Developing Leadership Skills By Ronald D' Snee Tunnell Consulting

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Developing Leadership SkillsByRonald D.
SneeTunnell Consulting

• Presented at
• From Consultant to Effective Leader
• ASQ Statistics Division
• Roanoke, VA
• April 26-27, 2002

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Agenda

• Todays Realities
• What is Leadership?
• What Do Leaders Do?
• Key Leadership Skills
• Ways to Develop Leadership Skills
• Summary

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Todays Realities

• Global Competition is forcing changes in all
  aspects of our society
• - Business
• - Government
• - Education
• - Health Care
• Customers are demanding more
• We have to change how we work and manage
• - All aspects of our organizations
• - All processes we use to do our work

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We Live in a New Era

• Old Paradigm - One Job
• - Go to work, do your job and come home
• New Paradigm - We Have Two Jobs
• - Do your work
• - Improve on how you do your work
• Key Issue
• - How to balance the
• Doing and Improving workloads

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Leaders Help Us Make the Needed Changes?

• Leaders help a group of people move from
• One paradigm to another
• "Leadership the art of getting someone else to
  do something you want done because he wants to do
  it."
• Dwight D. Eisenhower
• Leaders have followers
• Bill Gore, Founder, W. L. Gore and Associates

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We have Many Kinds of Leaders

• Political
• Military
• Business
• Academic
• Religious
• Sports
• Statistical Leaders
• And many more

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Change Requires Both Leading and Managing

• Leading
• Moving Between Paradigms
• Doing Right Things
• Creating Improvements
• Leading Developing People

• Managing
• Working Within a Paradigm
• Doing Things Right
• Holding the Gains
• Managing Processes

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We Need Both Leading and Managing

• Lead People
• Direction
• Communication
• Resources
• Coach
• Reinforce

Manage Processes
Happy Customers
Feedback - Whats working? - Need to do
differently?
Healthy processes serving happy customers
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Time Spent on Doing and Improving Work

• Leading Managing
• Role Improving Work Doing Work
• Executives 90 10
• Managers 70 30
• Others 30 70

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So What Do Leaders Do?

• Provide Direction - Where we are headed
• Communicate
• - The Why Benefits of the direction
• Enable, Coach and Counsel
• Recognize Results and Reinforce
  Desired Behavior

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Providing Direction - Showing the Way

• Vision - What Success Looks Like
• Objectives - How we will win
• Goals - How much, by when
• Strategies - What we will focus on
• Initiatives - Specific projects we will undertake

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Strategic Planning Example

• Vision Improvement is part of our culture
• Objective Implement Six Sigma
• Goal 30MM in 3 years
• Strategy Begin in manufacturing, then
• Move to New Product Development
• Next initiate work in Admin areas
• Initiatives BB Wave 1 in Manufacturing
• BB Wave 2 in New Product Dev
• BB Wave 3 in Admin processes
• BB Wave 4 in Manufacturing

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Kotters Eight Stages of Successful Change

• Establish a sense of urgency
• Positive vision of being a premier company
• Create a guiding coalition
• Champions
• Develop a vision and strategy
• Six Sigma at my company
• Communicate the change vision
• Empower employees for broad based action
• Aggressive results oriented training at all
  levels
• Generate short-term wins
• 50M in six months at Company A
• Consolidate gains and produce more change
• Using annual operating plan and communications
  program
• Anchor new approaches in the culture
• - Champions, Master Black Belts, Black
  Belts, Green Belts

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Elements of Successful Change

• Vision
• Motivating forces - Burning platform
• Strong, respected leader
• Broad participation
• Communication - Tight networks and patterns
• Training and Education
• Reinforcement
• Westinghouse Productivity and Quality Center

All Elements Must be Present for the Change to
Be Successful
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Communicate The DirectionProvide Understanding
and Hope

• The direction we are pursuing
• What benefits we expect to get
• Progress - Results achieved to date
• Communication should be clear, concise and
  continuous
• Variety of media should be used
• - People take in and process information in
  different ways

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Enable - Set Up People for Success

