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ETM 5110 – LEADERSHIP STRATEGIES Session 4

ETM 5110 – LEADERSHIP STRATEGIES Session 4. Recap/Common Threads “Guest Lecture Series” – Jack Welch (GE), Jim Goodnight (SAS), Craig Weatherup (Pepsi), Jerry Ennis (Boldt Construction Guest Lecture by (Ret.) General Reimer Five Myths of Management

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ETM 5110 – LEADERSHIP STRATEGIES Session 4

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  1. ETM 5110 – LEADERSHIP STRATEGIESSession 4 • Recap/Common Threads • “Guest Lecture Series” – Jack Welch (GE), Jim Goodnight (SAS), Craig Weatherup (Pepsi), Jerry Ennis (Boldt Construction • Guest Lecture by (Ret.) General Reimer • Five Myths of Management • Review of “Successful Leader” Assignment (Common Threads)

  2. ETM 5110 – LEADERSHIP STRATEGIES Our Virtual Walk in the Woods Or Moral Compass

  3. ETM 5110 – LEADERSHIP STRATEGIES Managing for Shareholder Value* • Shifting the focus from growth to profitability • Core strengths/competency • Workforce development • Defining success (e.g., customer satisfaction, return on investment, return on equity) • Setting ambitious yet achievable goals • Benchmarking against world-class corporations • Multi-disciplinary solutions • Performance-based compensation *Brian Pitman, “Leading for Value,” HBR, April 2003.

  4. ETM 5110 – LEADERSHIP STRATEGIESGuest Lecture Series Dennis Reimer is Executive Director of the National Memorial Institute for the Prevention of Terrorism (MIPT) • Retired General, United States Army • 33rd Chief of Staff (1995-1999) • Commanding General U. S. Army, Forces Command, Ft. McPherson, GA • Among Assignments: Vietnam, Korea, Pentagon • Graduate, U. S. Military Academy • M. S., Shippensburg State College • Native of Medford, OK

  5. ETM 5110 – LEADERSHIP STRATEGIES Reimer’s Rules for Leadership • Do What’s Legally and Morally Right Every Time • Be All You Can Be (U. S. Army Slogan) • Treat Others As You Expect to Be Treated Gen. Dennis Reimer (Ret. USA) Executive Director, National Memorial Institute for the Prevention of Terrorism (MIPT)

  6. ETM 5110 – LEADERSHIP STRATEGIES Five Myths of Management*: • Leadership is rare skill. • Leaders are born, not made. • Leaders are charismatic. • Leadership exists only at the top of an organization. • The leader controls, directs, prods, manipulates. *List by Bennis and Nanus and included in book “Moses on Management” by David Baron, Pocket Books: ISBN: 0671-03259-3

  7. ETM 5110 – LEADERSHIP STRATEGIES What Constitutes Role Model Behavior?

  8. ETM 5110 – LEADERSHIP STRATEGIES The Components of Role Model Behavior • Honest • Competent • Trustworthy • Respect for others • Energizes/engages others • Gets results • Conflict mediation/resolution • Practices the “7 Habits”

  9. ETM 5110 – LEADERSHIP STRATEGIESFive Actions to Credibility • Challenge the Process • Inspired Shared Vision • Empower People to Act • Model the Way Thru Personal Behavior Successes • Recognize Contributions and Celebrate Successes

  10. ETM 5110 – LEADERSHIP STRATEGIES Effective leaders know what will make a difference, and how to make a difference…

  11. ETM 5110 – LEADERSHIP STRATEGIES The Language of Leadership • Engage/involve • Earned authority • Core competency • M & A • Virtuality • Enterprise resource planning (ERP) • Smart/integrated systems

  12. ETM 5110 – LEADERSHIP STRATEGIES The Value of Shared Values* • Foster strong feelings of personal effectiveness. • Promote high levels of loyalty to the organization. • Facilitate consensus about key organizational goals and the organization’s stakeholders. • Encourage ethical behavior. • Promote strong norms about working hard and caring. • Reduce levels of job stress and tension. • Foster pride in the organization. • Facilitate understanding about job expectations. • Foster teamwork and esprit de corps. *Kouzes & Posner, “Seven Lessons for Leading the Voyage to the Future.”(From Drucker, The Leader of the Future, page 99-110)

  13. ETM 5110 – LEADERSHIP STRATEGIES Breakthrough Leadership “…they don’t make plans; they don’t solve problems; they don’t even organize people. What leaders really do is prepare organizations for change and help them cope as they struggle through it.” What Leaders Really Do, HBR, December 2001.

  14. ETM 5110 – LEADERSHIP STRATEGIES Leadership: “What Really Matters”* • How Decisions Made? (Independently or in Collaboration) • Qualitative or Quantitative Assessments to Make Key Decisions? • Visionary or Detailed-oriented? • Charismatic or Quiet? • Patient or Impatient? • Secure or Insecure? • Build relationships with people at all levels of the organization and to inspire the rest of the management team to do the same. • Spot opportunities and problems early. *Nohria, Joyce, and Roberson, “What Really Works,” HBR, July 2003, page 42-52.

  15. ETM 5110 – LEADERSHIP STRATEGIES Motivating Employees Recast jobs so that they offer: • Achievement • Responsibility • Growth Herzberg, “One More Time: How Do You Motivate Employees?” HBR, January 2003.

  16. ETM 5110 – LEADERSHIP STRATEGIES The Value-centric Organization...

  17. ETM 5110 – LEADERSHIP STRATEGIES The Value-centric Organization • Guiding principles • People and alignment • Customers and markets • Technology and services • Successful execution • Continuous improvement • Celebrate success • Sustainable growth

  18. ETM 5110 – LEADERSHIP STRATEGIES Three Core Principles of a Vision Framework* • Raison d‘etra • Strategy for achieving its "higher purpose" • Values that define what the organization stands for *Mark Lipton, Guiding Growth: How Vision Keeps Companies on Course. HBR Product #7060.

  19. ETM 5110 – LEADERSHIP STRATEGIESFrom Individual Contributor to Leader/ManagerTen Traits to Transition • Positive, upbeat attitude • Can-do spirit • Commitment to continuous learning • Team player • Energize others/energized by others • Self-starter • Flexible/adaptable • Personal balance • … • …

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