TDG Leadership Legacy Forum10/1/12

Presented By: Greg Martis

What Current Historical Event requires these leadership characteristics?

• Leadership Characteristics:– Requires Financial responsibility, budget savvy, can understand and sell

accounting viewpoints– Perceives the consequences of actions (3 steps ahead), makes tough, sound

decisions on time.– Ingrained precepts of quality/continuous improvement– Can be creative, innovative and resourceful to get results

Answer At The End Of My Talk

Agenda• Intro and background • Magnetrol background • IT Vision slide and IT Horizontals • Current activities tied IT

Horizontals • Break

• Darren Meyer – IT Management to Inside Sales Manager

• John Aaron – “Freedom Within Structure”

• Loren Data – Experience, experience, experience.

• Will Fiedler – Transitions – personal, job, and company.

• Wrap-up

Background (see essay bio too)

• Born and raised in Lockport, Illinois• 2 brothers, mom and dad born in Lockport, mom’s

Great Grandparents came from Italy• Education:

– 1980 - Graduated from LTHS (home of the “Porters”)– 1984 - North Central College (B.S. Chemistry and

Computer Science)– 1990 - Drexel University (M.S. Computer & Electrical

Engineering)• 1 wife, 2 daughters, and 1 dog (all M’s)• Lived in Illinois, Delaware, Pennsylvania, and

England – traveled for business and pleasure to 25 countries

• Outside interests– Anything outdoors, especially fly fishing, hiking,

orienteering, and camping– Racquetball, basketball, baseball, and biking– Coaching

School & Work History• B.S. Chemistry & Computer Science, M.S. Computer & Electrical Engineering• Argonne National Laboratory (’82-’84)

– As an intern in college, learned the value of “real” money and research • DuPont (’84-’90)

– First job out of college, learned what 40 hours/week is like, “a year-long project, huh?”

• UOP (’90-’07)– Advanced Process Control, Project Management, Lived in UK for 3 years.

Understanding work and family life, learning about the “rest” of the world and valuing diversity, global infrastructure support

• Honeywell Specialty Materials (’07-’09)– Integrating with a large company, expanded management to 92 locations across

the world. Learned about up-ward management, a lot of change and movement, politics, outsourcing/co-sourcing

• Honeywell Technology Solutions Inc. (’09-’11)– IT services for government contracts working with all military branches, NASA, and

FAA. Experience to government contracts and spending decrease, services business, group transformation, lots of travel, budget management, and leadership development

• Magnetrol (Dec 2011)– Business transformation, building global team, and having fun!

About 800 employees, impressive employee commitment, global presence, 500 reps, 10,000 customers, >200 products, IT is locally focused, point solutions to meet local needs, much more…

What is level and flow control?

What is level and flow control?

Why is this important to us?• Our lives are touched every day and every minute by level and

flow control applications• Level and flow control protect dangerous environments –

nuclear, petrochemical, and waste treatment• Something as “simple” as this can make money• IT is embedded throughout the product lifecycle: in the control

process, data collection, product manufacturing, engineering, marketing, sales efforts, financial processing, global reach, and many more areas

Don’t let the size of the company fool you, IT is just as complex in small to medium sized companies as the conglomerates. More on

this later…

Magnetrol - Vision, Mission, ValuesVISION STATEMENT:

To be the customers’ preferred partner in the global supply of level and flow control solutions

MISSION STATEMENT: To grow profitably to a $250M company by:• Leveraging the entrepreneurial spirit rooted in our “family business” heritage and further developing human assets for a diverse, open, inspired and technologically advanced culture where each associate is valued and fully engaged.• Ensuring that the highest standards of corporate citizenship are an inherent part of the way we conduct business.• Fostering an operationally effective organization for bringing superior quality products and services to market that consistently exceed customer expectations and facilitate customer partnerships.• Exceeding industry growth focusing on key market segments and adapting our products, distribution, manufacturing and services to best address current and emerging customer needs.

