quality leadership development
DESCRIPTION
www.create-learning.com The Demystification of Quality-Leadership, Presented by Michael Cardus. An interactive examination of what Quality-Leadership is and how you can leverage existing knowledge, competencies, Quality Practices, tools and initiatives to improve your organization, team and self.TRANSCRIPT
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Mike Carduswww.create-learning.com
The Demystification of Quality-Leadership
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Time Span
Planning
Capabilities
Organization Development
Functional Hierarchies
•Manager Complains about subordinates•Manager actively pushes out competent subordinates•Subordinates actively seek transfers from the division•Manager hires subordinates that also lack the proper capability for the roles•Manager is excessively over controlling – micro-managing•Manager fails to set an adequately broad context for subordinates to work•Manager sets increasingly constraining policies and regulations in order to gain control•Noticeable deterioration of leadership qualities as compared with effective leadership in previous role•Managers personality has noticeably changedhttp://create-learning.com/blog/manager-training/before-the-promotion-he-was-nice-had-potential
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Indicators that the person does not value the work and role they are in
“When the Going Gets Tough…The Tough Default To Their Level Of Competence”
“We all have been hog-tied by pessimistic misconceptions of people at work. These misconceptions have arisen from the observation of how people behave, understandably, within badly flawed managerial leadership systems.”
-Elliot Jaques “Social Power and the CEO”http://create-learning.com/blog/manager-training/10-misconceptions-about-people-at-work
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Why do you work?
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10 Misconceptions About People At Work
1. The view that employees do work of value mainly because they have to, rather than out of any inherit sense of need and satisfaction in doing so.
2. The notion that it is the individual employee rather than the employee’s immediate manager who should be held accountable for the results of that employee’s work.
3. The assumption that employees are simply self-centered and greedy when it comes to compensation.
4. The concept that labor is a commodity.
5. The idea that the managerial hierarchy was useful for the “old economy,” but that is has outlived its usefulness and will disappear in the new “E-conomy” of the electronic information age.
6. The assumption that people need to be motivated by incentive bonuses to produce more.
7. The practice of measuring people’s effectiveness by their results.
8. The notion that some types of roles (sales, research, finance, etc.) call for a higher level of special personality qualities or competencies (initiative, social-ability, risk-taking, aggression, etc.) than other types of roles.
9. The hypothesis that human behavior is too changeable to be amenable to the rigorous objective methods of measurement used in physics.
10. The belief that you can get significant and lasting changes in people’s behavior only by changing the person’s psychological makeup and values.
List is from Elliot Jaques “Social Power & the CEO” 2002
CP + V + SK +Wi + (-T) = CAC
http://create-learning.com/blog/manager-training/is-your-leadership-work-matched-to-capability-how-do-you-know Jaques formula for Role Competence.
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The great organizational paradox is that effective group collaboration stems from clear recognition of individuals and individual accountability combined with clear specifications of required working role relationships.- Elliot Jaques: Social Power and the CEO. 2002
CP + V + SK +Wi + (-T) = CACComplexity Processing + Values + Skilled Knowledge + Wisdom + (-T) the absence of serious personality (temperament) defects = Current Actual Capability
-Jaques formula for role competency
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• Orange - Strongly (+) predictor of effectiveness
• Yellow – (+) predictor of effectiveness
• Grey – Insignificant predictor of effectiveness
• Brown - (-) predictor of effectiveness
Which Managerial Behaviors Predict Effectiveness?
http://kornferrybriefings.com/latest_thinking/what_makes_leaders_succeed.php
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Teams & Leadership
What are they? And how do we define them?
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Teamwork is the reciprocal relationships of a group of individuals, helping each other and themselves to complete a task or project that they could not complete on their own.
• What is my role in this team?
• How much control / influence will I have in this team? • Will my goals / needs be met by this team?
• What will be the level of intimacy in this team?
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•In the past when involved in interactive facilitative programs what was successful for you to learn and find value in the program?
• On a scale of 0 – 10 where would you rank your confidence in your team to make you successful? •What would things be like if you were 1 step higher on that scale? • For you to leave here saying that our time added value to your work, what must be accomplished?
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General Attributes or Properties of a System
1. Wholeness: A change in one part of a system necessarily affects the whole system.
2. Non-summativity: The whole is different from the sum of its parts.
3. Equifinality, multifinality: Equifinality means that the final state may be reached from different initial states and/or by different paths; Multifinality means that similar initial conditions, and/or routing different paths, may lead to dis-similar end states.
