Practicing Leadership


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Gary Floss
2010 Quality Fair

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Practicing Leadership

  1. 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. 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. 3. 1. Leadership vs. Management 3
  4. 4. Management: Management: Keep the existing Keep the existing train running as train running as designed designed 4
  5. 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. 6. Leadership -- explain and share the Vision, so everyone can see it 6
  7. 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. 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. 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
  10. 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. 11. Leadership Leadership • Mission • Vision • Values • Action 11
  12. 12. 2. Values-Driven Leadership Personal Values & Organizational Values 12
  13. 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. 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. 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. 16. High Achiever “One who never sees himself or herself as a finished product”
  17. 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. 18. 3. The “Right Questions to Ask” 18
  19. 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. 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. 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. 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. 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. 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. 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. 26. 4. Start, Stop, Keep model 26
  27. 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. 28. Arnie Weimerskirch, retired VP, Quality, Honeywell  10 PRINCIPLES OF CHANGE #2 Use a credible management model 28
  29. 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 29 organization
  30. 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. 31. Summary 31
  32. 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
  34. 34. Alignment of Soft Systems – “support the People side of the equation” Training ? ? Reward Recognition Goals •Individual ? •Team Communication •Organizational Promotion ? 34
  35. 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. 36. Any Questions 36