nyu ppt 2 18-14

The C-Suite Perspective: Leadership & Integrated Marketing

Mark MisercolaFebruary 201

Chapter 3Five Practices of Exemplary Leadership

•Model the way

•Inspire a shared vision

•Challenge the process

•Enable others to act

•Encourage the heart

The Five Practices of Exemplary Leadership

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Chapter 3: Model the Way

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“Exemplary leaders know that if they want to gain commitment and achieve the highest standards, they must model the behavior they expect from others.”

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Chapter 3: Model the Way

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• Exemplary leaders go first, set the example.

• Words and deeds must be consistent

• People follow the person, then the plan.

Chapter 3: Inspire a Shared Vision

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• Leaders inspire a shared vision.

• To enlist people in a vision, leaders must know their constituents and speak their language.

• Leaders forge a unity of purpose by showing constituents how the dream is for the common good.

• They search for opportunities to innovate, grow and improve.

• They recognize good ideas, support them, and challenge the system to get new products, processes and services adopted.

• Leaders are early adopters of innovation.

Chapter 3: Challenge the Process

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Chapter 3: Challenge the Process

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George Patton James Kirk

• See leadership as a team effort.- Frequently use the word “we”- Give meaning and context to

communications- Story teller- Buy-in for ideas

• Enable others to act.• Engage all those who make the

project work.• Make it possible for others to

do good work.

Chapter 3: Enable Others to Act

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Chapter 3: Enable Others to Act

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Herb Brooks, US Olympic Hockey

Coach Kurt Russell, Miracle on Ice

• Encourage the heart of their constituents to carry on.

• Show appreciation for contributions.

• Consider encouragement serious business.

• Ensure people see the benefit of behavior.

Chapter 3: Encourage the Heart

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“Leadership is a relationship between those who aspire to lead and those who chose to follow … success in leading is wholly

dependent upon building and sustaining those relationships that enable people to get extraordinary things done on a regular

basis.”

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Chapter 3: Leadership is a Relationship

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• Encourage the heart of their constituents to carry on.

• Show appreciation for contributions.

• Consider encouragement serious business.

• Ensure people see the benefit of behavior.

Chapter 3: Encourage the Heart

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Chapter 4Reframing Leadership

Leadership vs. Management

• Distinction: Managers do things right and leaders do the right thing.

- Leaders think long term- They look outside as well as in- Influence constituents beyond their immediate jurisdiction- Emphasize vision and renewal- Have the political skills to cope with multiple constituencies.

Chapter Four: Reframing Leadership/Structural Leadership

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Chapter 4: Attributes of Structural Leaders

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“Structural leaders succeed not because of inspiration but because they have the right

design for the times and are able to get their structural changes implemented.”

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Chapter 4: Attributes of Structural Leaders

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Alfred P. Sloan, GM President, Chairman, 1923-1946

Roger B. Smith, GM Chairman, 1981-1990

Chapter 4: Attributes of Structural Leaders

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•They do their homework – know every facet of their business.

• Rethink structure, strategy and environment (GM’s price pyramid vs. Ford’s Model T).

• Focus on flawless implementation.

• They experiment, evaluate and adapt. (Known as “tinkerers”)

Chapter 4: Human Resource Leadership

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• Commit to concept of servant-leadership.

• They are facilitators, coaches.

• Advocate openness, listening, participation and empowerment.

• Ensures other people’s highest priority needs are being served.

Fred Smith, CEO FedEx“Putting people first”

Chapter 4: Attributes of Human Resources Leaders

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•Believe in people and communicate it frequently.

• Visible and highly accessible – advocates of management by wandering around.

• Empower others and often refer to employees as “partners,” “owners.”

Chapter 4: Attributes of Political Leaders

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• Realists – distinguish between what they want and what they can get.

•They know who the power brokers are and how to use them.

•Build relationships and networks with key constituents.

•Persuade first, negotiate second, and coerce only if necessary.

Chapter 4: Attributes of Symbolic Leaders

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• Lead by example

• Use symbols to capture attention

• Communicate a vision

U.S. President Franklin Roosevelt, Fireside Chats

Chapter 4: Attributes of Symbolic Leaders

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• Tell stories

• Use plain language

• Leverage history

U.S. President Franklin Roosevelt, Fireside Chats

Chapter 4: Attributes of Political Leaders

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Lee Iacocca, Chrysler Carly Fiorina, HP

Chapter 5

Chapter 5: When Leadership is an Organizational Trait

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• History shows that businesses that are dependent on a single leader run a considerable risk.

• If that individual retires, leaves or dies in office, the organization may lose its capacity to succeed.

• To prevent this, many have “institutionalized” leadership …

- In systems, practices and cultures of the organization.

Chapter 5: Companies That Faltered

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Chapter 5: Companies That Faltered

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Dave Thomas, Wendy’s

Chapter 5: Companies With High Leadership Quotients

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Chapter 6The Seven Ages of the Leader

Chapter 6: The Seven Ages of the Leader

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• Infant Executive • Schoolboy• Lover • Soldier• General • Statesman and

sage

William Shakespeare

Chapter 6: Infant Executive

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Max Klein, page 67

Chapter 6: The Schoolboy

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The leader often becomes a screen

onto which followers project their own

fantasies about power and relationships.

Steven Sample, USC President, page 69

Chapter 6: The General

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“I avoided saying P&G people are bad … I

preserved the core of the culture and pulled

people where I wanted them to go. I enrolled

them in change. I didn’t tell them.”

AG Lafley, Proctor & Gamble, page 76

Chapter 8Leadership is Authenticity, Not Style

Chapter 7: Leadership is Authenticity, Not Style

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“… leadership begins and ends with authenticity. It’s being yourself; being the person you were created to be.”

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Chapter 7: Leadership is Authenticity, Not Style

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“The media … focus on the style of leaders, not their character. In large measure, making heroes out of celebrity CEOs is at the heart of the crisis in corporate leadership.”

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Yahoo's Marissa Mayer: Hail to the Chief

Chapter 7: Dimensions of Authentic Leaders

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• Understanding their purpose

• Practicing solid values

• Leading with heart• Establishing close

and enduring relationships

• Demonstrating self discipline.

U.S. President Harry S. Truman, 1945-1953

Chapter 7: Dimensions of Authentic Leaders

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• Plain speaking• Common man• Blunt • Committed to the

people • Principled – “the buck

stops here”• Strong networker

James Whitmore, Give ‘em Hell Harry, 1975