Leadership in the Baldrige Criteria

1
Leadership in the Baldrige Criteria

• Examines how an organizations senior leaders
  address values, directions, and performance
  expectations, as well as a focus on customers and
  other stakeholders, empowerment, innovation, and
  learning. Also examined are the organizations
  governance and how the organization addresses its
  public community responsibilities.
• 1.1 Organizational Leadership
• a. Senior Leadership Direction
• b. Organizational Governance
• c. Organizational Performance Review
• 1.2 Social Responsibility
• a. Responsibilities to the Public
• b. Ethical Behavior
• b. Support of Key Communities

2
Leadership

• The ability to positively influence people and
  systems to have a meaningful impact to a group,
  achieve desirable results, and shape its culture

3
Leadership System

• Refers to how decisions are made, communicated,
  and carried out at all levels mechanisms for
  leadership development, self-examination, and
  improvement
• Effectiveness of leadership system depends in
  part on its organizational structure

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Managers versus Leaders Planning(John P.
Kotter, HBS)

• Establish detailed steps timetables for
  achieving needed results and then allocate
  resources necessary to achieve them

• Establish directions - develop a vision of the
  future and strategies for producing the changes
  needed to achieve that vision

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Managers versus Leaders - Organizing

• Establish a structure for accomplishing the plan
• Staff the structure with individuals, delegate
  authority and responsibility

• Align people to the vision - communicate the
  need, develop peoples capability and
  competencies, create productive environment,
  promote teamwork

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Managers versus Leaders - Directing

• Develop detailed measuring systems
• Guide people with policies and procedures
• Create systems or methods to monitor
  implementation

• Monitoring and inspiring - energize people to
  overcome barriers to change, provide tangible
  resources, walk the talk

7
Managers versus Leaders - Controlling

• Monitor results versus plan in some detail
• Identify deviations and then plan organize to
  solve problems

• Empower employees to monitor their own
  performance
• Support and promote continuous improvement

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Core Leadership Skills

• Vision
• Empowerment
• Intuition
• Self-understanding
• Value congruence

Dale Crownover, President, Texas Nameplate Co.
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Examples of Executive Leadership

• Define and communicate business directions
• Ensure that goals and expectations are met
• Review business performance and take appropriate
  action
• Create an enjoyable work environment
• Solicit input and feedback from customers
• Ensure that employees are effective contributors
• Motivate, inspire, and energize employees
• Recognize employee contributions
• Provide honest feedback

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What Should a CED Do?(John Chambers, Cisco CEO)

• Be responsible for setting strategies
• Recruit, develop, and retain the leadership team
  to implement the strategies
• Focus on what culture we want in the organization

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Zenger-Miller Leadership Competencies

• Managing projects
• Displaying technical skills
• Managing time and resources
• Taking responsibility
• Taking initiative beyond job requirements
• Handling emotions
• Displaying professional ethics
• Showing compassion
• Making credible presentations

• Setting or sharing a vision
• Managing a change
• Focusing on the customer
• Dealing with individuals
• Supporting teams and groups
• Sharing information
• Solving problems, making decisions
• Managing business processes

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What Should We Look for in A Manager? (John
Chambers)

• Getting the desired results
• How good is the managers team?
• Trust and integrity
• Industry knowledge
• Teamwork
• Ability to drive company vision

• Communication (individual and group) skills and
  listening skills
• Customer focus
• Balancing planning and reacting
• People skills

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Categories of Managers Activities

• Daily operations
• Fire-fighting
• Planning
• Improvement

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Leading Practices - Leadership

• Create a customer-focused strategic vision and
  clear quality values
• Create and sustain leadership system and
  environment for empowerment, innovation, and
  organizational learning
• Set high expectations and demonstrate personal
  commitment and involvement in quality
• Integrate quality values into daily leadership
  and management and communicate extensively
• Integrate public responsibilities and community
  support into business practices

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Coaching Leadership Style (1 of 3)

• Ask questions and listen to the answers
• How can I improve in order to better support you
  in your job?
• What skills and knowledge do you have which I
  dont know about?
• What skills do you want to develop?
• What do you need from me and the organization to
  improve the quality of your work?

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Coaching Leadership Style (2 of 3)

• Make needed outcomes clear, but train individuals
  and let them develop their own ways to achieve
  the desired outcomes
• Study and learn from successes and mistakes with
  involvement from all employees
• Keep two-way communication candid and honest
  without being punishing

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Coaching Leadership Style (3 of 3)

• Focus on the future with collaboration and
  planning for continuous improvement
• Increase ownership by getting everyone involved
  with external customers
• Coach and train others to excel
• Celebrate small wins and reward risk taking

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Leadership and Public Responsibilities

• Health, safety, and environment
• Ethics
• Community support