LEADERSHIP

1
LEADERSHIP TEAMWORK

• HOW DOES IT HAPPEN?
• WHAT GOES RIGHT?
• WHAT GOES WRONG?

2
LEADERSHIP

• PERSONAL ATTRIBUTE BORN LEADERS
• TRAINING AND INCLINATION
• NOT MANAGEMENT
• ABILITY TO INSPIRE SELF AND OTHERS TO ACHIEVE
  HIGH GOALS
• NOT THREATS OR INTIMIDATION (FALSE)
• SELF-DIRECTED
• DEVELOPS IMPROVES WITH EXPERIENCE
• REQUIRES HIGHLY DEVELOPED COMMUNICATION SKILLS
• DRIVEN BY VISION OF SUCCESS

3
TEAMWORK

• THE BASIS FOR VIRTALLY ALL ENGINEERRING PROJECTS
  PROGRAMS. FEW INDIVIDUAL SUCCESSES
• COMMITMENT, RESOLVE, PERSONAL SACRIFICE, EFFORT.
• DRIVE TO ACHIEVE SUCCESS
• SUPERB COMMUNICATION SKILLS LISTEN, VERBAL,
  WRITTEN, ART
• COMMITMENT TO COMPLETION U.S. VS JAPAN
• PATIENCE
• PERSONAL AND GROUP DEVELOPMENT
• SHARED VISION OF SUCCESS
• TIME BUDGET SENSITIVE

4
JOSHUA CHAMBERLAINGREAT LEADER

• COLLEGE PROFESSOR IN MAINE RELIGION
• STRONG SENSE OF MISSION FOR THE UNION AS THE
  CIVIL WAR BROKE OUT
• JOINED THE UNION ARMY AND WAS GIVEN A COMMISSION
  AS A COLONEL IN COMMAND OF REGIMENT OF MAINE
  MILITIA.
• HERO IN THE BATTLE OF GETTYSBURG, HIGHLY REGARDED
  BY TROOPS ON BOTH SIDES
• ROSE TO RANK OF GENERAL AND WAS SELECTED TO
  RECEIVE ROBERT E. LEES SWORD AT APPOMATOX.
• BECAME COLLEGE PRESIDENT IN MAINE AND EVENTUALLY
  GOVERNOR OF MAINE.
• DIED IN 1916 OF HIS WAR WOUNDS.

5
LEADERSHIP ATTRIBUTES

• A LEADER MUST DEVELOP SALES SKILLS - MUST SELL
  CONTINUOUSLY AND IN EVERY DIRECTION.
• A LEADER LEADS AND HAS GREAT CONCERN FOR THOSE
  HE/SHE LEADS.
• MAINTAINS HIGH ETHICAL STANDARDS JUDGEMENT,
  INTEGRITY, HONESTY, DISCRETION, ETC.
• KNOWS AND ACKNOWLEDGES THE VALUE OF EACH MEMBER
  OF THE TEAM
• MAKES DECISIONS EFFECTIVELY
• TECHNICALLY SOUND AND PRACTICAL
• CREATIVE AND INNOVATIVE
• EXCELLENT COMMUNICATOR
• A TRAINED AND MOTIVATED SUBORDINATE
• COURAGEOUS UNDER FIRE ADM MYERS
• POSITIVE AND CHEERFUL ENERGIZES THE TEAM

6
INEFFECTIVE LEADERSHIP

• INDECISIVE
• EGO CENTRIC SELFISH SELF SERVING
• SOCIOPATHIC
• NARCISSTIC CHARISMATIC
• MANIPULATIVE
• KNOW-IT-ALL
• UNWILLING TO WORK HARD TO ACHIEVE
• IT WILL HAPPEN BECAUSE I WANT IT TO
• KILLS CREATIVE SPARK IN SUBORDINATES
• JUDGEMENTAL AND HYPER CRITICAL
• POOR TECHNICAL SKILLS (ENGINEERING) MISSPLACED
• DUMB OR POORLY EDUCATED

7
TEAMWORK KILLERS

• PASSIVE AGGRESSIVE BEHAVIOR
• POOR COMMUNICATIONS
• POOR LISTENING
• LACK OF FOCUS COMMON GOALS (BUY-IN)
• CONFUSION ABOUT OBJECTIVES MISSION
• LACK OF SENSE OF URGENCY
• POOR RECORD KEEPING
• JUMPING TO CONCLUSIONS
• UNCERTAINTY ABOUT SUCCESS
• CREEPING ELEGANCE
• INSISTENCE ON IMPOSSIBLE OUTCOME
• INADEQUATE LEADERSHIP

8
SOME GREAT LEADERS TEAMS

• GEN. DOUGLAS MCARTHUR
• GEN. GEORGE PATTON
• DWIGHT EISENHOWER
• RONALD REAGAN
• KELLY JOHNSON SKUNK WORKS SR 71
• P-51 TEAM (120 DAYS CONCEPT TO FLY)
• APOLLO PROGRAM
• BOB NOYCE FAIRCHILD, INTEL
• CRAIG BARRETT INTEL
• BOB GALVIN MOTOROLA

9
GOOD TEAMS

• GOOD, EXPERIENCED LEADER
• CLEAR, WELL UNDERSTOOD MISSION
• CLEAR UNDERSTANDING OF MONEY TIME LIMITS
• NO BUREAUCRACY
• ENTHUSIASM, PASSION, FIRE IN THE BELLY
• ADEQUATE TRAINING AND TOOLS
• ADEQUATE SKILL SET

10
THE MAN IN THE ARENATheodore Roosevelt

• It is not the critic who counts, not the man who
  points out how the strong man stumbled, or where
  the doer of deeds could have done better. The
  credit belongs to the man who is actually in the
  arena, whose face is marred by the dust and sweat
  and blood, who strives valiantly, who errs and
  comes short again and again, who knows the great
  enthusiasms, the great devotions and spends
  himself in a worthy course who at the best,
  knows in the end the triumph of high achievement,
  and who, at worst, if he fails, at least fails
  while daring greatly so that his place shall
  never be with those cold and timid souls who know
  neither victory or defeat.
• Paris Sorbonne, 1910