF COMMUNITY LEARNING & BUSINESS DEVELOPMENT FEBRUARY 5, 2010
  2. 2. Elements of Leadership AGENDA  What are the qualities of exemplary team leaders and managers?  Why are these qualities essential?  How does good leadership contribute to a high- functioning team?  Q&A © 2009 – Teresa Bidlake
  3. 3. Defining Leadership ―A majority of human resource directors surveyed recently confessed they would be hard pressed to agree on what leadership is -- although they agree that leadership training and recruiting is one of their top priorities. The task of assessing leadership -- and defining it -- is difficult for many reasons, but HR is uniquely positioned to minister to its definition and development. ― Irving H. Buchen, PhD. - Human Resource Executive Online, Feb 1, 2010 © 2010 LRP Publications
  4. 4. Leader as Storyteller ―A rough definition of a group is a set of individuals who share the same stories and see the same meaning in them.‖ ~ Stephen Denning, Suirrel Inc.: A Fabel of Leadership and Storytelling ―The future is already here, but is unevenly distributed.‖ ~ William Gibson
  5. 5. Leader as Poet-Gardener These leaders are discerning of the culture and ideas that emerge from others, not just themselves. They synthesize and extrapolate thoughts; then they come up with the best one, even if it’s not their own. These leaders are attractive to a new workforce that longs to be part of creating the ideas and determining the direction. This leader gardens/develops their people. They are equippers. They empower. This leader values growth—not just organizationally but for each individual in it. They lead out of shared ownership. ~ Dr. Tim Elmore
  6. 6. Essential Qualities of Leadership  Competence  Commitment  Communication  Follow through  Active enrollment, active support  Self awareness  Responsible risk taking “Leading is about taking people somewhere they didn’t realize they could go.” ~ Jeffrey D. Ford, PhD., The Ohio State University
  7. 7. It’s also about how you execute  Know your people and your business  Insist on realism  Set clear goals & priorities  Reward the doers  Expand people’s capabilities Execution – The Discipline of Getting Things Done ~ Larry Bossidy & Ram Charan
  8. 8. Essential Qualities of Managers  Analytical thinking & problem solving  Stewardship of organizational systems  Driving repeatable performance  Creating a climate for continuous improvement  Pragmatic, energetic  Task- & results-driven “Managers focus on infrastructure [systems] to efficiently and effectively organize people so that goals can be met with minimal risk and predictable results.” ~ John Kotter, Harvard Business Review Manager, “What are you doing?” Programmer, “I’m thinking about a problem.” Manager, “We don’t pay you to think. Please go back to work.” ~ An actual conversation at EDS, ca. 1988
  9. 9. What do leading & managing look like together? Change Focus Creative Visionary Self Mastery Performer Empowering Internal External Focus Consciousness Focus Energetic Community Builder Analytical Administrative Standardization Focus Transformational Leadership: Creating Organizations of Meaning ~ Stephen Hacker & Tammy Roberts
  10. 10. Problem Solvers & Problem Formulators PROBLEM PATHFINDERS SOLVERS Systemic Scientific Orientation Orientation similarities Purposeful Tendency Recommend behavior defines Solutions the context to find DOERS PROBLEM FORMULATORS Practical Orientation Artistic Orientation Solution Formulates the Implementers problem Tendency to find differences Systems Thinking: Managing Chaos & Complexity – A Platform for Designing Business Architecture ~Jamshi Gharajedagh
  11. 11. The 3 C’s of Leadership  Competence  Foundational knowledge  People skills  Process understanding  Technology  Commitment  Authenticity  Understand the mission, vision, goals, & practical tactics  The Trust Imperative  Build trust through action  Communication  People just can’t get enough of it  Conversation is highly underrated “The team with the best players wins.” ~ Jack Welch, former CEO of General Electric
  12. 12. The Trust Imperative Commitment TRUST Capability Consistency Transformational Systems International – Tammy Roberts
  13. 13. Four [equally important] Qualities  Follow through  People trust – and prefer to work with – people who:  Return phone calls, respond to emails, meet deadlines, honor their commitments  Active enrollment, active support  Soliciting knowledge, opinions & help garners trust & engagement  Champion the team and the team will champion the mission  Remove barriers – and then get out of the way of the work!  Self awareness  Willingness: to risk, to invest, to examine assumptions  Know your skills, learn what you need to, acknowledge your shortcomings  Responsible risk taking  Never cutover a system without good parallel testing  Low tolerance for analysis paralysis  Perfection is NOT the goal – not even NASA or Toyota have zero defects “The leader has to be sure each person has the right information and accountability for their part of the agreement.” Execution – the Discipline of Getting Things Done ~ Larry Bossidy & Ram Charan
  14. 14. In the absence of leadership . . .  Communication, process & performance break down  Sense of “team” withers, collaboration is closeted  Thorny issues fester  Individual commitment wanes  Mission, vision & values become blurred  Energy & purpose decline  Goals are undervalued  Managers take over “Managers seek order and control and are … addicted to disposing of problems.” ~ Abraham Zaleznik, “Managers & Leaders, Are They Different?”
  15. 15. How good leaders enable high-functioning teams  Lay out a clear vision for the future  Communicate a shared sense of purpose  Help establish a clear connection between individuals’ daily tasks & organizational goals  Help individuals set goals that are clear, well defined & measurable  Establish a supportive, accountable structure: cross-utilization promotes job satisfaction & greater effectivness  MBWA: asking questions is the quickest way to expose problems & remove barriers  Collaborative problem-solving should be mandatory  Remove barriers and get out of the way “The first responsibility of a leader is to define reality. The last is to say thank you. In between, the leader is a servant.” ~ Max de Pree, former CEO Herman Miller, Leadership is an Art
  16. 16. Q&A Thank you. teresa@conceptscaptured.com 541.815.3292

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