leadership in current context

8/11/2019 Leadership in Current Context

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Leadership In

The NewMillennium


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Hold on ! You cant all have the front seat!


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Most corporations today areovermanaged and under led. This leads

to enormous wastage of resources, deep

inefficiencies, and unlimited frustration.The challenge for corporations,

communities, and countries is to

prevent this from happening.

The Simple Truth


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about coping with complexity.Without good management, complex

enterprises tend to become chaotic

and their existence is threatened.

Good management brings about a

degree of order and consistency.

Management is


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about coping with change.The greater the competitive

forces around you, and the more

volatile the world around you,

the more the need for leadership.

Leadership is


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A peacetime army can usually survivewith good administration and

management in the ranks, and good

leadership at the very top.

A wartime army needs competent

leadership at all levels. You cannot

manage people effectively into battle; you

must lead them. Business today is anever-ending battle!

War & Peace


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Successful companies actively seek

out people with leadership potential

and expose them to career

experiences that will develop that

potential.

Building Leaders


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Leadership is about maximizing your

followers well-being, not their

comfort.- Chris Argyr is

Long Term Thinking


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The age of progress might have

lightened our physical loadbut it

has numbed our minds and takenour spirit away from work.

Speed and change are no longer

linear or additive.

What Price Progress?


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Leadership is about

firstth ink ing

thendecid ing

followed byact ing sw i ft lyand finally,ref lect ing


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Leadership is about

th ink ingexplorationdecid ingevaluation/selection

act ing sw if tlyedge

ref lect inganalysis/introspection

All of the above are intensely

intellectual activities.


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The ways in which leaders conduct theirlivestheir embodimentsmust be

clearly perceptible by those whom they

hope to influence. People who do notpractice what they preach are

hypocrites, and hypocrisy mutes the

effectiveness of their stories.

Real Leaders Are Credible

L d d f i l


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Sooner or later, nearly all leaders

outreach themselves and end up

undermining their causes. Indeed, given

their larger-than-life status, they are

perhaps prone to this hubristic fate.

[Tojo, Mussolini, Chiang, Churchill, de

Gaulle, Mao, Stalin]

Leaders do fai l

L d hi i i


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Leadership cr isis

GilletteLucent

Campbell

Coca-Cola

Xerox

MattelP&G

Michael HawleyRick McGinn

Dale Morrison

Doug Ivestor

Rick Thoman

Jill BaradDirk Jager


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The paradox of lship

Cogni t ive com plexi ty and ambigu i ty plague all leaderstoday. If you are looking fo r a job desc ript ion, forg et i t ;

yo u are dead meat.

You have to design you r ow n job specs, review them,

and change them as often as required.Speed is o f essence. Yet, calm ref lect ion when in the

clutches of com pet it ive gales is the hal lmark of

successfu l leaders.

The faster things happen , the slower

you need to go .


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They possessed no political

power, yet each disruptedhistory.It waspassion, not

power,that allowed them to do

so.

The Activists Rule


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LE RN

EMP THIZE

CT

DRE M

What it means to lead

L d hi i b t


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YOU!

Leadership is about

Leadership is not something that you

do. It is an expression of who you are.

- Kevin Cashman


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Differentiate people

based onperformance and

values

A Leadership


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T1 Say goodbyenow

T2 Coach, give achance

T3 Tyrant.Warn if no change,get rid

T4 Make them rolemodels

T3 T4

T1 T2

Low VALUES High

High

Low

PERFORM

ANCE

A Leadership

Development Model

Th GE W


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The GE Way

A B C


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Asshould be given raises that are twoto three times the size given to the Bs.

Bsshould get solid increasesrecognizing their contributions everyyear.

Csshould get nothing.

Differentiation

K GE L d hi


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Key GE Leadership

Ingredients

E4=

Energy

Energizer Edge

Execution

Values and Perfo rmance Cri t ical to Success

K GE L d hi


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E4

Energy =

Enormous Personal Energy - Strong

Bias for Action

Key GE Leadership

Ingredients


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K GE L d hi


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E4

Edge =

Competitive Spirit ... Instinctive Drive

for Speed/Impact ... Strong

Convictions and Courageous

Advocacy

Key GE Leadership

Ingredients

K GE L d hi


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E4

Execution =

Deliver Results

Key GE Leadership

Ingredients


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GE P l F t


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Name:

Title:

Mos in Position:

Photo

X

Potential

Perform

ance

GEs People Factory

+ Great technologist, + Broad, customer connected

+ Business leader potential, (-) Still maturing as a

leader

GE P l F t


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Name:

Title:

Mos in Position:

PhotoX

Potential

Perform

ance

+ Tenacious/pit bull, + Great process thinker

+ 7000 foot runway, (-) Wears ambition on sleeve

GEs People Factory

GEs People Factory


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Name:

Title:

Mos in Position:

Photo

X

Potential

Perform

ance

+ Top operational leader, + Phenomenally quick learner

+ Good mentor, (-) Needs More edge

GEs People Factory

GEs People Factory


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Name:

Title:

Mos in Position:

PhotoX

Potential

Perform

ance

+ Bright driven, + Global thinker + Great coach/mentor +Growing into the role, (-) Execution capability

GEs People Factory


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DISTINCT OR EXTINCT!

