Developing Leaders for Tomorrow – Today !

A Very Special Learning Event March 21-23, 2012 | West Point, New York

WELCOME

Developing Leaders for Tomorrow – Today !

A Very Special Learning Event March 21-23, 2012 | West Point, New York

THE AGENDA

Agenda Wednesday March 21, 2012

12:30 – 1:30 Introduction Ken McGuire

What is Leadership- A working definition

Some Expert ‘opinions’

Setting expectations

1:30 – 2:00 Participant Introductions

2:00 – 3:00 Leader Powered Lean: Joe Barto

Heartbeat Leadership: The Theory.

Homework Assignment

3:00 – 3:15 Break and Move to Bus

3:15 – 6:00 Insiders’ Tour of West Point

6:30 USMA Cadet Introduction

Dinner with Cadets at

West Point Officers Club 3

Agenda

Thursday, March 22, 2012

8:00 – 10:00 Leadership and Character Building at West Point LTC Dave Jones

The Army and Beyond: Leadership and Ethics

at West Point and Afghanistan

10:00 – 10:15 Break

10:15 – 12:00 Leader Powered Lean: Organizational Scheme Joe Barto

Heartbeat Leader Perfect Day

“Team Performance Snapshot” Practical Exercise

Homework Assignment Review

12:00 – 1:00 Lunch

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Agenda Thursday, March 22, 2012

1:00 – 3:00 Developing Mission Essential Tasks and Behaviors Joe Barto New Leader Training Program Design

1st Day and next 59 Days: Doing the Right Things Right

Reaching High Performance: Coaching

Putting it All Together: Leader Identification, Training,

and Development System

“Team Performance Snapshot” Analysis Workshop

3:00 – 3:15 Break

3:15 - 4:00 Facilitated “So What?” Application Ken McGuire-Joe Barto

Connecting the Dots: Translating from West Point to Industry Leadership

4:00 – 5:00 “The Courage to Lead”” Joe Barto

6:30 PM Dinner at Thayer Hotel

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Agenda

Friday, March 23,2012

8:00 – 11:30 “Greatness is Possible but Rare” Steven J Spear

Exceptional, competition-beating performance is possible! A few select organizations achieve The High Velocity Edge explains how!

11:30 – 12:00 Wrap-up Ken McGuire

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Exceptional, competition-beating performance is possible! A few select organizations achieve it. You can too, and The High Velocity Edge explains how!

Developing Leaders for Tomorrow – Today! A Very Special AME Workshop - US Military Academy West Point, NY March 21-23, 2012

Kenneth J. McGuire

Introduction

•  What is Leadership- A working definition

•  Some Expert ‘opinions’

•  Setting Expectations for this Workshop

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Leadership: The Framework

•  Defining Leadership – Exactly what is it?

•  Why Leadership is so important now?

•  Separating Leadership qualities from Management skills

DEFINING LEADERSHIP

Leadership Confusion

Trait theories

Behavioral theories Contingency theories

Transformational theories

charismatic

skill-based approach

shared leadership

self-management

‘classical’ model of leadership Leadership Attributes

Level 5 Leadership

leadership qualities

Participative

Directive Theory X

Theory Y

people-centered

Situational Leaders

Leading is not “business as usual”

What is Leadership?

•  Easy to know when you see it, but very difficult to describe

•  Leadership involves influencing others

•  Where there are leaders there are usually followers

•  Leaders become visible when an innovative response is needed

•  Leaders are people who have a clear idea of what they want to achieve and why

•  Leaders are distinguished by personal qualities and good interpersonal actions

•  They are mostly associated to managing something

Leadership Roles & Responsibilities

Mission Values & Principles

Setting Vision Alignment & Goals

Defining Structure Process & Measures

Instilling Motivation Energy

& Behaviors

Reinforcing Systems

Strategies Reward & Recognition

Defining Purpose

SOME EXPERT OPINIONS

Warren Bennis says:

“Leaders are people, who are able to express themselves fully. They also know what they want, why they want it, and how to communicate what they want to others, in order to gain their co-operation and support. Lastly, they know how to achieve their goals”.

Charles Handy on Leadership

Great Leaders:

  don’t replicate what everybody’s doing

  reframe the known scene with new dots

  make sense and create the ‘AHA’ effect

  stretch imagination within the possible

  state it simply and make it stick

  lead by example, walking the walk

Jim Collins says about ‘Level 5’ Leaders

….“level 5″ leaders, who run the most successful American companies over long periods of time, are humble, egoless, focused on the company as a whole, passionate about customers and the business, constantly studying the business internally and externally, obsessed with excellence, and their highest priority is building successors who in their blood have the DNA of the culture and are just as passionate about the business

Some Experts on Leadership

•  If your actions inspire others to dream more, learn more, do more and become more, you are a leader -John Quincy Adams

•  "Leadership is not so much about technique and methods as it is about opening the heart. Leadership is about inspiration—of oneself and of others. Great leadership is about human experiences, not processes. Leadership is not a formula or a program, it is a human activity that comes from the heart and considers the hearts of others. It is an attitude, not a routine." — Lance Secretan, Industry Week, October 12, 1998

•  Effective leadership is putting first things first. Effective management is discipline, carrying it out. – Stephen R Covey

What is the Leaders Role

•  "The first responsibility of a leader is to define reality. The last is to say thank you. In between, the leader is a servant." — Max DePree

•  "Great leaders are almost always great simplifiers, who can cut through argument, debate, and doubt to offer a solution everybody can understand." — General Colin Powell

•  Leadership is lifting a person's vision to higher sights, the raising of a person's performance to a higher standard, the building of a personality beyond its normal limitations." — Peter F. Drucker

Leadership: A Working Definition

A Leader catalyzes commitment and stimulates self accountability to high performance standards in others through a clear compelling vision, and setting goals in uncomplicated statements by seeing the task differently and aligning everyone to them. Leaders communicate stretch goals by questioning activities in penetrating ways and encouraging learning by discovery. Leaders get into the effort themselves and lead by example.