4. Circular causality, nonlinearity: “The relationship of the progression of causes is such that the initial cause is also affected by the progression itself” (Simon et. al., p.212) which is contrasted with linearity in which “feedback processes are not involved…the cause-effect sequence does not lead back to the starting point.” (Simon et. al., 1985, p. 212)
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"Beware of the belief that things cannot be all that bad with current managerial systems. Their serious defects are concealed by the sound common sense and constructive impulse of their people."
- Elliott Jaques
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Great team dynamics
include ?
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Great team dynamics include – which if any apply to your team effort;
o Identify a leader
o Establish roles & responsibilities + discuss what each person ‘brings to the table’
o Establish a set of goals & objectives
o Establish an agenda for managing time to complete the task/meeting
o Establish a method to determine how they will reach agreement
o Establish ground rules for their meetings
o Proper & timely use of quality tools
o Maladaptive behaviors are properly dealt with immediately and have consequences
o Ability to get started on task/project quickly
o Ability to state what is working and how to improve.
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What?
So What?
Now What?
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Champions Role Prior to formation of Project team;
•Select team members/ possibly with team leader•Create the business case for the project•Formulate the preliminary problem statement•Identify the preliminary scope of the project•Identify the preliminary goals of the project•Allocate the resources for the team to complete its work•Identify team leaders•Communicate the business case to each team member•Establish a timeline for the project team to complete it’s work•Establish the milestones along the way for input from the Champion/Sponsor•Distinguish decisions requiring Champion input from independent team decisions
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Team Leaders Role Prior to initial team meeting;
•Clear & Distinct understanding and support from Champion •Works in correspondence with Champion to select team members•Contact and welcome members to the team•Draft initial agenda for first team meeting•Send preliminary charter and initial agenda for comment; incorporates suggestions prior to meeting•Establish team meeting logistics•Establish a relationship and expectations with the process owner•Do a stakeholder analysis on those you’ve selected as team members•Begin to create a list of people from outside the team whose support you’ll need
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Team Leader Guidelines: How to select the Right Project Team Members
Key Principle Team leaders ensure that the work gets done, it is not their responsibility to actually do all the project work. The main reason for having a project team is that each member brings something important to the project, so the work can be divided among contributing members.
Guidelines < > Consider including a combination of people who: •have detailed knowledge of the target process •have the technical skills required to complete the project. •can build commitment and buy-in to the project and its outcomes by virtue of being involved from the start.
< > Identify the main activities of the project and ensure that you have the right people to handle them
< > Look in the workgroup of the target process and ensure those closest to the work are represented. < > Consider support groups (HR, IT, Marketing, etc…) whose buy-in you will eventually need.
< > Ensure finance is involved, even if not on the core team.
< > Include member who can represent internal and external customers and suppliers.
From Rath & Strong’s Six Sigma Team Pocket Guide.
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Project Team Members Role Prior to initial team meeting;
•If you hear about a project in your area, and want to get involved; Volunteer.•If you’ve been selected for the project team and you don’t know why, ask prior to the first meeting.•If you haven't met the team leader, try and establish contact prior to the first meeting.•If you haven’t seen a draft agenda or team charter, ask the team leader if they have one•If you have ideas for the agenda and comments on the draft, send them to the team leader prior to the first meeting•Discuss with your boss the project time commitments and potential conflicts with your “regular job.”•Prior to the meeting, make notes on what you might be able to contribute to the team, the role you might play, your goals and expectations relative to this project, and any concerns you may have. Be ready to share this with the team•Come with an open mind and positive attitude. This will help the team get off to a good start and make it a better experience for you and everyone else.
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Met
hod Content
Content=the “what”
of the work.
Method=“how” the
work gets done.FacilitativeLeadership
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When we talk about the “how” of work (method) we are talking about the language of facilitative
leadership which has two components;
1. Facilitative Prevention2. Facilitative Intervention
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Facilitative Preventions;
Creating and utilizing clear & distinct agendasDetermining the desired outcomes for each Team meetingAgreement on team ground rules for each meetingAgreement on Decision-Making methods for teamObtaining agreement on specific team roles and responsibilitiesAgreement on an evaluation method for each meeting
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Element Desired Outcome
Method Responsible Party
Time Allotted
Project CharterClarify project scope
Affinity Diagram
Team Leader 45 minutes
*Determining desired outcomes for each Team Meeting
Example of Desired Outcomes to Team Meeting – Business Case•Explain why this project is worth doing •Explain why the project is worth doing now •Identify what strategic objective(s) are affected by the project •Explain why this project has priority over other projects •Create an agreed-upon statement around the above outcome(s) for the team meeting.
