Silver Leadership

1
Silver Leadership

• SMART leadership

2
Silver Leadership

• Learner Objectives
• Leadership
• Describe the qualities of a great leader
• Learn about the critical components which all
  leaders need to be successful
• Goals and measurements
• Develop SMART goals and measurements which will
  establish and then track the progress towards the
  achievement of such goals
• Time management
• Assess how you currently use your time and
  construct ways to make more effective use of that
  time
• Problem solving
• Identify the six steps to problem solving and
  evaluatefour practical tools which can be used
  in breakingdown and analyzing a problem

p.2
3
Silver Leadership

• Housekeeping
• Before we begin
• Ask questions and share stories
• Please turn cell phones to vibrate
• Bathrooms
• Taking breaks
• Food and drinks

4
Silver Leadership

• House Rules
• Everyone participates and gets involved
• Thats why youre here
• You will get more if you give more
• Avoid side conversations and stay on topic
• One person at a time
• Take what you learn in this class back to work
• Dont leave it in the book
• Be open to others ideas
• Learn from each other
• Come prepared
• Do the homework and bring your binder with you!
• Take notes
• Use your binder to follow along and capture
  thoughts/questions
• Most importantly
• Have Fun!

5
Silver Leadership

• Introduce yourself
• Tell us your name
• What company do you work for?
• What do you do?
• How many years have you worked their?
• What is the product or service you provide
• What is your un-commonality?

p.3
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Silver Leadership

• Uncommon commonality
• Identify 3 things you have in common with each
  other in your group
• Write this down in the center of the flip chart
• Identify one Item that is unique to you
• No one else has in common
• Pick a person to share your 3 commonalities.

p.4
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Silver Leadership

• Managers to Leaders
• Sids Story
• Watch and take notes on video
• Feedback
• Has anyone ever worked for someone like Sid?
• How did Sid know when to give recognition?

p.5
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Leadership
9
Silver Leadership

• Motivation
• How can we motivate our top performers?

p.7
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Silver Leadership

• Great Leaders!
• Group Exercise Sound off to form teams
• Break up into 4 groups.
• After instructions, separate by team number into
  your new groups in the four corners of the room
• Please discuss and record the following (page 6)
• What are the top qualities a leader should
  possess and demonstrate and why?
• Name one person you consider to be a great leader
  and tell us what qualities makes them great?

p.7
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Silver Leadership

• To Review
• Qualities of a great leader
• Communicate clearly
• Make objective decisions
• Motivate their team
• Set clear goals
• Manage conflict effectively
• Create a common language
• They are decisive

p.8
12
Goals and Measurements
13
Silver Leadership

• Goals
• Goals are like New Years resolutions
• Both are _______________ to make
• And often _______________ to meet
• Why do you think so many goals are never
  realized?

p.10
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Silver Leadership

• Time for Teamwork!
• List one work goal that you would like to set for
  yourself and share with the group
• What would it take to accomplish this?
• What would be the greatest challenge?
• How would you know if you were successful?
• Choose one person from your group to share a goal.

p.10
15
Silver Leadership

• Great Goals are S.M.A.R.T.
• Specific
• Focused on tangible behaviors or performance
  areas
• Measurable
• Traceable standards by which performance can be
  measured
• Attainable
• Stretching beyond what is being done now but has
  not yet been reached
• Relevant
• Aligned with purpose or vision
• Target
• Deadline for completion or attainment

p.11
16
Silver Leadership

• Great Goals are S.M.A.R.T.
• Example
• The speed team will decrease the time it takes
  from receiving an order to shipping the product
  by 50 by December 31, 2008
• The speed team will
• Assigns responsibility
• Decrease
• Action-oriented
• The time it takes from receiving an order to
  shipping the product
• Specific and Relevant
• By 50
• Measurable and Attainable
• By December 31, 2008
• Target

p.11
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Silver Leadership

• Great Goals are S.M.A.R.T.
• Is your personal goal
• Specific
• Measurable
• Attainable
• Relevant
• Target
• When setting a goal, always
• Write it down
• Write down any assumptions
• Write down at least three simple actions to get
  started
• Write down your road blocks or obstacles

p.11
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Silver Leadership

• Setting your S.M.A.R.T. goals
• Who?
• Will
• Will do what? be specific and have it be
  measureable
• By
• By what date? be specific writing down a date

