Leadership

1
Leadership

• Leadership is pursuing and achieving goals with
  and through others by influencing, inspiring,
  motivating and directing them with the four Ps
  (Power, Position, Personality and Persuasion).
  In general, it is whatever makes people want to
  follow you.
• All leaders have a personal style. But a
  leaders manner and methods can vary with
  circumstances and culture (both national and
  corporate). The situation can define the style
  that will succeed.

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Leadership Traits

• Selfless gives credit to team, not self
  positive reinforcer
• A thinker with strong conceptual skills able to
  link cause and effect
• A visionary able to see what can be created
• A persuasive, dynamic, energetic motivator able
  to communicate the vision
• Flexible, adjusting to circumstances and people
• Good listening skills able to accept suggestions
• Competent and knowledgeable able to set an
  expert example
• Organized and focused
• Good at judging others capabilities and
  commitment and selecting the right person for
  each task
• Courageous willing to take risk and accept
  responsibility
• Decisive, determined and persistent
• Has stamina can work hard and long
• Practical and calm while others are not
• Ethical, honest, trustworthy and admirable

3
Groups and Teams

• A team is more effective than a single person at
  achieving goals because it has MORE of
  everything more brains, more diversity of
  viewpoint, more ideas, more energy, more time,
  more resources, and brainstorming capability.
• Team members can balance each others strengths
  and weaknesses and inspire each others
  creativity and innovation.

4
Group DynamicsConformity and Deviance

• Conformity and Deviance need to be balanced. Too
  much conformity among team members can stifle the
  creativity and innovation that comes from
  deviance (diversity of viewpoints). But too much
  deviance can derail a teams discipline and
  productivity.

5
Assuring High Team Performance

• YOU GET THE BEHAVIOR YOU REWARD!
• Reward the team as well as its members for high
  performance (example Toyotas two-check bonus
  system)

6
Communication

• Communication is sharing information in
  business, you do it in order to build shared
  understanding that enables coordinated pursuit of
  a plan.
• It is the oil lubricating the cogs of commerce
  the foundation of creativity, innovation,
  teamwork, problem-solving, decision-making and
  customer satisfaction.
• In short, its very important.

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The Communication Process

• A sender encodes a message, transmits it over a
  medium to a receiver, who decodes it and provides
  feedback (either questions or confirmation) to
  the sender. When this circular process is
  effective, shared understanding is achieved.
• Channel choice (face-to-face, video conference,
  e-mail, phone, fax, memo, letter, etc.) is
  important because each has its strengths and
  weaknesses and may be more or less appropriate
  for any particular content.

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The Role of Perception in Communication

• Perception is the process by which people sort,
  sift, organize and interpret sensory input to
  distil meaning, form opinions, make decisions and
  take action.
• Your experience creates internal filters that
  affect how you perceive input, sometimes skewing
  the message a sender intends.
• You need to be aware of your filters and wary of
  their potential effects on your perceptions
  (know thyself) be skeptical of both the
  situation and yourself.

9
Managing Conflict and Politics

• Organizational conflict is discord arising when
  different individuals or groups hold different
  values or pursue conflicting goals or interests
  and then try to block one anothers progress.
• It is inevitable in business and you will have to
  learn to deal with it.

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Some Sources of Conflict

• Conflicting goals and time horizons
• Overlapping authority (two dogs/one fireplug)
• Scarce resources (zero-sum mentality)
• Status inconsistencies that lead to envy

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Conflict Management Strategies

• Resolution through compromise (share the pain) or
  collaboration (share the gain)
• Accommodation (one party plays door mat)
• Avoidance (a decision to let the problem fester
  not good)
• Competition (survivor wins -- dumb)

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Conflict Minimization Strategies

• Increase awareness of potential conflict sources
• Increase tolerance skills (empathy, respect for
  diversity, etc.)
• Practice job rotation (walk in each others
  shoes)
• Permanent transfer or dismissal (move or fire the
  problem)
• Work to make disruptive conflict (versus
  energetic consideration of alternatives)
  unacceptable in the corporate culture

13
Organizational Politics

• Activities managers engage in to increase their
  power to overcome opposition or achieve their
  goals.
• Can be negative when used to pursue
  self-interest.
• Can be positive when used to achieve
  organizational goals or improve performance.
• Leaders learn to use politics to get things
• done.

