Effective Leadership

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Effective Leadership

• In a High Technology Firm

Howard Hansen Charleston, 11/5/02
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Leaders Create the Climate for Success
Individual Competencies
Leadership Styles
Organizational Climate
Results
28 of variance in Financial Results (profits and
revenue) can be explained by differences in
Organizational Climate
50-70 of variance in Organizational Climate can
be explained by differences in Leadership Styles
Hay Group
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Crucibles Styles

• Transformative experiences
• Examination of values and judgment

Bennis and Thomas
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Fundamentals Matter

• Trust
• Authenticity

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Practical and Useful

• Be honest
• Be trustworthy
• Authentic Interest
• Values-based decisions
• Be a servant

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Leaders Ought To

• Describe strengths and weaknesses of climate
• Recognize impact of style
• Identify personal behaviors affecting style

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Then..

• Create an action plan for improving his/her
  (leaders) performance and functioning of the
  organization.

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Values vs. Situational

• Commander
• Manipulate
• Paternalize

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The only course for the leader is to build a
vision that followers are able to adopt as their
own because it is their own. - - James OToole
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Values

• Behavioral guidelines
• Road signs for character

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THE 7-S MODEL
Staff
Systems
Shared Vision
Strategy
Skills
Structure
Style
McKinsey
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The worst kinds of business failures come, not
from failed marketing processes nor from poor
niche decisions nor failed strategy but, from
highly preventable ethical lapses
- - Marienne Jennings
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Ethics

• Leadership is
• The ability to see around corners
• The ability to see a problem before others
• The ability to fix a problem before it becomes a
  headline

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Moving to Level 5 Leadership
Level 5
Level 5 Executive
Builds enduring greatness through a paradoxical
blend of personal humility and professional will.
Level 4
Effective Leader
Catalyzes commitment to an vigorous pursuit of a
clean and compelling vision, stimulating higher
performance standards.
Level 3
Competent Manager
Organizes people and resources toward the
effective and efficient pursuit of predetermined
objectives.
Level 2
Contributing Team Member
Contributes individual capabilities to the
achievement of group Objectives and works
effectively with others in a group setting.
Level 1
Highly Capable Individual
Makes productive contributions through talent,
knowledge, Skills and good work habits.
James Collins
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High Technology Leadership

• Relationships matter
• Intellectual and emotional development
  expectations are high
• Consequences for leadership are profound

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Emotional Intelligence

• We understand ourselves, using insights into
• Empathy
• Self Control
• Self Confidence

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Empathy
Recognizing and responding to others feelings
and concerns
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Self Control
Recognizing and managing ones emotions and
strong feelings under stress or when provoked.
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Self Confidence
Possessing confidence in our ability to meet
challenges and make the right decisions.
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We build on this understanding of ourselves to

• Manage Teams
• Manage our Work
• Manage Collaboratively

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Managing Teams

• Developing Others
• Holding People Accountable
• Exercising Team Leadership

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Manage our Work

• Orientation to Results
• Exercising Initiative
• Solving Problems

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Manage Collaboratively

• Influencing Others
• Fostering Teamwork

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Self
Others
Self- Awareness
Social Awareness
Awareness
Self- Management
RelationshipManagement
Actions
Positive impacton others
Hay Group
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E.I. Based Leadership Styles

• Directive
• Visionary
• Affiliative
• Participative
• Pacesetting
• Coaching

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Directive Style

• Achieving immediate compliance
• Close monitoring
• Corrective feedback
• Consequences

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Visionary Style

• Providing long term direction and vision for
  others
• Dialogue and perspective
• Engagement
• Monitoring performance and giving feedback

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Affiliative Style

• Creating harmony among others, including the
  leader
• Cultivating relationships
• Rewarding personal characteristics

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Participative Style

• Building commitment among employees and
  generating new ideas
• Creating personal direction
• Resolving conflicts successfully

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Pacesetting Style

• Accomplishing tasks to high standards of
  excellence
• Leading by modeling
• Controlled delegation

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Coaching Style

• Long-term professional development of team
  members
• Identifying strengths and weaknesses
• Mutual assessment
• Development plans

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Critical Moments of Truth

• How you spend your time
• Reactions to critical incidents
• Questions you ask
• What you reward

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The best leaders work continuously at
understanding their own weaknesses. They
regularly take stock of what they do best and
what they do worst and make constant adjustments
in their leadership behaviors to compensate for
their weaknesses.
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Great leaders take stock of their
strength/weakness leadership ratio by quietly
comparing themselves with their leaders, peers
and supporters. They learn to rely on the
strengths of others to compensate for what they
dont do as well. They do this without fearing
competition.
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The key is self-directed learning
intentionally developing or strengthening an
aspect of who you are or who you want to be, or
both.
Loren Gary
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Self Directed Learning

• Uncovering your ideal self who you want to be
• Figuring out who you actually are
• Creating a learning agenda for yourself
• Experimenting and practicing with new behaviors
• Developing supportive relationships

Loren Gary
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Organizational Climate

• Flexibility
• No unnecessary rules, procedures, policies or
  practices
• New ideas easily accepted

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Organizational Climate

• Responsibility
• The authority to accomplish tasks without
  constantly checking for approval

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Organizational Climate

• Standards
• Challenging but attainable goals set for the
  organization and its team members

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Organizational Climate

• Rewards
• Team members are recognized and rewarded for good
  performance

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Organizational Climate

• Clarity
• Everyone in the organization knows what is
  expected of him or her

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Organizational Climate

• Team Commitment
• People are proud to belong to the organization

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Effective Leadership

• In a High Technology Firm

Howard Hansen Charleston, 11/5/02