p.11
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Silver Leadership

• Great Goals are S.M.A.R.T.
• Lets do it for real, lets make our goals
• SMART ones
• Making your goals SMART
• S____________________
• M ___________________
• A ___________________
• R ___________________
• T ___________________

p.12
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Silver Leadership

• The Missing Link
• Goals __________ Actions Results

p.13
21
Silver Leadership

• Measurements
• A measurement is the key link between what we
  want to have done and what actually gets done
• Why do we measure?
• Shows the impact of change
• We do not know what we do not measure
• Clarifies what, how much, and how long we have
  improved
• Removes bias
• Easier communication
• Keeps focus on what we want to achieve
• Enables accountability and ownership
• Measure, analyze, improve, control/sustain

p.14
22
Silver Leadership

• Measurements
• What makes up a good measurement?

p.13
23
Silver Leadership

• Measurements
• Great measurements are
• Simple
• Easy to understand
• Intuitive
• Real-time
• Easy to get data
• At-hand information
• Correct
• Drives the right behaviors and actions

p.13
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Silver Leadership

• Measurements
• Real-time vs. calculated
• Real-time
• What everyone is already familiar with
• Easy to measure
• Easy to understand
• Calculated
• New calculated statistics and indicators
• Difficult to measure
• Harder to understand

p.13
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Silver Leadership

• Measurements
• How are you going to measure your success?
• Use your SMART goal from this mornings exercise
  (page 12)
• How would you measure your success in pursuing
  this goal?
• How would you maintain this measurement?
• How could you use and communicate this
  measurement?
• Why do people fail to maintain a measurement?

p.14
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Silver Leadership
p.15
27
Silver Leadership

• Measurements
• Measure to improve (page 12)
• How are you going to measure cost?
• How are you going to measure quality?
• How are you going to measure delivery?
• How will you maintain them? Communicate them?
• What do they look like?
• What else do you need to improve?

p.15
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Silver Leadership

• To Review
• Great Goals are SMART
• Specific
• Measurable
• Attainable
• Relevant
• Target
• Measurements
• A measurement is the key link between what we
  want to have done and what actually gets done
• Measure to improve

29
Time Management

• The RIG Model
• Effective Meetings
• The 10 80 10 Model
• Behaviors, Attitudes, Values

30
The RIG Model
31
Silver Leadership

• Time
• A leaders most precious resource use it
  wisely!
• What do you spend most of your time doing?
• What are your daily activities?
• Problems, issues, meetings, etc?
• Where does all the time go?
• How can you spend more time on the right things?
• What should you be spending your time on?

p.17
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Silver Leadership

• How are you currently spend your time?
• Exercise
• Fill out the first two columns of this Activity
  Log in your workbook. We will come back to
  throughout the RIG discussion.

p.17
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Silver Leadership

• Time and Effort Matrix

p.17
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Silver Leadership

• Time
• Time is a common thread for leaders in every
  organization
• What differentiates those leaders and their
  results is how they spend their time
• When youre not doing your daily activities, how
  do you feel?
• Confident?
• Comforted?
• Stressed?

p.17
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Silver Leadership

• Why so confident?
• Incoming orders processed without issues
• Made all your deliveries on time
• Your team is running the department without your
  involvement
• Team implemented changes without management
  involvement
• Next month looks even better
• Why so stressed?
• Concerned about decisions the team is making in
  your absence
• Growth is coming, is my team ready?
• Same issues surface week after week
• Problems seem to be piling up
• They need me to get _____ done
• Questions
• How can I increase my confidence?
• What will reduce my stress?

36
Silver Leadership

• The Run-Improve-Grow Model
• Run
• Foundation of any company
• Actions done daily to provide your customers with
  good service or products

p.18
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Silver Leadership

• The Run-Improve-Grow Model
• Improve
• Builds upon run, sets stage for growth
• Prevents problems or fires from occurring again

p.18
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Silver Leadership

• The Run-Improve-Grow Model
• Grow
• Sets direction for the organization to follow
• New markets, new channels , new products

p.18
39
Silver Leadership

• The Run-Improve-Grow Model

p.19
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Silver Leadership

• The Run-Improve-Grow Model
• Define Run-Improve-Grow at your company
• Run
• Improve
• Grow
• How many hours do you currently spend in each
  area of RIG?
• What are the expectations of your team?
• Current expectations?
• Best and most challenging personnel situations?
• How many hours would your company spend in RIG if
  your team were clones of you?
• What would be the rate of improvement?

