Segway II 618 to III 625

1
Segway II (6/18) to III (6/25)

• What does a well-run organization look like?
• What would improve my organization?
• Why do benchmarking?
• How to drive continuous improvement?
• Who are my stakeholders?
• What do my stakeholders expect?
• What is impact on bottom line? (Revenue growth,
  profitability, competitive advantage)

2
ETM 5110 LEADERSHIP STRATEGIESSession 3

• Recap
• Assignment Review
• Barometer (Purpose, Relevancy, Application)
• Guest Executive (Jerry Ennis, Vice President,
  Oscar J. Boldt Construction)
• Making A Difference (Breakthrough Leadership)
• People
• Product
• Processes

3
ETM 5110 LEADERSHIP STRATEGIESCourse Structure

• Explore the Concept and Practice of Leadership
• Review of Leadership Styles
• Examples of Recognized Leaders
• Examples of Emerging Leaders
• Focus on Values and Alignment
• Use of HBR Case Studies for Relevancy and
  Application
• Presentations by Guest Executives

4
ETM 5110 LEADERSHIP STRATEGIES
5
ETM 5110 LEADERSHIP STRATEGIES

• Habit 1. Be Proactive
• Habit 2. Begin with the End in Mind
• Habit 3. Put First Things First
• Habit 4. Think Win/Win
• Habit 5. Seek First to Understand, Then to Be
  Understood
• Habit 6. Synergize
• Habit 7. Sharpen the Saw
• Steven Covey, The 7 Habits of Highly Effective
  People.

6
Moving Mountains(HBR Reprint R0301B, January
2003)
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ETM 5110 LEADERSHIP STRATEGIESThe Journey

• Leadership
• (Mission/Values)
• Management
• (Operating Principles)
• Business Model
• (Structure)
• Culture for Excellence
• (Energy/Innovation)
• Right Metrics
• (Stakeholder Value)
• Sustained Success
• (Performance Measures)

8
ETM 5110 LEADERSHIP STRATEGIESProgression

• Thinking Strategically About Leadership
• Thinking Strategically About Management
• Philosophy of Leadership/Management
• Personalizing Leadership/Management

9
ETM 5110 LEADERSHIP STRATEGIES

• Assignment Chart
• Profile 6/18/03
• Successful Leader (400 words) 7/07/03

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ETM 5110 LEADERSHIP STRATEGIES

• Overarching/Fundamental Question What is
  Leadership?
• Vision/Mission ltgt (Strategy)
• Values ltgt (Principles)
• Executing/Implementing ltgt (Aligning)
• Performance/Results ltgt (Metrics)
• Continuous Improvement ltgt (Leveraging)

11
ETM 5110 LEADERSHIP STRATEGIESGuest Executive

• Jeremy E. (Jerry) Ennis
• Vice President/General Manager Southern
  Operations
• Oscar J. Boldt Construction
• COMPANY PROFILE
• Oscar J. Boldt Construction is a 113 year old,
  4th generation, family-owned construction
  company. With its corporate offices located in
  Appleton, Wisconsin, Boldt operates a network of
  7 regional offices throughout the United States
  with an annual sales volume in excess of 400
  million.

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ETM 5110 LEADERSHIP STRATEGIESGuest Executive
(contd.)

• ENNIS PROFILE
• As Vice President/General Manager, Mr. Ennis is
  responsible for directing Boldts Southern
  Operations with offices located in Oklahoma City,
  Oklahoma, and Augusta, Georgia. Since Mr. Ennis
  established this division in 1984, it has grown
  to chart revenues in excess of 45 million on an
  annual basis with single projects currently
  exceeding 80 million.
• Mr. Ennis has bid or negotiated, organized,
  staffed, coordinated and overseen to successful
  completion hundreds of projects. He and his
  staff of project managers have directed projects
  for many of the worlds largest corporations. He
  has been instrumental in the professional
  development of project management personnel,
  carefully selecting projects for their skill
  levels and allowing them to mature within well
  defined areas of responsibility.

