PROJECT SAME PRESENTATION: "Helping your Managers Manage and Your Leaders Lead" September 8, 2005

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PROJECT SAMEPRESENTATION "Helping your
Managers Manage and Your Leaders Lead"
September 8, 2005
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He/She is the best leader who most fully
understands the nature of things, so that his/her
plans are not doomed to ultimate failure who
possesses an active, far-ranging imagination
which can see many possibilities who has a sense
of values, so that among possibilities he/she is
able to choose the most excellent who has a
sense of order, to give form, design and program
to the values and purposes he/she selects
who has practical sense and judgment, and so uses
the most feasible means to accomplish his/her
ends and who has the energy and enthusiasm to
carry his/her plans persistently toward
fruition. --- Arthur E. Morgan
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Management is about human beings. Its task is
to make people capable of joint performance, to
make their strengths effective and their
weaknesses irrelevant.- Peter Drucker, The New
Realities
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• How would you differentiate LEADERSHIP from
  MANAGEMENT?

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Good to Great Level Five Leadership
Level 5 Executive Builds enduring greatness
through a paradoxical blend of humility and
professional will Level 4 Effective
Leader Catalyzes commitment to and vigorous
pursuit of a clear and compelling vision,
stimulating higher performance standards Level 3
Competent Manager Organizes people and resources
toward the effective and efficient pursuit of
predetermined objectives Level 2 Contributing
Team Member Contributes individual capabilities
to the achievement of group objectives and works
effectively with others in a group setting Level
1 Highly Capable Individual Makes productive
contributions through talent, knowledge, skills
and good work habits
Few leaders ever reach this point
Source Jim Collins, Good To Great
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List of Leadership and Management Competencies

• Acts ethically
• Balanced between work and home
• Budgets
• Copes with failure
• Delegates
• Demonstrates humor
• Develops others
• Effective recruiter
• Exercises creativity and tenacity
• Identifies and manages conflicts
• Inspires faith in others
• Leads
• Listens effectively

• Makes decisions
• Motivates others
• Plans
• Possesses a customer-oriented attitude
• Sets priorities
• Shows appreciation for diversity
• Shows compassion
• Speaks effectively
• Takes risks
• Thinks strategically
• Understands group dynamics
• Works effectively with others
• Writes effectively

Source William J.Rothwell, Effective Succession
Planning
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Management vs. Leadership
Management
Leadership

• Planning and Budgeting
• establishing detailed steps and
• timetables for achieving needed results, then
• allocating the resources necessary to make
• it happen
• Organizing and Staffing
• Establishing some structure for
• accomplishing plan requirements, staffing
• that structure with individuals, delegating
• responsibility and authority for carrying out
• the plan, providing policies and procedures to
• help guide people, and creating methods
• or systems to monitor implementation
• Controlling and Problem Solving
• Monitoring results, identifying deviations
• from the plan, then planning and organizing
• to solve these problems

• Establishing Direction
• Developing a vision of the future--often the
• distant future--and strategies for producing
• the changes needed to achieve that vision
• Aligning People
• Communicating direction in words and deeds
• to all those whose cooperation may be
• needed so as to influence the creation of
• teams and coalitions that understand the
• vision and strategies and that accept their
• validity
• Motivating and Inspiring
• Energizing people to overcome major
• political, bureaucratic, and resource barriers
• to change by satisfying basic, but often
• unfulfilled human needs

Source John Kotter, A Force For Change...

• Produces a degree of predictability and
• order and has the potential to consistently
• produce the short-term results expected
• by various stakeholders (e.g., for customers,
• always being on time for stockholders, being
• on budget)

• Produces change, often to a dramatic degree,
• and has the potential to produce extremely
• useful change (e.g., new products that
• customers want, new approaches to labor
• relations that help make a firm more
• competitive)

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Eight Attributes of Successful Leaders

• They are able to build a strong corporate
  culture.
• They are truth-tellers.
• They are able to find and cater to under-served
  markets.
• They can "see the invisible" - that is, spot
  potential winners or faint trends before their
  rivals or customers.
• They are adept at using price to build
  competitive advantage.
• They excel at managing and building their
  organization's brand (which in some cases may be
  their own name).
• They are fast learners.
• They are skilled at managing risk.

Source Lasting Leadership, Mukul Pandya and
Robbie Shell ,Wharton Business School Publishing
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Traits or Tools of Successful Managers

• Managers must be action-oriented rather than
  reaction-oriented.
• Managers need a sense of completion. Loose ends
  are not acceptable to good managers.
• Managers must have a sense of what is important.
• Mangers need to understand the limits of control
  that they have, over events or people.
• Mangers need to think in terms of costs and
  results.
• Managers need to have and develop a sense of
  ownership regarding problems and the
  organization.
• Managers need mental toughness when it comes to
  handling disappointments, adversity and
  resistance.
• Managers need to become comfortable with being
  uncomfortable.
• Managers need to avoid being intimidated by
  people or events.
• Managers should avoid becoming committed to
  processes rather than service or effectiveness.
• Managers must understand that an individuals
  ethic or personality cant always be changed.
  Often the only way to change the culture of a
  business environment is to change the types of
  people working there.

