Organizational Culture

1
(No Transcript)
2
(No Transcript)
3
Leaders and Leadership

• Introduction
• Definition of a leader
• What do people want from their leaders
• Why lead
• Leaders relationship with constituents
• Importance of learning
• A sense of urgency
• The importance of communication
• Wire the joint
• A sense of purpose
• The importance of a strong work ethic
• Availability and Accessibility
• The value of failure

4
Leaders and Leadership

• The importance of listening
• The value of consistency
• Two leadership styles
• Ways leadership can be felt in an organization
• Leadership and its influence on organizational
  culture
• Low performing cultures
• High performing cultures
• Peter Druckers thoughts on effective executives
• They all followed the same eight practices
• Leadership myths
• Why good things sometimes happen to bad leaders
• Summary comments
• Concluding thoughts

5

• Success does not come to those who have the will
  to succeed, because almost everyone has the will
  to succeed.
• Success comes to those who have the will to
  prepare to succeed.

Roy Black
6
Definition of a Leader

• A leader is one who manifests direction,
  integrity, hardiness and courage in a consistent
  pattern of behavior that inspires trust,
  motivation and responsibility on the part of
  followers who, in turn, become leaders
  themselves.

Warren Bennis, Ph.D. -1998 interview
7
What do people want from their leaders?

• Direction and meaning
• Trust
• A sense of hope and optimism
• Finally, they want results

Warren Bennis, Ph.D. -1998 interview
8
Leaders Relationship With Constituents

• Their survival depends on it
• Turnaround Study
• They do not want paternalism or maternalism.
  They want someone more like a big brother or big
  sister.
• We like our leaders to play the role of first
  among equals.

John Gardner On Leadership
9
Why Lead

• I enjoy being the lead horse because for the lead
  horse, the scenery is always changing for all
  the horses behind him, the scenery is always the
  same.

F.L. Cappaert
10
Why Lead

• God never intended for you or me to spend our
  lives in the bleachers or standing down in the
  ranks somewhere. He intended us to be the best
  we can be.
• Leading can be more profitable.
• Leading can be more stressful, but it is more fun.

11
Learning

• In talking to 90 leaders, they never mentioned
  charisma or dressing for success or time
  management.
• Instead, they talked about persistence, and
  self-knowledge, taking risks, accepting losses,
  commitment and consistency, but above all, they
  talked about learning.

Warren Bennis, Ph.D.
12
Leaders are Learners - perhaps as important as
any other trait

• Learning is a life-long process.
• Learn how your organization works.
• Learn so that you can overcome your weaknesses.

13
Learn That You May Lead

• Statement on the walls of most officer candidate
  schools

14
We hire people with ateachable spirit

• They teach others
• They want to be taught

CEO The Advisory Board
15
The main quality I look for in candidates for our
school isDo they want to learn?
Commanding Officer Marine Sniper School
16
Leaders Have a Sense of Urgency

• Life is not a dress rehearsal.
• Complacency is the end of ambition - fear it.
• Leaders dont wait for someone to tell them what
  to do.

17
Communication

• If you can communicate, it doesnt necessarily
  mean that you can lead.
• However, if you can not communicate, you can not
  lead.

18
Communication

• Communication must be clear and concise (he was
  like the back of a tapestry).
• Use graphs whenever possible.

19
Leaders Wire The Joint

• Build a network of people inside and outside the
  organization.
• Be generous toward others.
• Treat those of lesser rank with the same
  courtesies you do your superiors.
• There is a difference between successful and
  effective executives.

20
Effective Managers
Successful Managers
21
Great leaders have a purpose, a mission, a cause

• Victor Frankel.
• Tom Peters and Warren Bennis, Ph.D. observed this
  trait.

22
Leaders and peak performers are often like
turtles - they may be slower than some, but they
get up and run the race every day with everything
they have.
23
People tend to lose respect for their leaders and
managers if they work less than their
constituents. But, they do not want to hear
their leaders talk about how hard they work.
24
I work 8 hours/day and nothing happens.I work
10 hours/day and nothing happens.I work 12
hours/day and things begin to happen.
Anna Roosevelt Anthropologist
25
What business are you in?
26
When I get into the ring I know, and my opponent
knows, that I have done more to prepare myself
than he has. That gives me the edge.
Dan Gable Olympic Gold Medal Winner
27
Leaders are available and accessible
It has been said that leaders have ability,
affability, and availability.
28
Availability

• Inspiration does not come via coded messages - it
  comes from physical presence of the leader.
• General George Patton
• Napoleons presence on the battlefield is worth
  40,000 troops.
• Lord Wellington

29
There is a tendency for people (leaders and
managers) who rise to senior levels to forget
what got them there. They begin to believe they
have earned the right to be removed from their
constituents.
30
He became more interested in being attended to
than being attentive.
Board chairman discussing a hospital CEO they had
fired.
31
Some managers begin to feel they are anointed
rather than appointed.
32
Availability

• Superiors like to get something other than voice
  mail when they are looking for you.
• Technology makes it possible for us to almost
  always be available.

33
Legitimate power (the power of your position) is
to be used for those you serve - not yourself.
34
Much of your effectiveness is what you give
away each day praise, authority, credit, time
and enthusiasm.

• J. Michael Boyd

35
Attention is the currency of leadership.

• Ron Helfetz,
• Harvard Professor

36
Ranchers and Ramrods

• A ramrod knows what the cowboys are thinking and
  doing.
• A rancher only knows a cow when he or she sees
  one.