• Provide resources - people, time,
• Provide training - build needed skills
• Provide methods to accomplish assigned tasks
• Remove barriers
• Coach and Counsel

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Recognize and ReinforceCatch People Doing Things
Right

• Recognize accomplishments and results
• - Psychological rewards
• - Financial rewards
• Reinforce desired behavior
• - Catch people doing things right
• People want and need feedback
• - How am I doing? , Ed Koch, Mayor, New
  York
• Feedback needed for improvement
• Key tool - Management reviews

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Leaders Lead People

• Provide Direction
• - Leaders show the way
• Communicate
• - Leaders develop understanding and hope
• Enable, Coach, Counsel, Provide Resources
• - Leaders set people up for success
• Recognize Results and Reinforce Desired Behavior
• - Leaders catch people doing things right

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Dalton Model for Career Development

• Career Stage
• Apprentice
• Colleague
• Mentor
• Sponsor

• Role
• Helps, follows direction
• Independent contributor
• Manager, developer of people, networker
• Shapes the organizations direction

Leadership skills are required to function as a
Mentor and Sponsor
Dalton and Thompson, 1986
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George Fisher Plot
High
Total Quality Facilitators
We need employees with both people
technical skills
Target
People Skills
Statisticians
Low
Low
High
Technical Skills
Note George Fisher, CEO at Motorola Kodak,
has a Ph.D. In applied mathematics
from Brown University
mcs
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Quotes on Leadership

• The very essence of leadership is you have to
  have a vision. It s got to be a vision you
  articulate forcefully on every occasion. You
  cant blow an uncertain trumpet.
• Rev. Theodore Hesburgh,
• President Emeritus, Notre Dame University
• Leadership and learning are indispensable to
  each other.
• John F. Kennedy
• November 22, 1963
• The speed of the leader determines the rate of
  the pack
• It is the capacity to develop and improve their
  skills that distinguishes leaders from their
  followers.
• Warren Bennis and Bert Nanus

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Quotes on Leadership

• The best coaches know what the end result looks
  like.--If you dont know what the end result is
  supposed to look like, you cant get there.
• Vince Lombardi
• Hey, Wait a Minute
• John Madden p224
• Failing to prepare is preparing to fail
• John Wooden
• The secret of success is constancy of purpose
• Benjamin Disraeli

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Quotes on Leadership

• Life is like a dog sled team. If youre not the
  lead dog the view never changes.
• Anonymous
• "Leadership the art of getting someone else to
  do something you want done because he wants to do
  it."
• Dwight D. Eisenhower
• Leaders have followers
• Bill Gore, Founder, W. L. Gore and Associates
• You can manage what you cannot understand, but
  you cannot lead it.
• Myron Tribus

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Change Requires Shifts inKnowledge, Skills and
Attitudes
Knowledge
What? Why?
Habits Behavior Mindset
Want To
How To?
Skills
Attitude and Desire
Adapted from Covey 1989
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Key Leadership Skills

• Business Acumen
• Understand how business works
• Process and Systems Thinking
• Strategic Planning and Deployment
• Stakeholder Building
• Communication Clear, concise continuous
• Reviewing and Coaching
• Structured Improvement Methods (Six Sigma)
• Learn to Deal With Teams Group Dynamics
• Meeting Design and Facilitation
• Project Planning and Management
• Understanding Human Behavior

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Core Processes
Product Processes
Enterprise Processes
Translation
Requirements Collections and Definition

Planning Financial Personnel Mgmt. Info.
Sys. Legal Communications Public Relations
Market Segment
INTERFACES
Market Place
Business Processes
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Elements of Strategic Planning

• Mission What the organization does for its
  customers
• Vision What the organization wants to become
• Values Principles organization will live by
• Objectives What we have to do to be successful
• Strategy How we will achieve our objectives
• Goals Numerical targets that enable the
  organization to meet its objectives
• Initiatives Actions taken to implement
  strategies
• Deployment Process of taking the strategies and
  objectives to each level of the organization so
  that the overall objectives are achieved