Source Don R. Marshall, The Four Elements of
Successful Management
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What to Look For

• Managers (Execution)
• Main focus is on the here and now plan their
  work, work their plan
• Emphasis on accountability no excuses
  mentality
• Disciplined thinking
• High problem solving ability
• High results orientation needs to get things
  done
• Clarity in communications style no ambiguity
• Subject matter expertise they know their area
  inside and out
• Risk neutral - calculated
• Ability to deal with some complexity but prefers
  predictability and consistency
• Earns staff respect leads by example
• The ability to connect 11 and in small groups
• Engineer

• Leaders (Direction)
• Ability to see the future and incorporate into
  the here and now
• Pushes the envelope stretch goal thinker
• Openness to new ideas
• Problem/Opportunity identifier
• Often balancing many balls at once strives for
  positive momentum not perfection
• Complex communicator forces people to think
• Generalist mindset
• Risk taker
• Thrives on complexity shifting priorities
• Generates staff loyalty gets people to see and
  commit to the bigger picture
• Public speaking capability deal effectively with
  large groups and outside world
• Architect

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Thoughts on Transitioning a Manger to a Leader

• Looking outside the organization for leaders
  should be the exception not the norm
• The earlier you start to think about this the
  better
• Takes time ideally the process should be
  incremental rather than forced
• Its not always possible or even advisable only
  15-20 will ever have a chance of making the cut
  at the leadership level
• Requires cultivation of a different skill sets
  and abilities
• May involve some leapfrogging
• Turnover at the CEO/President level always ends
  up creating turnover at the leadership and/or
  senior management level plan for it
• On-going peer and direct peer feedback is an
  essential ingredient to success 360 degree
  tools can be one of your biggest assets if
  managed properly
• The evolution of star performers ultimately needs
  to involve a shift from I to we thinking be
  wary of those who always seek the personal
  spotlight
• Is this the type of person other people will want
  to follow (not just work for)?
• Energy level and work ethic become even more
  critical as someone moves up the ladder
• The need for life balance is important, but most
  likely will always be an issue at the leadership
  level it can be managed not solved
• Make succession planning an on-going conversation

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Role for HR in the Process

• Seize the management and leadership development
  initiative make it a critical part of what you
  do!
• Make sure that the professional development
  budget first includes this need and second is
  being utilized
• The investment of training resources should be
  directly proportionate to the potential impact of
  the position all roles arent created equal
• Create relatively inexpensive in-house trainings
  that leverage best practice performers
• Disseminate relevant articles and information on
  a regular basis and create discussion forums
• Consider a mentoring program, especially for new
  managers and leaders
• Create peer based learning opportunities
• Make sure that there is on-going leadership and
  management assessment that closely aligns with
  the performance evaluation process
• Work on changing the stigma that the only way to
  succeed is by moving up the ladder celebrate top
  managers for what they are not what they could
  become retention is different from succession
• Succession planning, succession planning,
  succession planning!

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Questions?
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Ed Robinson President Capacity Building
Solutions Inc./ TEC Chair Group
663 301/624-5686 robin_ed_at_capacity-building.com
http//www.capacity-building.com
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APPENDICES(Additional slides that I thought you
might find useful)
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What is the Difference Between Leaders and
Managers

• The manager administers, the leader innovates
• The manager is a copy the leader is an original
• The manager maintains the leader develops
• The manager focuses on systems and structure the
  leader focuses on people
• The manager relies on control the leader
  inspires trust
• The manager has a short range view the leaders
  has a long range perspective
• The manager asks how and when the leader asks
  what and why
• The manager has his/her eye always on the bottom
  line the leader has his/her eye on the horizon
• The manager initiates the leader originates
• The manager accepts the status quo the leader
  challenges it
• The manager is a classic good soldier the leader
  is his own person
• The manager does things right the leader does
  the right thing

Source Warren Bennis, On Becoming a Leader ,
Perseus Books Group, 1989
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Leadership 10 Factors For The Future

• Leaders Manage The Dream
• Leaders Embrace Error
• Leaders Encourage Reflective Backtalk
• Leaders Encourage Dissent
• Leaders Possess The Nobel Factor
• Leaders Understand The Pygmalion Effect In
  Management (staff perform to expectations)
• Leaders Have What I Think Of As the Gretzky
  Factor (where the organization must be rather
  than where it is)
• Leaders See the Long View
• Leaders Understand Stakeholder Symmetry
• Leaders Create Strategic Alliance And Partnerships

Source Warren Bennis, On Becoming a Leader ,
Perseus Books Group, 1989
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Six Augmented Qualities of Leadership
for the New Economy
Source Citrin, James and Thomas Neff. Digital
Leadership. Journal of Strategy and Business.
First Quarter, 2000.
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An Effective Manager Must Be Able To Do All of
The Following

• Set Objectives
• Organize (e.g., staff, resources, systems, etc.)
• Coach and Communicate
• Establish Measurement Tools/Track Progress
• Develop People
• Manage to a Bottom Line(s)
• Foster a Culture of Accountability
• Focus on Continuous Improvement
• Innovate

Source Peter Drucker Additions
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The Four Elements of Successful Management

• Selecting Rather than trying to force-fit a good
  candidate into a vague job slot, carefully define
  a particular jobthen seek the right person to
  fill it.
• Directing Nothing works better at moving your
  employeesand your companytoward organizational
  goals than strategic plan-based direction.
• Evaluating When youve assigned specific tasks,
  responsibilities, and objectives with deadlines,
  then evaluation is simply a matter of determining
  if the employee has met those goals.
• Rewarding Sustaining high levels of performance
  is not just a matter of proper selection,
  direction and evaluation. It also requires
  appropriate rewards for actual accomplishments.

Source Don Marshall, The Four Elements of
Successful Management
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13 Fatal Errors Managers Make

• Refusing to accept personal accountability
• Failing to develop people
• Trying to control results instead of influencing
  thinking
• Joining the wrong crowd
• Managing everyone the same way
• Forgetting the importance of profit
• Concentrating on problems rather than objectives
• Being a buddy, not a boss
• Failing to set standards
• Failing to train your people
• Condoning incompetence
• Recognizing only top performers
• Trying to manipulate people

Source W. Steven Brown, 13 Fatal Errors Managers
Make and How You Can Avoid Them