Don Bennett, M.D., Ph.D.
37
Failure

• Its not how you handle success, its how you
  bounce up off the bottom.
• Someones true character comes out when they fail
  - not when they are successful.
• Use your failures to empower you - not imprison
  you.

38
How you handle the down times in your career
does more todetermine your success than how you
handle the good times.
CEO The Advisory Board
39
Failure

• General Grant
• Lee Iacocca
• John Kennedy

40
Failure

• When you make mistakes, deal with them quickly,
  learn from them and make cooler mistakes
  tomorrow.
• Tom Peters
• Fast Company
• March 2001

41
Dont get hung up with perfection

• One of the major reasons people fail
• Iaccoca and perfection
• Peak performers know they are not perfect

42
The amateur wants to be the smartest person in
the room. The pro wants to be in a room
surrounded by smart people.
43
Leaders Create More Leaders

• Depowering people make ineffective leaders.
• Good people will not tolerate depowering
  leaders for very long.
• Tom Peters
• Fast Company
• March 2001

44
It is not important that you be the best, but it
is important that you try your best.
45
Leaders Listen

• Paul Oreffice, past CEO of The Dow Chemical
  Company, said there are three kinds of
  communication skills - speaking, writing and
  listening.
• Mark Jaffe, chairman of the board of Bay Health
  System, said listening is the most important
  skill a leader can have.

46
Leaders Listen

• When talking, ask more questions instead of
  making statements.
• Verbally probe your superiors, associates and
  others. They usually will not tell you exactly
  how they feel.

47
Consistency

• A leader must be consistent - he or she must be
  steady.
• A person who has wide swings in emotion or
  behavior is unpredictable and people are afraid
  because they never know what he or she is going
  to do.
• Inconsistency breeds contempt and conformance,
  not performance.
• Leave your personal life at home.

48
Two Leadership Styles

• Humanistic
• Competent
• Humble
• Serves others
• Collaborates
• Builds teams

• Egocentric
• Competent
• Self-promoting
• Self-serving
• Competes
• Builds Silos

LeadQuest Consulting
49
Two Leadership Styles (continued)

• Humanistic
• Shares knowledge
• Supports and teaches
• Praises and coaches
• Sees good in others

• Egocentric
• Sees knowledge as power
• Tears down
• Finds fault
• Suspicious of others

LeadQuest Consulting
50
Two Leadership Styles (continued)

• Humanistic
• Asks What more can I do?
• Open to new ideas
• Apologizes when wrong
• Shares stage

• Egocentric
• Asks What is in it for me?
• Own ideas are the best
• Always right
• Craves the spotlight

LeadQuest Consulting
51
Organizational Culture

• Set of shared values the way people behave in
  an organization.
• Develop slowly, like the barnacles on a boat.
• Can be changed by a CEO who is a leader.
• Powerful influence on organizational performance.

John Kotter, Ph.D.
52
The best determiner of your organizational
culture is what other employees tell new
employees about the organization.
53
Leadership can be felt in an organization in four
themes

• People feel significant
• Learning competence matter
• People are part of a community (there is a team,
  a family, a unity)
• Work is stimulating and challenging

Warren Bennis, Ph.D.
54
Low Performing Cultures

• They are not able or willing to adapt to the
  rapidly changing environment.
• There is an arrogance often from past
  successes.
• Internal Focus usually on operational rather
  than strategic issues.

55
High Performing Cultures

• Can and do adapt to rapidly changing environment.
• Externally focused listen and probe customers,
  employees, etc.
• Managers get out from behind their desks and go
  to where the action is.

56
High Performing Cultures

• There is a sense of urgency time is money
  careful to not waste peoples time ambitious
  goal setting
• Leadership at every level.
• People are risk takers and decisive.
• Obsessive about who they hire and how they train
  them.

57
Corporate Culture

• Visions and strategies were effectively
  communicated. In combination with a
  non-micromanagement style, a lot of cheerleading
  and recognition for initiative, the leaders
  motivated others to act like them.

Corporate Culture Performance Kotter Hesbitt
58
Effective Leaders (Drucker)

• Leaders may have different personalities,
  strengths and weaknesses and other traits, but
  all effective leaders followed the same eight
  practices

59
Effective Leaders (Drucker)(continued)

• They asked What needs to be done?
• What is right for the enterprise?

60
Effective Leaders (Drucker)(continued)

• They developed action plans
• They took responsibility for decisions
• They took responsibility for communicating

61
Effective Leaders (Drucker)(continued)

• They were focused on opportunities rather than
  problems
• They ran productive meetings
• They thought and said we rather than I

62
Leadership Myths

• Leadership is a rare skill
• Leaders are born, not made
• Leaders are charismatic
• Leaders exist only at the top of an organization
• A leader controls, directs, prods, manipulates

63
Why do leaders who are self-serving,
self-centered, autocratic, depowering people
survive in leadership positions?

• Life is not always fair
• They have opinions
• They may achieve financial results
• When they do get overrun, it comes quickly and
  is often bloody

64
Summary Suggestions

• Improve your communication skills
• Writing
• Speaking
• Practice active listening - avoid verbal diarrhea
• Work to be a learner
• Associate with leaders - not losers

65
Suggestions

• Have Written Goals
• Yale Study (1973-1993)
• Don Wallace
• Personal Experience

66
Suggestions

• Be consistent
• Look, think and act as a leader should
• Develop a sense of urgency and goals daily
  goals, weekly goals, yearly goals
• Volunteer to get out front often

67
Leadership

• A key to leadership is being out front

68
(No Transcript)