V. Lane Rawlins

1
Leadership Retreat 2003
Leadership
V. Lane Rawlins
November 13, 2003
2
Leading in a
Constrained Environment
Great Wall
This year will be harder the talk is over
3
The Directions You Are Going and the Leadership
You Provide Will Determine the Future of This
University
Somebody has to do something and unfortunately
it has to be us. - Jerry Garcia
4
Egypt
Are We Prepared to Lead Do We Have the Skills,
Knowledge and Commitment?
To be conscious that you are ignorant is a great
step to knowledge. - Disraeli
5
Do We Buy Into the Mission and Plan?
What Would We Change? Can We Give it Our Full
Commitment?
Mt. Rushmore
Temple of Artemis
6
With Our Limited Resources, Should We Change the
Plan?
Theyre only putting in a nickel and they want a
dollar song. - Melanie
7
Are You Willing to Work Together With the Team?
What Reservations Do You Have About Doing That?
Do You Have Confidence in Your Leaders,
Colleagues and Direct Reports?
8
Do Those Who Work With You Share Your Opinion and
Commitment to Moving Ahead? Have You Influenced
How They Feel About the Direction?
Hieroglyphs
9
Does Fear of Failure Ever Keep You From Pursuing
a Worthy Goal?
Tower of Winds
There is only one letter difference in hero and
zero
10
How Do You React to Opposition, Bad Behavior or
Lack of Effort? What Should You Do?
Easter Island
11
Mt Everest.net
Do You Have a Clear Picture of What You Are
Trying to Accomplish, How You Are Going to Do It,
and a Time Table for Its Completion? Do You Have
a Plan B, C and D?
12
A Simple Formula
A. Live in the present
B. Plan for the future
13
Some Have Said That We Are in a Transformational
Period at WSU. Do You Agree?
Stonehenge
Believe it or not! -Robert Louis Ripley
14
Tower of Pisa
What Are the Major Changes That Will Lead to a
Transformation?
15
Cirque du Soleil
Change is Like Being on a Trapeze. As You Go
From One Rung to the Other, You Have a Period
When You Are Only Holding on to Your Plan to Be
Somewhere Else.
16
Change Requires Aligning the Mission With
A. Structure
B. Style
C. Strategies
D. Incentives
17
Hierarchical Structure
A. Information on a need to know basis
B. Span of Control small but tight
C. Managers manage a defined set
of people
D. Evaluations are personal direct
E. Relies on control
18
Flat Organization
A. Information open and available
B. Few bosses and many people working at
the same level
C. Managers work on job definition and education
and people manage their own work
D. Most evaluation is done at the team or unit
level
E. Relies on trust
19
The Change in Structure Is the Transformation
Parthenon
Egypt
20
So What Difference Does Style Make?
Parthenon
Egypt
Our job is not to straighten people out but to
lift them up
21
Is Everyone Clear About How the Vision Applies to
What They Are Doing and Do They Feel That They
Have a Part in Shaping That Vision?
Parthenon
Egypt
22
What Opportunities Are Provided for Real
Discussion and Input?
Parthenon
Egypt
23
All Processes Must Be Understood and Followed
A. Fair
B. Open
C. Consistent
24
Easter Island
Easter Island
Is Everyone Clear About Their Role in the Team
and How Important They Are to Success?
Coming together is a beginning, staying together
is progress and working together is success.
-Henry Ford
25
Have You Asked Them to Do More Than They Can Do
With Existing Resources and When They Fail Who is
Responsible?
Ive learned one thing from football coaches.
26
What Aspect of Transformation is Most Important
to You and How Do You Keep Focused on That? What
Do You Do When the Going Gets Really Tough?
27
(No Transcript)
28
Leadership Retreat 2003
Leadership
V. Lane Rawlins
November 13, 2003