CORE VALUES:Leadership, Integrity, Respect, Responsibility, Growth

Magnetrol Core ValuesCore Values To Associates To Customers To Owners To Community

Leadership

• We strive to create aninternal environment thatencourages creativity,innovation, and risk-taking, and accountability

• We exercise exceptional customer serviceWe strive to develop and nurture mutuallybeneficial partnerships

We take risks if needed and speak up with ideas and thoughts for the greater good• We take accountability for the performance of theCompany

•We make decisions that contribute positively to the community and theEnvironment

Integrity • We are sincere, open,honest, candid and caring• We take pride in our work

• We strive to build trust with our customers andbusiness partners• We look for opportunities to earn customer’s business

• We bring our best effort every day• We conduct business in a fair, ethical, and lawfulmanner

• We conduct business in asocially responsible and environmentally friendly manner

Respect • We appreciate individual differences and diversity• Similarly, the value of solid teamwork is recognized

• We are courteous and professional• We are conscientious andtimely in addressingcustomer needs

• We strive to understand and support the decisionsmade to further business goals

• We maintain a positive standing in our community via respectful social,environmental and ethical conduct

Core Values (cont.)Core Values To Associates To Customers To Owners To Community

Responsibility

• We create a safe andsecure work environment• We use company assetsconscientiously• We honor ourcommitments

• We provide qualityproducts and services• We are responsive to our customer commitments

• We strive to utilizeresources in an efficient and responsible manner• We honor ourcommitments

• We support initiatives that help create an increasinglysustainable environment• We volunteer, participate, and contribute to thecommunity we live in

Growth • We encourage and support personal and professional growth and development• We reward based on merit• We provide input and even challenge options if needed leading to richerdecisions

• We have a built in capacity to manage and cope withcustomer “impatience”• The customer has a right to demand superior solutions faster than we can deliver• We know our competition

• We add value in every step of our operations• We contribute ideastowards growth andsavings

• We participate in industry events, standards bodies,trade organizations, and community businessorganizations

My Experience With Large vs Medium Sized Company Differences

Focus Area My Current Approach

Size of company Huge – 150K employees Medium - 800 employees

Apply experiences

Policies, procedures, and standards

Very bureaucratic and a policy for everything

Some policies, but many policies are not formalized

“Freedom Within Structure”

Vision Strategic plan – 5 years No formal strategy Build strategy, but not lose focus on “the now”

Personal Control Many levels of approval required

Report to the CFO who reports to the owner

Finally!

Leadership ability Minimal Very internally focused Build Leadership capability through others and partners

Virtual Way of working Not established Establish

Family considerations 24X7 expectations Family first Try to balance

Complexity Major multitasking, critical major issues, but limited control

Not trivial, but able to get hands around the challenges

Bring in outside perspectivesLearn and adapt

Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec

2012

IT Vision for 2012 and Beyond

Assess and Prioritize

• Vulnerabilities• Strategic Direction• Gaps/Opportunities/Demand-VOC• Constraints/Organizational Readiness

Execute Infrastructure Roadmap (e.g. remediate vulnerabilities, virtualization)

Establish & Maintain IT Portfolio Governance & Financial Mgmt Process

Execute Application Roadmap (e.g. ERP, MPSS, MQOS, SharePoint, Outlook, etc.)Project Mgmt

Change Mgmt

Maintain Efficient and Effective Operations

Optimize Global IT Team Integration and Alignment

14

IT Vision (continuous work in progress)

Processes and Procedures

Infrastructure and Security

Global IT Tools

ERP- SAP

OPT

IMIZ

ATIO

N

2012

2013

2014

Roadmaps

Governance, PM, ITIL, Six Sigma

Virtualization, Backups, Firewalls

IM, Social Media, SharePoint

Sales, Production, HR, Financials

2012 Objectives• Assessment of current environment• Governance Model• Group structure to meet current and future

business goals• Critical Application/Systems roadmaps• Change management• Leadership/Team development• Global IT Integration• Financial management• Operational Excellence

IT Horizontals – Courtesy of Dick DooleyIT Horizontal Magnetrol Philosophy (evolving)

Overall Technical Architecture • IT Service Management - Building roadmaps focused on Virtualization, Enterprise Systems, Security, …

• Using Partners for rapid infusion of knowledge and leadershipProject Management Office • PRIMMS, PM tools, Process Improvement – John Aaron will cover thisEnterprise Wide System(s) & Business Process Redesign

• Business Transformation through ERP• Process Improvement with Six Sigma philosophy

Mobile handhelds - APP based development - Cloud Residence - Multiple Function Devices (BYO).

