strategic leadership chapter 11 built by stambaugh/2009 lead, follow, or get out of the way …...
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Strategic LeadershipChapter 11
Built by Stambaugh/2009 Lead, follow, or get out of the way … Thomas Paine
Jeff StambaughDillard College of Business/Rm 257A
[email protected]://faculty.mwsu.edu/business/jeff.stambaugh
Objectives
Built by Stambaugh/2009
■ Understand the basic independent activities of strategic leadership
■ Know why change is hard and how leaders can do something about it
■ Learning and ethical organizations
Lead, follow, or get out of the way … Thomas Paine
The Triad of Leadership
Built by Stambaugh/2009
Leadership is the process of transforming organizations from what they are to what the leader wants them to become
Determining aDetermining adirectiondirection
Designing theDesigning theorganizationorganization
Nurturing aNurturing aculture dedicatedculture dedicatedto excellence andto excellence andethical behaviorethical behavior
Adapted from Exhibit 11.1 Three Interdependent Activities of LeadershipCopyright © 2007 The McGraw-Hill Companies, Inc. All rights reserved.
Lead, follow, or get out of the way … Thomas Paine
Why is Change so Hard?
Built by Stambaugh/2009
■ The current way “works” for lots of people and they don’t want it to change
■ The bureaucracy is designed not to change■ People don’t see (or agree with) your big picture■ You don’t have enough time / energy■ Political barriers / power struggles
Lead, follow, or get out of the way … Thomas Paine
Basic Components of Change
Built by Stambaugh/2009
■ Five Components for Change■ Burning Platform■ Vision■ Leadership■ Strategy for Change■ Political Plan
Lead, follow, or get out of the way … Thomas Paine
Burning Platform
Built by Stambaugh/2009
■ People have to realize they can’t stay where they currently are … or they have to be dissatisfied with where they are
Lead, follow, or get out of the way … Thomas Paine
Vision
Built by Stambaugh/2009
■ Where are we going to go if we can’t (or don’t want to) stay here?
■ BHAG!■ Four key properties
■ Possible■ Desirable■ Do-able■ Communicable
Lead, follow, or get out of the way … Thomas Paine
Leadership
Built by Stambaugh/2009
■ Who will lead us there?■ Passion■ Confidence■ Intellect and technical skills■ Visible and engaged
Lead, follow, or get out of the way … Thomas Paine
Have and Execute a Plan
Built by Stambaugh/2009
■ This is the guts of this course■ Develop a clear plan to move from here to there■ Be ready for the plan to change■ Measure your progress (How we doin’) ■ Celebrate the successes without settling for half a loaf
Lead, follow, or get out of the way … Thomas Paine
Have a Political Plan
Built by Stambaugh/2009
■ There WILL be opponents out there!
■ Who’s support do I have to have?
■ How do I secure their support / buy-in (how do I sell the plan)?
■ Can I win over the opponents?
■ If not, how do I neutralize the opponents?
Lead, follow, or get out of the way … Thomas Paine
Power
Built by Stambaugh/2009
Exhibit 11.2 A Leader’s Bases of Power
Copyright © 2007 The McGraw-Hill Companies, Inc. All rights reserved.
Lead, follow, or get out of the way … Thomas Paine
Emotional Intelligence
Built by Stambaugh/2009
■ Self-awareness■ Self-regulation■ Motivation■ Empathy■ Social Skill
Lead, follow, or get out of the way … Thomas Paine
Learning Organization
Built by Stambaugh/2009
■ Inspire with a purpose■ Empower■ Build / Share internal /external knowledge■ Keep the organization on its toes
Lead, follow, or get out of the way … Thomas Paine
Empowerment
Built by Stambaugh/2009
■ Set goals at top■ Clarify mission, tasks,
rewards■ Delegate■ Hold people accountable
Lead, follow, or get out of the way … Thomas Paine
■ Understand employee needs
■ Teach employees to manage themselves
■ Teamwork■ Intelligent risk taking■ Trust people
Building an Ethical Organization
Built by Stambaugh/2009
Compliance Integrity
Objective Stay out of jail Be responsible
Leadership Lawyers-driven Leader-driven
Methods Education, rules, fear, penalties
Education, accountability, leadership
Assumptions Economic beings guided by self interest
Social beings with more than self interest at stake
Lead, follow, or get out of the way … Thomas Paine
The Story of Darlene Druyun and Michael Sears
Built by Stambaugh/2009
■ Sears – CFO of Boeing■ Darlene Druyun – joined Boeing as■ VP / Dep GM of Missile Defense■ Systems in late 2002 after retiring ■ from AF civil service as the top acquisitions officer■ Both fired in Nov. 2003 after allegations Sears and
Druyun conducted job negotiations before Druyun recused herself from contracts involving Boeing
Lead, follow, or get out of the way … Thomas Paine
The Story of Darlene Druyun and Michael Sears
■ Plea Bargain■ What she said at sentencing:■ Fallout: 615 million reasons to be ethical ■ Just lost one of the major defense contracts of the next 20
years to a European firm
Built by Stambaugh/2009 Lead, follow, or get out of the way … Thomas Paine
Why and How to Stop Breaches
Built by Stambaugh/2009
■ Balancing act—the controls to stop unethical behavior have their own corrosive effects
■ Ethics as an explicit culture■ Walk the talk--fix the one and only person you have
100% control over … yourself■ Ethical breaches now signal “danger ahead”■ Build your fire walls NOW, before it gets hot!
■ Beware the reward systems■ Question: Should Boeing take the tax write-off from
the fine?
Lead, follow, or get out of the way … Thomas Paine
Summary
Built by Stambaugh/2009
■ The Triad of Strategic Leadership■ Change is tough, so leaders have to be tough too■ Integrity … never give it away, and don’t tolerate
ethical lapses in others
Lead, follow, or get out of the way … Thomas Paine