*Example Team Agenda
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Most common types of behaviors people on teams display;
WhispererStory tellerDominant PersonalityDropoutNaysayerVerbal attackerPoliticianTeam Clown
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Telling Persuading Negotiating Involving Appealing
5 Ways to Influence People to Cooperate with Your Team Project
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Is Your Data Persuasive? Relevant: You’re presenting data that the person cares about and can do something about.
User-Friendly: You’re presenting data in multiple forms, with pictures where possible, in language that is familiar to the person.
Easily Verifiable: You’re letting the person know where the data came from, and how/by whom it was collected. (Still better: the person was involved in the collection process.)
Selective: So that the person will not be overwhelmed, you’ve resisted the urge to include every bit of data you have, and you’ve prepared backup in case it’s necessary.
In Context: You’ve made it clear to the person how this data fits in what he/she already knows, and have provided points of comparison where available and appropriate.From Rath & Strong’s Six Sigma Team Pocket Guide.
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If you know the person …
You should…
Tells stories
Engages in pleasantries.
Exhibits interest in people involved in situation
Tolerates Digressions
Has positions that involves people issues.
Speak at their pace.
Make small talk first; include pleasantries in e-mail and voice mail. Ensure you have details on people involved, including effects on the team
Schedule enough time to allow for off-agenda items
Matching your communication to the person
whose help you need.
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Pitfalls of
and how to avoid them
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Pitfall How to avoid
Not knowing when to use / not use email
Consider alternate ways of responding, and be certain that email is appropriate.Don’t email to avoid the recipient and their reaction to your message.Follow the other persons lead: if they usually call and are expecting a call, call them. Don’t “cc” people (such as someone's boss) to punish the recipient.Don’t introduce an idea that might cause the recipient to resist (such as a request for resources that you know they will find disturbing.)Don’t escalate an ongoing email war.If something has upset you, take time to calm down and (if appropriate) request clarification rather than assuming the offense was intentional; refrain from firing off an email in anger.If in doubt about the appropriateness of what you are sending, ask a colleague for an objective opinion on how the recipient might interpret your message.
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achieving the taskbuilding & maintaining the teamdeveloping the individual
TM John Adair
ActionCentered Leadership
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What to do when you are not getting cooperation
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DO Don’t
Start by giving the “resistor” the benefit of the doubt. Consider whether he/she is truly resisting your good idea, or just reacting sensibly to a bad idea.Perform a project stake holder analysisCreate a plan for addressing this person’s specific reason for resistance and gaining their cooperation.Be sensitive and tactful when presenting data that might threaten this person (such as root cause and performance data).Exhibit patience, respect, empathy.Stay connected. Don’t be put off by the person’s emotion. Maintain focus and perspective, and relax. Work your way through this problem methodically one step at a time, just as you do when you apply the DMAIC approach.
Force and manipulate people into complianceUse persuasion when it is not appropriateContinue as if everything is fineAssume you can’t do anything and just give upLie
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Pluses & DeltasBreakfast of Champions
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morale Shows itselfAs a state of mindRadiating confidenceIn people
where each memberFeels sure of his own niche,Stands on his own abilitiesAnd works out his own solutions- Knowing he isPart of a team
where there existsA sharing of ideasA freedom to planA sureness of worth,And a knowledgeThat help is availableFor the asking
to the end thatPeople grow and matureWarmed by a friendly climate
-anon
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Photo Attributionshttp://www.flickr.com/photos/wistfulmactavish/4696972741/mikecolvin82 BarkAnsikepSos.deJronaldleeCarbonNYCKevindooleySubcircleHouse Of SimsOliBacDewitahsBugGuideGjofiliFabian BromannMichaelcardusTama Leaverzanthrax-dot-nlKodomutterren in Virginia
Content Attributions:Six Sigma Team Dynamics; The Elusive Key to Project Success; Eckes, George;Wiley: 2003
Six Sigma Team Pocket Guide; Rath & Stong’s;McGraw-Hill: 2003
Engagement is Not Enough; Ayers, Keith; Advantage: 2006