Leadership and Management

1
Leadership and Management

• William Wilson, Sr.
• Former Region V Programs Chair
• National Society of Black Engineers
• Presented to Lamar University NSBE Chapter
• March 3, 2009

2
Shell/Motiva Leadership Overview

• Leadership
• Vision, focus, people, external mindset.
• We build shared vision which is To be recognized
  as the Worlds Best EP Business
• Focus We set clear priorities and reduce
  complexity
• People We motivate, coach and develop
• External Mindset We focus on customers,
  governments, key stakeholders

3
Shell/Motiva Leadership Overview (cont)

• Accountability
• Drive, discipline and delivery.
• Drive We grasp opportunities with energy and
  take on tough challenges
• Discipline We know the rules and stick to them
• Delivery We reward success address failures

4
Shell/Motiva Leadership Overview (cont)

• Teamwork
• Capability, challenge and support.
• Capability Get the right skills and use them all
  
• Challenge and support The right balance, neither
  cozy nor hostile

5
General (universal) Overview

• Vision
• Board Dynamic
• Meeting Facilitation
• LEAD by example
• Dos and Donts
• Dont take it personal (it can be lonely at the
  top)

6
the dictionary definition

• A Leader- a guiding or directing head, as of an
  army, movement, or political group
• A Manager- a person who controls and
  manipulates resources and expenditures

7
Characteristics of aManager vs. Leader

• Focused on Effectiveness
• Vision formulation abilities
• Focused on relationships (ex.)
• Vision oriented
• Centered on synthesis
• Creative thought process

• Focused on Efficiency
• Strategic planning abilities
• Focused on tasks
• Process oriented
• Centered on Analysis
• Logical thought process

8
Responsibilities of aManager vs.
Leader

• Fosters Learning
• Seizes Opportunity
• Inspires a Shared Purpose
• Creates a Climate for Success
• Builds Partnerships
• Maintains Integrity

• Strategic Planning
• Project Management
• Organizing Tasks
• Generating Timelines and Outlines
• Budgeting
• Delegating Responsibility

9
Leadership or Management

• Theres time for everything
• What do you WANT to accomplish
• Large or small group?
• Raw or Polished talent?
• Most importantly What do you NEED to accomplish?

10
Motivation

• Encourage independence and interdependence
• Promote development and growth (expand
  responsibility)
• Keep your colleagues well informed
• Provide positive reinforcement
• Reward people for accomplishments
• Link delegation with personal growth and
  objectives

11
Coaching

• Explain why skill/task is important
• Explain how to approach the task
• Provide ample time for learning
• Provide constructive feedback
• Know when to relinquish control

12
Evaluation

• Explain the purpose of evaluation
• Offer your thoughts and solicit theirs
• Discuss the good and bad constructively (never
  leave a feedback or coaching opportunity in such
  a way that it can be interpreted as simply being
  critical)
• Provide specific feedback, avoid being vague
• Periodic - mid and end of year evaluations (in
  professional settings)

13
Becoming a good leader

• Read
• Study
• Invest time and energy
• Practice (seek appropriate leadership positions
  and / or opportunities)
• Examine yourself! Dont fear, but realize the
  value of self examination

14
A Leader

• asks whether they have the skills knowledge
  needed to be effective
• can personalize (take ownership of) the mission /
  vision
• can inspire others to own the mission / vision
• is persistent (with the objective, dont waste
  precious time or energy dragging dead weight),
  no matter the odds or obstacles
• listens
• sees the big picture
• studies and understands his/her organization to
  become a better leader

15
LEAD by example

• Maintain professionalism
• Maintain confidentiality
• Admit mistakes when they occur, and move swiftly
  to correct them and move on
• Delegate, Delegate, Delegate!
• Perform, perform, perform!!! Deliver, deliver,
  deliver!!!

16
Dos

• Communicate
• Trust
• Empower
• Have a point of view
• Set clear expectations and deliverables, monitor
  results, drive accountability
• Transition effectively to assure continuity

17
Donts

• Micro-manage
• Assume
• Team-up (avoid cliques)
• Over use or rely fully on email
• Take business discussions personally
• Mix business with pleasure