• Being “pushed’ by the business faster than comfortable• Reviewing hosting options for ERP

Security • Leveraging outside expertise to assess, assist in creating strategy, and perform vulnerability analysis

Leadership Development • 22 Leadership Characteristics wrapped around apprentice model. Loren Data, Darren Meyer, and Will Fiedler will speak to this.

Organizational Culture and Change • Using ADKAR model supported by two PHDs – (Julie Bjorkman and Chris Fernandez)

• Real meaning of Mission and ReinvetionOwnership & accountability expectations

• Vision, Mission, Values Balanced Scorecard Department Goals• Monitoring done through Department Scorecard

Internal Consulting • Great idea. Looking at driving this through Leadership Characteristics and Apprentice program

• Learning from valued partners (Contax and RL Canning)

IT Service Management

• Do you have a Services Portfolio?• Are your customers involved in defining the services, sharing

their expectations, and providing feedback?• How many services have you retired this year?• What is the value of each service?• How is each service performing?

Managing The Portfolio

Marco CattaneoCharles Sturt University

• Trained 25 people on ITIL V3 fundamentals – Magnetrol and RL Canning shared the cost and experience

• Focusing more effort on retiring services in order to free up time and $ for IT investment

• Optimizing performance for the key services that we support

• Starting to conduct more valuable discussions with the business

• Example – Virtualized about 30 servers in the last 2 months removing 15 physical servers from the IT environment.

Amount of Effort In the Portfolio Life Cycle

Partnerships• Key Points:

– Infuse expertise into the team at the right spot and right time– Increase knowledge and sustain learning– Ensure common goal, joint ownership, and win-win situations– Integrate their resources as quickly as possible (hone your on-boarding

process)– Drive additional value from partners (faster implementation, more

complete solutions, documentation, insight, strategy,…)

Enterprise Production

Capacity Optimization

Cross Location

Inventory & Sales Visibility

Engineering

CollaborationLeveraging Human

Resources Globally

Intercompany Purchasing

Sale

s Col

labo

ratio

n

& Pro

ject

Exe

cutio

n

Cust

omer

Sa

tisfa

ction

Three Year Objective

The Goal:A Fully Integrated, Collaborative Global Company Using Best Practices To Secure Long Term Competitive Advantage

ERP supports the attainment of a Globally Enabled Enterprise with Integrated Systems.(G.E.E.I.S)

Integrated Finance & AccountingQuality & Innovation

21

ERP Project and Process Improvement (Process & Tools)

When implementing a global 3 year project, can we wait to improve until after the implementation?

• Use Six Sigma processes and tools to document and incrementally improve

• Mind mapping

Now Future

Leadership Characteristics – Dick Dooley/John Aaron

Baseline Yourself

Change Management

Assess readiness for change

Assess organization

Assess risks

Develop special tactics

Assess/Prepare sponsors

Assess/Prepare individuals and teams

Change Management

Strategy

Communication

Sponsorship

Training

Coaching

Resistance Management

Awareness

Desire

Knowledge

Ability

Reinforcement

Readiness for change

Achieve project goals

Change Management Work

Areas

Change Management

OutcomesResults

Scores:Leadership/Sponsorship: 26Project Management: 24Change Management: 17

Assessment of ERP Sponsors

Vision-Mission-Values Aligned To IT Performance

2012 Goals Metric

1) Globalization of IT

2) Manage Infrastructure & Security

3) Manage ERP & Applications

4) Manage IT Service & Requests

5) Define group structure to meet the needs of the business6) Manage capital and expense budget

Vision, Mission, Values

BalancedScorecard

DepartmentGoals

IT Scorecard

Mission• At Honeywell – provide services to load the ship below with equipment

for 20,000 soldiers (truly life or death situation)• How do you get people motivated and aligned to your Mission?