p.19
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Silver Leadership

• The Run-Improve-Grow Model
• Refer back to your activity log. Label each
  activity as Run, Improve or Grow.

p.17
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Silver Leadership

• Time for Teamwork
• The top three reason why we get caught-up in the
  fire
• Common fire-fighting responses
• No one else knows how to do it
• I dont trust anyone else to do it
• We need consistency in our approach
• We feel responsible Its my department
• Something outside of our control
• Poor communication
• Tend do just do stuff Thats why Im the
  manager

43
Silver Leadership

• The Run-Improve-Grow Model
• Why do we run?
• Running is more enjoyable
• Fixing vs. preventing
• Fixing
• Immediate
• Know how to solve
• Difficult to train
• Faster to just do
• No confrontation
• Feel like we accomplished something

p.20
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Silver Leadership

• Sustainability
• Clone yourself
• Create ownership at lower levels
• Least common denominator
• Never forget the basics that got you there
• Blocking and tackling is boring, but crucial
• Keep your measurements in front of everyone
• Take action immediately if the metrics show signs
  of regression
• Success is when they are stating the goals and
  importance to achieve quickly

p.20
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Effective Meetings
46
Silver Leadership

• Effective Meetings
• Not another meeting
• How many meetings have you attended or ran that
• Were way to long
• Didnt get anything accomplished
• Left everyone frustrated
• Taking the time to communicate with others

p.21
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Silver Leadership

• Effective Meetings
• Effective meetings
• Have an objective
• Are ran well
• Are documented
• Generate new ideas and opportunities
• Finish on time

• Roles
• Agenda
• Facilitator
• Timekeeper
• Gatekeeper
• Parking lot attendant
• Notes taker

p.21
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Silver Leadership

• Effective Meetings
• Agenda
• Contains the purpose and/or objectives of the
  meeting
• People invited
• Topics (and time allotted to each topic) to be
  discussed
• Completed in advance
• Distributed to all attendees prior to meeting
• Facilitator
• Prepares the agenda
• Runs the meeting by beginning discussion points
  and assigning actions, responsibility, and due
  dates
• Assigns other responsibilities and summarizes
  outcomes (actions, responsibilities, etc) before
  meeting starts

p.21
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Silver Leadership

• Effective Meetings
• Timekeeper
• Watches the time
• Signals when time is up for a discussion point
• Lets the group know at each transition if the
  meeting is ahead or behind schedule and by how
  much
• Gatekeeper
• Keeps everyone on the subject being discussed
• Reminds attendees when theyre off the current
  topic
• Makes suggestions for Parking Lot items

p.21
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Silver Leadership

• Effective Meetings
• Parking Lot Attendant
• Writes down topics for future discussion
• Documents problems, conflicts, issues, and
  opportunities that need further discussion
• Notes Taker
• Confirms attendee list and documents absentees
• Takes notes on each topic
• Documents action items, responsibility, and due
  dates
• Immediately following the meeting, distributes
  formal notes to all attendees and others affected
  by outcomes/actions

p.22
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Silver Leadership

• Effective Meetings
• Standard daily huddle
• Write agenda down on white board or post in work
  area
• Assign duties, or do them yourself
• Gather team together on the spot
• No chairs
• Ask questions, call names
• Focus on performance to goals
• Doesnt have to be fancy or long
• Stay connected with your people

p.22
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Silver Leadership

• Time for Teamwork!
• What prevents a good huddle? (page 19)
• Why wont they get in the huddle?
• Do they understand why change is needed?
• Do they understand the direction and goal?
• Do the understand their role and position?
• Do they have the tools they need to succeed?
• Do they feel included?

p.22
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The 10 80 10 Model
54
Silver Leadership

• The 10 80 10 Model
• Where are your people?