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Some Political Strategies

• Become central to the organizations mission.
• Become irreplaceable.
• Build both internal and external alliances.
• Rely on objective, factual (i.e., convincing)
  information.
• Control the agenda.
• Make everyone a winner.
• Bring in an outside expert.

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Advanced Information Technology

• KNOWLEDGE IS POWER
• (and the electronic genie is out of the bottle)

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How does Information differ from Data?

• Data raw, unsummarized, unalayzed facts and
  therefore mostly useless
• Information data organized in a meaningful
  fashion that makes it useful for decision-making

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Information Technology

• A set of techniques and equipment for
• Acquiring
• Organizing
• Storing
• Manipulating
• And transmitting
• INFORMATION

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Information and Managerial Control

• Managers exert control by
• Establishing measurable goals
• Monitoring performance against them
• Improving the process
• Doing it again
• And rewarding effective performance
• This is PDCA and cannot be accomplished
  without timely, accurate, complete, relevant and
  reliable information from both inside and outside
  the company. Global sourcing and competition is
  making it ever more complex and fast-paced.

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Innovation Product Development

• Quantum Technological Change an innovative,
  fundamental and disruptive shift in technology
  that can obsolete existing products and provide
  first-mover competitive advantage to the creator
  (for example, the leap from internal combustion
  to hybrid drivetrains).

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Product Development

• Incremental Technological Change step-by-step
  evolution that refines existing technology and
  produces gradual improvement of products over
  time (for example carburetors to fuel injection)

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Product Life Cycle

• Four Stages
• Embryonic new with minimal demand
• Growth demand increases
• Maturity demand peaks and flattens
• Decline demand decreases
• Life is a bell curve

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Product-development Goals

• Maximize customer satisfaction (fit)
• Accelerate development pace (first to market
  captures longer life cycle and initial price
  premium)
• Maximize manufacturability
• Maximize quality
• Maximize differentiation
• Minimize waste and cost

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Product-development Techniques

• Cross-functional teams
• Concurrent not sequential engineering
• - Reduces development time and cost
• - Enhances manufacturability
• - Enhances quality
• Customer involvement
• Supplier involvement

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• THE TOOL BOX

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Foundation Conclusion

• The ultimate goal of any business is to create
  sustainable competitive advantage by answering
  three basic business questions better than its
  competitors
• Who will buy?
• What do they want?
• How can we give it to them in superior ways that
  will differentiate us from competitors, make
  money, earn customer trust and loyalty and create
  sustainable competitive advantage?

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Tools

• Vision (What do we want to be?) Mission (Why are
  we here?) Values (What do we hold most dear?)
  Goals (What do we want to achieve?)
• Base planning on realistic assessment of internal
  strengths and external circumstances (SWOT)
• What is our strategy (the road map)?
• Get organizational feedback and buy-in.
• Assign the three Rs (Roles, Responsibility,
  Resources)
• Create a strong and positive corporate culture
  based on a combination of diversity and shared
  values.

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Tools

• 7. Match structure to environment (flat and
  flexible) and continuously re-examine base
  assumptions to assure that your strategy and
  business model are still effective.
• 8. Demand, measure (KPIs) and reward positive
  results (YOU GET WHAT YOU REWARD).
• Eliminate waste, harvest savings and re-invest in
  product and process to build competitive
  advantage (VCM and ZBB).
• Build and protect brand strength.
• Take a stakeholder viewpoint partners must
  prosper for you to prosper.
• 12. Occasionally force organizational growth
  with a BHAG that creates new, difficult-to-copy
  corporate resources and skills.
• 13. Become an urgent, strictly disciplined,
  learning organization that continuously improves
  and runs scared!

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Final Thought

• Every morning in Africa, a gazelle wakes up and
  knows he must out-run the fastest lion or he will
  die.
• Every morning a lion wakes up and knows he must
  out-run the slowest gazelle or he will starve.
• Whether youre a lion or a gazelle, every
  morning you better wake up and start running!