13
An Outsiders View of Leadership(Sara Meléndez
from Drucker, Leader of the Future)

• Passion
• Clarity of Goals
• Perseverance
• Kindness
• Honesty and Integrity
• Ongoing Renewal
• Leaders as Teachers
• A Sense of Humor
• Self-Knowledge

14
ETM 5110 LEADERSHIP STRATEGIESMission
Statements Revisited

• ComfortCake
• The ComfortCake Companys mission is to deliver
  the most flavorable, highest quality
  Southern-style desserts to consumers worldwide.
  The ComfortCake Company is dedicated to reaching
  the soul of consumers and providing growth for
  its employees. The company will achieve these
  goals in a dynamic, visionary and creative
  manner, and most importantly, have fun while
  doing it!
• Xilinx
• (Wes Paterson)
• Xilinx invented the programmable gate array. We
  grow profitably through ongoing innovation that
  maintains our position of market leadership. We
  will sustain a work environment that will allow
  us to attract, retain, motivate and develop the
  best people. We must unfailingly meet
  commitments to our customers for product
  capabilities, quality, delivery and cost.

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ETM 5110 LEADERSHIP STRATEGIESMission
Statements Revisited (contd.)

• Centagram Corporation
• (Skip Cameron)
• To pursue and realize excellence by meeting our
  customers requirements with a unique team of
  committed and responsive people enabling each
  other to work together to achieve shared
  cooperative goals while having fun and
  celebrating our successes.

16
ETM 5110 LEADERSHIP STRATEGIESThe IBM Way

• Respect the dignity and rights of the individual.
• Give the best possible service to the customer.
• Pursue excellence and superior performance in all
  tasks.
• F. G. Buck Rodgers, The IBM Way Insights into
  the Worlds Most Successful Marketing
  Organization.

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ETM 5110 LEADERSHIP STRATEGIES

• Lost Market Capitalization in Last Two Years (s
  B)
• Cisco - 399
• Lucent - 216
• ATT - 93
• Enron - 70
• Global Crossing - 40
• Source CNN News, 1/14/02

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ETM 5110 LEADERSHIP STRATEGIESCommon Themes

• Values/Mission
• Customer Focus
• Energy
• Team Goals
• Teamwork
• Passion for Excellence
• Work Force
• Integrity (Moral Clarity)
• Performance Results
• Constancy

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ETM 5110 LEADERSHIP STRATEGIESLeadership
Characteristics

• Visionary (Thinking Strategically, Globally,
  Commercially)
• Effective Communicator
• Character (Honesty and Integrity)
• Innovative and Bold
• Tough
• Smart
• Able to Assess Risks
• Ability to Build Relationships (Internal and
  External)
• Ability to Process Diverse Information
• Embraces Technology
• Broad Understanding of the Business
• Focuses on Sustainable Growth
• Creates Esprit de Corps
• Gets Results
• Role Model Behavior

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ETM 5110 LEADERSHIP STRATEGIES

• Emotional Intelligence (EI)
• The duty of the leader is to prime positive
  feelings in workers (motivating by inspiring
  rather than fear).
• Leadership can be learned but it takes knowing
  the components and practice.
• Leadership requires tapping into our deepest
  sense of meaning and developing our
  self-awareness.
• People can and will change when they find a good
  reason to do so.
• Primal Leadership Realizing the Power of
  Emotional Intelligence by Daniel Goleman, Richard
  Boyatzis and Annie McKee. Harvard Business
  School Press.

21
ETM 5110 LEADERSHIP STRATEGIESRanking of
Leadership Styles in Order of Positive Impact

• Authoritative (come with me
• Affiliate (people come first)
• Democratic (what do you think?)
• Coaching (try this)
• Pacesetting (do as I do, now!)
• Coercive (do what I tell you)
• Source Daniel Goleman, Leadership That Gets
  Results, Harvard Business Review, March 2000.

