Business Leadership

1
Business Leadership
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• Mike Otis, CEBS, SPHR

2
Leadership
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• Key Words??

3
Which individuals do you identify as great
business leaders??
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4
Leadership Exercise
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5
So, what make a leader successful and why?
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6
What make a leader successful?
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• Leadership Branding
• Having a cause
• Communicating the cause
• Rallying people around the cause
• Celebrating the cause

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Richard Teerlink
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8
Harley Davidson
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9
Bottom-up Approach (Inverted Pyramid)
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Bedrock
Encourage Intellectual Curiosity
Respect the Individual
Keep Your Promises
Tell the truth
Be Fair
Organizational Fundamentals
Quality
Participation
Productivity
Flexibility
Cash-flow
Stakeholders
Employees
Investors
Customers
Suppliers
Government
Society
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Put Vision Into Action
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• The key to success is to balance stakeholder
  interests through empowered employees focusing on
  value-added activities. (Richard Teerlink)

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All Change Involves Loss - Great Leaders are
Resilient
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• Those who succeed in times of major change
  (chaos) manage to turn the situation inside out
  and find some personal advantage in it.

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Leaders Live the Behavior to Sell the Message
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• If a leader doesnt change his/her behavior,
  they will get compliance. Compliance is easy.
  Its the commitment they wont get. (Richard
  Teerlink)

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Defining Leader of the Future
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• Traditional Leader
• Makes all major decisions solves team problems
  acts as expert
• Controls work flow responsible for work groups
  results

• Contemporary Leader
• Shares responsibility with team members helps
  team solve problems
• Promotes self-management and responsibility as
  well as ownership of tasks/processes

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Defining Leader of the Future
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• Traditional Leader
• Lays down the rules
• Gives answers plays expert role

• Contemporary Leader
• Articulates and rallies troops around a vision
  and set of values
• Asks the right questions allows direct reports
  to be experts

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Defining Leader of the Future
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• Traditional Leader
• Seeks to eliminate conflict
• Reactive resists change

• Contemporary Leader
• Sees conflict as an opportunity for synergy and
  enriched decision-making
• Proactive initiates change embraces change as
  necessary for organizational survival

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Defining Leader of the Future
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• Traditional Leader
• Focuses on tasks, products, technical skills
• Linear, analytical thinking

• Contemporary Leader
• Focuses on processes, people
• Non-linear, holistic thinking

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Defining Leader of the Future
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• Traditional Leader
• Seeks functional, specialized expertise
• Concerned only about own area of responsibility

• Contemporary Leader
• Seeks cross-functional, cross-cultural expertise
• Concerned about total organization tries to be
  good partner with other groups within company

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Defining Leader of the Future
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• Traditional Leader
• Fiercely competitive
• Concerned primarily with domestic operations

• Contemporary Leader
• Fiercely competitive, but must often partner
  with competitors, vendors, customers
• Prepared to think on larger, global scale

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Defining Leader of the Future
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• Traditional Leader
• Thinks of people as interchangeable resources
• Puts organizations needs before employees needs

• Contemporary Leader
• Thinks of people as organizations most valuable
  resource, knows they are difficult to replace
• Seeks a balance between organizations and
  employees needs

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Defining Leader of the Future
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• Traditional Leader
• Avoids risk
• Uses functional, short-term thought process

• Contemporary Leader
• Takes risks
• Uses systematic, long-term thought process

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Questions?
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