WHY LEADERSHIP IS SO IMPORTANT RIGHT NOW!

The times, they are a changing

Punctuated Equilibrium (the 10,000 year period when Dinosaurs became extinct)

•  The Convergence of Factors where the intersection of globalization, economic calamity, technological acceleration, generational compression, environmental calamity, resource scarcity, demographic strain, and rule-less international competition belies a complex interconnected future that will be filled with persistent conflict and instability.”

“Business is Not About Profit, It’s About Survival….And Survival Demands Growth”

- Peter Drucker

Growth in an era of escalating technological complexity, with global operations or at least global supply chains, with volatile currencies and multiple cultural, legal, and regulatory thickets, economic malaise, environmental issues, increasing product complexity, and community demands for sustainability, not to mention the expectation to deal with this complexity at lower cost plus a few other complicating factors require new dimensions of leadership.

Why Leadership now…?

In the business of making things… our next Leaders will need to:

..operate on a playing field that is interconnected with handhelds and smart phones for instant accessibility, adjusted for time zone neutralization for constant worldwide communication. These operating leaders must be conversant in customer delight across several cultures where they site operations. And they must be concurrently tuned into team-based improvement processes both there, and at home. Further, they need to be committed to perfection through process excellence, fluent in lean practices, in Six Sigma quality, ERP, and supply chain management and logistics.

So What Should we do?

Leadership Development Baseline

•  Leadership is ‘different’ from Management

•  Learning to Lead requires good exposures

•  Leadership Styles must ‘fit’

–  Individual Styles

–  ganizational Framework

–  Cultural Environment

–  Behavioral norms

"Leadership cannot really be taught. It can only be learned." — Harold Geneen

LEADERSHIP VS. MANAGEMENT

• Differences

• What they DO Differently • Necessary Behaviors

• Required Skill Sets

Managing vs. Leading Managers •  Focus on things

•  Do things right

•  Prioritize on ‘what’

•  Plan

•  Organize

•  Direct

•  Control

•  Follow the rules

Leaders •  Focus on people

•  Do the right things

•  Define the ‘how’

•  Inspire

•  Influence

•  Motivate

•  Build

•  Shape entities

”Leadership is difficult but it is not complex." — Michael McKinney

The Differences are in “What they Do” •  The manager administers

•  The manager is a copy

•  The manager maintains

•  The manager focuses on systems and structure

•  The manager relies on control

•  The manager has a short-range view

•  The manager asks how and when

•  The manager has his or her eye always on the bottom line

•  The manager is the classic good soldier

•  The manager imitates

•  The manager accepts the status quo

•  The manager does things right

•  The leader innovates

•  The leader is an original

•  The leader develops

•  The leader focuses on people

•  The leader inspires trust.

•  The leader has a long-range perspective.

•  The leader asks what and why

•  The leader’s eye is on the horizon

•  The leader originates

•  The leader is his or her own person

•  The leader originates

•  The leader challenges it

•  The leader does the right thing

Contrast in Necessary Behaviors

Management Behaviors •  Resolving known

deficiencies

•  Keeping Current situation intact

•  Reacting to known problems

•  Preventing future process failures

•  Executing through effective structures

•  Streamlining the business

Leadership Behaviors •  Navigating Unforeseen

Change

•  Connecting the dots on complexity

•  Setting a clear, compelling vision

•  Stimulate Accountability

•  Shaping conditions for the future

•  Growing the business

Differences in Required Skill Sets

Managers must

•  Responsiveness to changing conditions

•  Mastery of processes for Excellence

•  In Tune to Team dynamics

•  Delivering prompt answers

•  Organizing to meet the objectives

Leaders Should

•  Make sense of turbulent circumstances

•  Commitment to the how’s of Excellence

•  Questioning whether things are right

•  Catalyzing Commitment to goals

SO, WHAT CAN WE LEARN FROM THESE THREE DAYS?

Setting Expectations

•  What should be our expectations from these three days at West Point?

–  Images of a 200 year Leader Development Process

–  Framework for ‘Developing’ soldiers to lead

–  A process in which ‘self-development’ succeeds

–  A network of peers interested in the same things

•  What should be our measure of success?

–  At least ‘one’ useful idea

–  An personal action plan

What can we learn from USMA West Point?

•  Differences in training young people that have an improved result in creating leaders from ordinary people

•  Iterative purpose driven conditioning as a learning foundation for leadership

•  Instilled disciplined behaviors that would give our organization an advantage

•  Practices that prepare cadets for becoming leaders

•  Perspectives on conditioning cadets that are striking because of their difference from our common assumptions

•  A striking image of how symbols relate to character building

•  An clearer vision of how different it might be if we trained like this

Leadership Development Baseline

•  Leadership is ‘different’ from Management

•  Learning to Lead requires good exposures

•  Leadership Styles must ‘fit’

–  Individual Styles – Personality Matters

–  Organizational Framework – Purpose, Values & Limits

–  Cultural Environment – Slow to change

–  Behavioral norms – Can be changed

"Leadership cannot really be taught. It can only be learned." — Harold Geneen

Thank You for your Attention

Kenneth J. McGuire March 21-23, 2012 mcguire@meac-cons.com

Individual Introductions

•  Your Name and What you do?

•  What your Organization does?

•  What are your desired takeaways?

•  Your personal ‘leader model’ ?

– What & Why? – Qualities?