• Create an urgency• Reinvent yourself, your team, your company• Define what’s in it for everyone• Paint the transformation picture – “before and after”

Internal ConsultingThe role of the ? professional is being transformed from that of the guardians or enforcer of an organization’s policies and procedures into that of a strategic business partner. As demands on and expectations of ? professionals change, they must continually develop new skills to add value to the organization. Essential skills of the ? Professional as Business Partner are consulting skills. As an internal consultant, ? professionals act as a proactive advisor providing critical input into the strategic initiatives of the organization and become increasingly involved in the implementation of strategies. As ? professionals take on these additional responsibilities, their role changes and they are able to have a greater impact on the organization.

What Would This Look Like In Your Organization?

BREAK

Darren Meyer

Transition: IT to Sales Management

• Greg told on day #2 with Magnetrol that I was going to leave IT

• Long time supervisor moved out• New supervisor never in a ‘pure’ supervisor

role previously• 4th boss in ~12 months (previously had same

boss for 10+ years)

Leadership Performance in Different Roles, Over Time

• Your customer changes, but problems, challenges, expectations, etc. remain the same

• Management of people is the same – obtaining discretionary energy of your team

• Must “re-learn” how to manage up/down to different people

Technology Changes Facilitate Organizational Change and Leadership Change

• Can’t ‘default’ to system/IT solution…must explore people and processes first!

• How to introduce better/different use of technology amongst a slew of other changes

• Making sure not to overstep non-IT bounds and/or upcoming ERP changes…Becoming a user!

Collaboration Across Functional Lines

• IT gets a very broad view of the organization – a great opportunity to grow professionally

• IT must often act as a bridge across various gaps…user specifications…user expectations…user understanding…etc.

• IT is all about problem solving• These are valuable business skills…not IT skills,

if nurtured correctly and combined with the correct delivery

John Aaron

Life-Long Leadership Learning for Project Managers

John AaronDick DooleyGreg Martis

How Do People Learn?

Bloom's Taxonomy (1956 Taxonomy of Educational Objectives) divides educational objectives into three "domains": cognitive, affective, and psychomotor. It remains one of the most foundational and essential elements in education.

The Project View

Milestones Exit Criteria

Project Manager Report—Includes Measurement of “Doing, Experience, Achievement”

Sample Report from PRIMMS®

Target Competencies Touch Upon Various Levels and Modalities for Each Project Cycle

1. Financial responsibility, budget savvy, can understand and sell accounting viewpoints2. Persuasive, can move others to action, can delegate effectively3. Perceives the consequences of actions (3 steps ahead), makes tough, sound decisions on time. 4. Business acumen and judgment, keeps cool under pressure and can handle “bad news”5. Good at the art of presentation, communication and giving feedback6. Ingrained precepts of quality/continuous improvement7. Effective use of power, can negotiate, be diplomatic and tough8. Can be creative, innovative and resourceful to get results9. Excellent holistic/conceptual ability with capacity for detail10. Maturity and willingness to be accountable 11. Customer orientation12. Is positive, encouraging and reasonably optimistic13. Can develop and effectively articulate a vision14. Personal integrity, credibility and ethics15. Sensitivity to managing time, timing issues and other people’s time16. Build teamwork capacity & energy17. Awareness of internal/external politics 18. A team player, positive attitude, can work in collaboration with others19. Can handle complexity/ambiguity20. Capacity for strategic thinking & action21. Ability to understand and interact with the market22. Builds and adjusts relationships23. Decisions reflect a global orientation and mindset24. Can leverage a diverse work force25. Intuitive, good instincts, anticipates, future oriented26. Understanding of, comfort with, and insight into risk

Qual Cards for Each Leadership Competency Assists in Mentoring

Mentoring : Assessing Leadership Development As Well As Project Results for Each Project Cycle

CompetencyDevelopment

Time

Project 1

Project 2

Project 3

Project 4

Project 5

Project 6 etc.