If there is nothing very special about your work,

no matter how hard you apply yourself, you wont

get noticed and that increasingly means you wontget paid much, either.

Michael Go ldhaber, Wired


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Involve everyone in

the future


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I nvolving Everyone


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Taking unnecessary work out ofthe system

Using the brains of many for thebenefit of all

Work-Out

I nvolving Everyone

I nvolving Everyone


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Work-Out: the rationale

For all these years, youve paid for

my hands when you could have had

my brain as wellfor nothing!

People closest to the work know it

best.

I nvolving Everyone


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I nvolving Everyone


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Work-Out: the process

The manager has to make on-the-spot

decisions on each proposal. Most

ideas must receive a Yes/No decisionon the spot. Decisions on the rest are

required by an agreed-upon date. No

proposal can be buried.

I nvolving Everyone


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I nvolving Everyone


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Work-Out: the steps

Let the team meet for a couple of days to

come up with recommendations

Meet with managers who can say yes orno on the spot, or will get back within an

agreed time frame.

Hold implementation meetings

g y

Change Effort/Payoff


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g y

High

Low

HardEasy

Jewels High-

Hards

Low

Hanging

Fruit

Drop

E f f o r t

Pay

off


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I am firing all of you. From now on it is me and thenearsighted monkey with a dart.


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Emotionally Competent


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The leader is the key source of the

organizations emotional tone. Your

excitement can move an entire group in

the direction you wish.

Leaders

Leadership is giving energy.

- B irgi t ta Wistrand

Emotionally Competent


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The emotional tone set by the leaderripples downwards with remarkable

precision. The most effective ones are

warm and outgoing, emotionally

expressive, democratic, and trusting.

The average leader is invisible, while the

best ones frequently walk around andstrike conversations with their staff.

Leaders


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2001 2000 COMPANY INDUSTRY26 37 Northwestern Mutual Life Ins. Insurance: Life, Health (stock)

27 62 Walgreen Food & Drug Stores

28 6 Sony Electronics, Electrical Equipment

29 51 Eli Lilly Pharmaceuticals

30 48 Continental Airlines Airlines

31 22 Walt Disney Entertainment

32 52 Bristol-Myers Squibb Pharmaceuticals

33 N/A Duke Energy Energy

34 54 E.I. du Pont de Nemours Chemicals35 N/A Boeing Aerospace and Defense

36 70 Colgate-Palmolive Soaps, Cosmetics

37 67 Caterpillar Industrial & Farm Equipment

38 N/A Sun Microsystems Computers, Office Equipment

39 39 Nestl Consumer Food Products

40 46 SBC Communications Telecommunications

41 29 Honda Motor Motor Vehicles

42 N/A Oracle Computers, Office Equipment

43 N/A Deere Industrial & Farm Equipment44 58 Alcoa Metals

45 33 BP Petroleum Refining

46 19 Ford Motor Motor Vehicles

47 N/A BellSouth Telecommunications

48 N/A Kroger Food & Drug Stores

49 N/A Texas Instruments Semiconductors

50 31 Singapore Airlines Airlines

Attr ibutes of World Class


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Innovativeness

Quality of management

Employee talent

Quality of products /services

Attr ibutes of World Class


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Long-term investment value Financial soundness

Social responsibility

Use of corporate assets

Global business acumen


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Vision

Mission

Objectives

Tactics

Processes

Foundation - Values

Transformation to World Class

A SYSTEMS APPROACH

aPerformance MeasurementbRewards Management

cEmployee Feedback

dRecruitment Practices

ePeople Development

fCustomer Feedback

gMission and Values Review

hQuality Consciousness

iContinuous Improvement

Strategy

Welch on Welch


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I wanted to create a company where

people dare to try new things - wherepeople feel assured in knowing that only

the limits of their creativity and drive, their

own standards of personal excellence,will be the ceiling on how far and how fast

they move.

- Jack Welch


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Getting The Best


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6. Do not prolong consideration of people who

will not receive a position

7. Ceaselessly search for new talent8. Ruthlessly replace individuals who do not

meet the standards of the enterprise

9. Work with the tools at hand

As taught by Theodore Roosevelt


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The New Rules


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Without integrity, motivation is dangerous.

Without motivation, capacity is impotent.

Without capacity, understanding is limited.

Without understanding, knowledge is

meaningless. Without knowledge, experience is blind.

The Challenge Ahead


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Given the right circumstances, from no

more than dreams, determination, and

the liberty to try, quite ordinary peopleconsistently do extraordinary things.

The Road Ahead


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Let us humans surprise the new

millennium. Let us prepare to face it

with a better and finer understanding

of leadership. Let us develop new

methods and be better citizens of this

world.

Beware The Yes Boss


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HAMLET: Do you see yonder cloud thats almost

in the shape of a camel? POLONIUS: By the mass, and tis like a camel,

indeed.

HAMLET: Methinks it is like a weasel.

POLONIUS: It is backed like a weasel.

HAMLET: Or like a whale?

POLONIUS: Very like a whale.

- HAMLET, Act III, Scene 2


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BROUGHT TO YOU BY

SAM SWAMINATHAN

Center for Creative Thin king

http: / /www.ccthinking.com
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leadership in current context

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