p.23
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Silver Leadership

• The 10 80 10 Model
• What behaviors do you want on your team

p.23
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Silver Leadership

• The 10 80 10 Model
• Maximizing your employee effectiveness

p.23
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Silver Leadership

• The 10 80 10 Model

p.27
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Silver Leadership

• The 10 80 10 Model
• Who are the draggers?
• Need constant supervision
• Constantly complain
• Cant do attitude
• You dont trust them
• You have no confidence in them
• Dreaming of the day they will quit
• So what can I do?
• Do not waste time on draggers
• Do not ask your performers to make-up for them
• Set clear and attainable goals
• Establish a milestone review dont wait for the
  next appraisal
• Provide feedback if goals are being met
• Clarify expectations that performance must be
  sustained
• Eliminate dragger if goals are not met

p.24
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Silver Leadership

• The 10 80 10 Model
• Identify your draggers

p.27
60
Silver Leadership

• The 10 80 10 Model
• Who are the followers?
• Followers go with the flow
• Performer?
• Dragger?
• They generally perform well enough to not warrant
  too much attention
• If the team starts to excel, they will excel with
  the team
• Most of your team will fall into this category
• Motivating followers direct and coach
• Review the clear goals and expectations of the
  department
• Be disciplined in following up on performance
• Be sure that they know the importance of their
  role on the team
• Encourage them to work with performers
• Take advantage when you see them doing the right
  things

p.24
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Silver Leadership

• The 10 80 10 Model
• Who are the performers?
• New experiences, bigger circle
• Pay them attention
• Not more money, Not more work
• Demonstrate excellence and success
• Never rest on laurels
• Never done
• Motivating performers inspire and breed
• Give them your time and attention
• Give them added responsibilities as they earn
  them
• Encourage them to grow
• Cross-train
• Industry benchmarking
• Understanding of company goals
• Provide special projects

p.25
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Silver Leadership

• The 10 80 10 Model
• Ways to motivate performers
• Verbal thank yous
• Post its
• Let them know they are a performer
• Exposure to upper management (bring to meetings)
• Sit down with them about career path planning
• Tours of suppliers and/or customers
• Seek advice on equipment purchases
• Include in strategy
• Use as interviewers in hiring process
• Allow them to present their project best
  practice sharing
• Encourage to attend seminars and trade shows
• Gift certificates
• Time off with pay

p.25
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Silver Leadership

• The 10 80 10 Model
• Getting 10-80-10 started
• Supervisors evaluate employees and establish
  action plans
• Explain, in detail, the 10-80-10 process to all
  employees
• Meet with individual employees to set goals and
  deadlines
• Include the supervisors
• Face-to-face meetings
• Explain what behaviors need to change, never
  attack the person
• Encourage the person with examples of supportive
  activities they have seen
• Provide a goal that fits the ranking level

p.26
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Silver Leadership

• The 10 80 10 Model
• This is your job!
• Inspire your team dont just ship the product
• You were hired/promoted to lead people, not just
  manage the process

p.27
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Behaviors, Attitudes, Values
66
Silver Leadership

• Behaviors, Attitudes, Values
• Definity Partners Definition of Culture
• Traditions, Customs, Way of Life
• A set of actions and attitudes which define how
  the majority of employees in a business react to
  change
• The set of strategies and tools most often
  utilized by employees in a business to implement
  change and take action

p.28
67
Silver Leadership

• Behaviors
• Attitudes
• Values

p.28
68
Silver Leadership

• For Review
• Run-Improve- Grow
• Effective Meetings
• 10-80-10 Model
• Behaviors, Attitudes, Values

69
Problem Solving

• The 5 Whys
• Pareto Analysis
• Fishbone Diagram
• Check Sheets
• Flow Charting

70
Silver Leadership

• Problem Solving
• Steps
• Identify the problem
• Analyze the problem
• Generate possible solutions
• Analyze the solutions
• Decide on a solution
• Try the solution
• Which step is the most critical?
• A problem is half solved if stated correctly

p.30
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Silver Leadership

• The 5 Whys
• Problem The Washington Monument was
  disintegrating.
• Why?
• Because of the use of harsh chemicals
• Why use harsh chemicals?
• To clean pigeon poop
• Why so many pigeons?
• They eat spiders, which are prevalent at the
  monument
• Why so many spiders?
• They eat gnats, which are prevalent at the
  monument
• Why so many gnats?
• They are attracted to the bright lights at dusk
• Solution
• Turn on the lights at a later time.