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Segway to Session III

• What does a well-run organization look like?
• What would improve my organization?
• Why do benchmarking?
• How to drive continuous improvement?
• Who are my stakeholders?
• What do my stakeholders expect?
• What is impact on bottom line? (Revenue growth,
  profitability, competitive advantage)

23
ETM 5110 LEADERSHIP STRATEGIESLeadership/Manag
ement Excellence

• Performance Targets
• Revenue
• Profit/Gross Margin
• Return on Assets
• People Satisfaction/Job Security
• Customer Satisfaction
• Sustainability
• Winning!

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ETM 5110 - LEADERSHIP STRATEGIESVision Revisited

• Declaration of Independence
• Martin Luther Kings I Have a Dream Speech
• John F. Kennedys Vision To Land on the Moon
• Tom Peters Book In Search of Excellence

25

• If you want peace, prepare for war.
• Vegetius, 379-395 A.D.
• Roman Military Writer

26
ETM 5110 LEADERSHIP STRATEGIES

• What Wartime Leaders Do
• Define the business of the business
• Create a winning strategy
• Communicate persuasively
• Behave with integrity
• Respect others
• Act.
• Judith Bardwick, Peacetime Management and
  Wartime Leadership. (The Leader of the Future,
  page 131-141.)

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• Know what will make a difference

28
Highlights from Next Generation Growth
Conference (Sponsored by Harvard Business
School, October 2003, Cupertino, CA)

• Keeping Your Company Afloat in Economic Slowdown
• New growth businesses
• identifying markets
• market-changing innovations
• improving existing products/services
• Leading a company
• sound analytical planning
• ethical accountability
• prudent risks
• leaderly intuition
• passion
• Best response to turbulence
• companywide alignment
• building customer loyalty
• profitability/sustainability

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ETM 5110 LEADERSHIP STRATEGIESShared Values

• Clear
• Compelling
• Concise

30
ETM 5110 LEADERSHIP STRATEGIESGetting
Alignment

• Organization
• Is the organizations mission/vision fully
  understood?
• Is the structure/infrastructure in place to
  implement the vision?
• Who owns the implementation/management process?
• Is there the right sense of urgency and passion?
• Personal
• Are expectations of me clear?
• Are my expectations of me in line with where I
  want to be?
• Have I given clear expectations to those I
  support?
• What expectations do I have of (a) my boss and
  (b) my organization?
• Do I demand excellence?

31
ETM 5110 LEADERSHIP STRATEGIESFive Actions to
Credibility

• Challenge the Process
• Inspired Shared Vision
• Empower People to Act
• Model the Way Thru Personal Behavior Successes
• Recognize Contributions and Celebrate Successes

32
ETM 5110 LEADERSHIP STRATEGIES Reimers Rules
for Leadership

• Do Whats Legally and Morally Right Every Time
• Be All You Can Be (U. S. Army Slogan)
• Treat Others As You Expect to Be Treated
• Gen. Dennis Reimer (Ret. USA)
• Executive Director, National Memorial Institute
• for the Prevention of Terrorism (MIPT)

33
ETM 5110 LEADERSHIP STRATEGIES

• My Recruitment/Hiring Criteria
• Academic background/work experience
• Fit the values
• Team player
• Self-starter
• Capable of building relationships
• Upside potential

34
ETM 5110 LEADERSHIP STRATEGIESFrom Individual
Contributor to Leader/ManagerTen-Step Process

• Positive, upbeat attitude
• Can-do spirit
• Commitment to continuous learning
• Team player
• Energize others/energized by others
• Self-starter
• Flexible/adaptable

35
ETM 5110 LEADERSHIP STRATEGIESLeadership and
Management

• Leadership vs. Management
• Theory vs. Reality
• Dynamic vs. Static
• Formal vs. Informal
• Proactive vs. Reactive