Each Project is an Opportunity to Execute a

Cycle

Our internal structures make repetitions of Knowing, Doing and Becoming additive for competency development over time.

Higher Level Thinking Components

Lower Level Thinking Components

Competency 1

Competency 2

Competency 3

Perception Action

Senses Muscles

Project

1

Project

2

Project

3 etc.

Loren Data

HELLO

My Name is…

LORENDATA

No relation to this guy!

MACHINE SHOP – DRILL OPS.

PC ORDER SCHEDULER

PRODUCTION EXPEDITOR

PRODUCTION COORDINATOR

INSIDE SALES MANAGER

MATERIAL HANDLER

INVENTORY EXPEDITOR

SALES / QUOTATIONS

WAREHOUSE SUPERVISOR

PROJECT QUOTES / APP. ENG. / TS MANAGER

IT’S BEEN A COLORFUL CAREER………….. SO FAR!!!!

LEADERSHIP• DIFFERENT ROLES• YOUNGER GENERATION …HELPFUL?

TECHNOLOGY• TELEX • CLOUDS

CHANGE• WALK INTO THE LIGHT• IT’S ALL IN THE HEAD (AND THE GUI)

Will Fiedler

OPPORTUNITY

Wrap Up

Week At A GlanceMonday, 10/1

The Dooley Group Leadership Legacy

Meetings

- Keynote talk- Outside companies and Universities- Transportable lessons from Cantigny- 10 Meeting Themes- Feedback- Share experience

Tuesday, 10/2

The Dooley Group Leadership Legacy

Meetings

-Speakers from Outside companies and Universities- Transportable lessons from Cantigny- 10 Meeting Themes- Feedback- Shared experience

Wednesday, 10/3

ERP Steering Team and Advisory Council

Kickoff

- Role of Leader in D-Day - Different Groups Working Together- Understanding all Team Members’ Issues and Goals- Coordinating a Global Attack Strategy- Understanding the Resources Needed to Do the Job- Visualizing the project, potential failure points, and plans to mitigate weaknesses or problems

Thursday, 10/4

ERP Team Lead and Advisory Members

Kickoff

- Role of Leader in D-Day - Different Groups Working Together- Understanding all Team Members’ Issues and Goals- Coordinating a Global Attack Strategy- Understanding the Resources Needed to Do the Job- Visualizing the project, potential failure points, and plans to mitigate weaknesses or problems

Friday, 10/5

ERP Team Lead Workshop

- Integration and external infusion of ideas- Tactical Project

Management role- Effective teams- Change

Management- Communications- Myers-Briggs

analysis- Leadership

TDG Magnetrol

Hal Nelson & Dick Dooley

Enjoy The Meeting And Happy Oktoberfest!John Falsetti, Executive Director of Information Technology, Maryville –Trying to Influence Change with “C” Level Leaders” and Limited Resources General Hal Nelson [Retired] U.S. Army – Session and Location Overview, Basic & essential Army Leadership ideas, plus transformation of the highest order, today, in the U.S. MilitaryJoe Salwach, Director, Info. Services, the University of Kentucky - “Emerging Leaders, from three Cycles, connections/ outreach, Changes, impact

Truls Henriksen, Owner - Henriksen Group “Leadership Perceptions From a Unique Entrepreneur & Technical Counsel – Impact on today’s younger /evolving professionals”

Melanie Hanson, Executive Director & Mark Zirkelbach, VP & CIO Loma Linda University Health Systems – “Preparatory and Very Focused Leadership Learning Process - To Beyond I.T

Colonel U.S. Army (Retired) Paul Herbert, Executive director of the first Division Museum at Cantigny - “ Leadership Lessons From Three Different but Very Successful Senior Military Leaders, Their Styles, Personalities, and Fit, to the Times and Situations”

Colette Huzinec VP & Chief HR Officer, SmithBucklin Corp “Corporate Wide Culture & Expectations in a unique CEOLeadership Framework - Approaching Their Third Cycle”