72
Silver Leadership

• Pareto Charts
• Why used?
• Based on Pareto principle 20 of resources cause
  80 of problems
• Focuses on the problems that have the greatest
  pay-off potential
• Visually highlights relative frequency of events
• Useful in showing before and after situations
• Construction of a Pareto chart
• Helps determine problem that you want to
  investigate
• Check current data or brainstorm causes
• Choose best measurement
• Choose time period
• Check data or investigate
• Compare relative frequency
• List problems on horizontal axis and frequencies
  on vertical axis

p.31
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Silver Leadership

• Pareto Charts
• Why are people reporting late to work?

p.31
74
Silver Leadership

• Fishbone Diagram
• Cause and effect
• Why used?
• Enables team focus on the content of the problem
  finds root causes
• Creates a snapshot of everyones knowledge and
  builds consensus
• Identifies data collection needs/areas
• Focuses on causes, not symptoms
• Breaks complex into manageable
• Construction of a fishbone diagram
• Develop problem statement
• Brainstorm
• Generate cause legs
• Place brainstormed ideas on cause legs
• Exhaust useful information
• Analyze and test for root-cause probability

p.32
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Silver Leadership

• Fishbone Diagram
• Example

p.32
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Silver Leadership

• Fishbone Diagram

p.32
77
Silver Leadership

• Fishbone Diagram
• Tips for successful diagramming
• Dont worry about categorization until after idea
  generation
• Causes may fit into more than one category
• Try to keep causes into scope of your control
• Use categories to try and generate ideas
• Exercise
• Develop a Problem Statement
• Construct a Fishbone Diagram for your Problem

p.32
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Silver Leadership

• Fishbone Diagram
• Fishbone diagram your problem statement

p.32
79
Silver Leadership

• Check Sheets
• Why used?
• Systematic way to record data
• Identifies trends and patterns in observations
• Forces agreement on definitions of each condition
• Takes opinions out of process
• Very adaptable and easy to use
• Construction of a check sheet
• Agree on definition of events
• Determine who, when, and what
• Develop easy collection method
• Collect data consistently and accurately

p.33
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Silver Leadership

• Check Sheets
• Tips for successful check sheets
• Develop understanding of what data is going to be
  used for
• Make sure you measure over a cycle
• Ensure all data collectors are working under some
  criteria
• Act one all data good or bad
• Mini case study
• ACME Manufacturing set a goal to increase
  productivity by 15. Everyone was very busy and
  had no idea how to become more productive. Using
  a check sheet, every Customer Service
  representative logged the time spent on each of
  the 11 categories every day.
• When they paretoed out the categories, they
  discovered that the top two (15 each) were
  Email/Administration and Meetings. The third
  largest was Order Entry, which was around 11
  of the departments time. A full third of the
  time spent on the first two combined.

81
Silver Leadership

• Check Sheets
• Customer serviceproductivity log

82
Silver Leadership

• Check Sheets
• Example
• Check sheet for your department
• What check sheet could I put into place in my
  area?
• What would it track?
• What would it look like?

p.33
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Silver Leadership

• Flow Charts
• Why used?
• Allows for easy identification of flow or
  processes
• Shows the actual and ideal progression of
  thoughts and patterns for any product or service
  in a manner that will make inconsistencies more
  obvious.
• Construction of a flow chart
• Determine boundaries of process beginning and
  end
• Determine the steps in the process
• Sequence the steps
• Draw flow chart with appropriate symbols
• Test for completeness
• Tips for successful flow charts
• Flow chart the actual process so everyone can
  understand
• Try not to include too many symbols use
  simplesymbols that mimic actual transactions if
  necessary

p.34
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Silver Leadership

• Flow Charts
• Example Process of calling a play in football

p.34
85
Silver Leadership

• Flow Charts
• One Final Exercise
• Identify a Process
• Flow Chart that process

p.34
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Silver Leadership

• For Review
• Steps
• Identify the problem
• Analyze the problem
• Generate possible solutions
• Analyze the solutions
• Decide on a solution
• Try the solution
• Tools for Problem Solving
• Pareto analysis
• Fishbone diagram
• Check sheets
• Flow charting

87
Silver Leadership

• Silver Leadership Review
• Leadership
• Described the qualities of a great leader
• Learned about the critical components which all
  leaders need to be successful
• Goals and measurements
• Developed SMART goals and measurements which can
  establish and track the progress towards the
  achievement of such goals
• Time management
• Assessed how you currently use your time and
  constructed ways to make more effective use of
  that time
• Problem solving
• Identified the six steps to problem solving and
  evaluatedfour practical tools which can be used
  in breakingdown and analyzing a problem

88
Silver Leadership

• Next steps in your series
• Silver Leadership Effective Communication
• Gold Class Motivating Others While Leading
  Change
• Homework

89
Questions or Final Thoughts?

• To register for additional Leadership
  Classes,visit www.definitypartners.com/events
• Thank you for coming!