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Modes of Behavior
Purposeful

• This will be good for us
• Lets get started

Acceptance of a New Idea
Ego

• I can make this work
• This will be good for me

Reactive

• Wont work
• Costs too much
• Takes too long

Time
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Reaction to a New Idea Modes of Behavior

• Phase I Reactive
• - This will never work - The cost is too
  high
• - I dont have time for this
• Phase II Ego
• - I see some benefit for me - I think that
  I can make this work
• Phase III Purposeful
• - This can be good for us
• - Everyone should get this training
• - Lets get started
• Note Everyone starts in the reactive phase
  Goes Reactive!
• - We all pass through the Ego Phase
  before
• Becoming Purposeful
• - People move through the phases at
  different rates
• - Some people dont ever get out of the
  Reactive phase

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Shopping the Plan Around Building Stakeholder
Support
Individual Stakeholders
.Stakeholders Adopt Plan
Plan 1
Input 1
Plan 3
Input 2
Plan 2
Plan Development
Continue to get input from stakeholders
individually and revise the plan until you are
ready to share the Plan with the stakeholders as
a group.
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Leaders Recognize Different Levels of Activity
and Job Responsibility.
Where we're headed
Strategic
Executives
Managerial processes to guide us
Managerial
Managers
Where the work gets done
Operational
Others
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Running Effective Meetings

• Well-Defined meeting purpose, desired outcomes,
  agenda and roles
• Meeting Roles
• - Leader Runs the meeting
• - Facilitator Helps the group conduct the
  meeting
• - Scribe Captures ideas and issues on
  flip chart to
• keep the group focused
  including
• Action List and Parking Lot
• - Note Taker Prepares the meeting minutes
• - Timekeeper Keeps track of the meeting
  time

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Meeting Roles
Scribe
Meeting Leader
Facilitator
Note Taker
Time Keeper
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DMAIC Six Sigma Process Improvement Model

• Define the project and its financial impact
• Measure the gap, listen to the process
• Analyze data to determine root causes
• Improve the process Implement the solution
• Control the process, standardize, and document
  Sustain the gains

Define
Measure
Analyze
Improve
Control
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DMAIC and the Improvement Tools
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Myths of Leadership

• Leadership is a rare skill
• Leaders are born not made
• Leaders are charismatic
• Leadership exists only at the top of an
  organization
• The leader controls, directs, prods, manipulates
• Bennis and Nanus 1985

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Personal Change Is Required

• Insanity
• - Doing the Same Things and Expecting
• Better Results
• The Only Person Who Enjoys a Change is a Wet Baby
• If You Cant Change Your Mind You Cant Change
  Anything--George B. Shaw
• Those Who Fail to Respond to Their Changing World
  Will Have Less Influence in It

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Ways to Develop Leadership Skills

• Read books and articles
• Attend courses
• Discuss the subject with colleagues
• Practice, Practice, Practice, ..

Becoming a leader is like learning to play the
violin in public
Anonymous
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Can I Be Successful?

• Never doubt that a small group of committed
  people can change the World. Indeed, it is the
  only thing that ever has
• Margaret
  Mead

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My Message

• Place an increased focus on enhancing your
  leadership skills
• Be on the lookout for examples - good and bad -
  of leadership that you can use as a model
• Best way to learn to lead is to do it
• - Be on the lookout for your opportunity!

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References on Leadership

• Bennis, W and Nanus, B. (1985) Leaders - The
  Strategies for Taking Charge, Harper-Row, NY.
  Bennis has several other books on leadership.
• Covey, S. R. (1989) The Seven Habits of Highly
  Effective People, Fireside, Simon and Schuster,
  New York, NY
• Hayword, F. (1997) Churchill on Leadership, Prima
  Publishing, Rocklin, CA
• Kotter, J. (1997) Leading Change, Harvard
  Business School Press, Cambridge, MA. Also see
  Harvard Business Review, March-April 1995
• Kouzes, J. M. and Posner, B. Z. (1995) The
  Leadership Challenge, Jossey-Bass, San Francisco
• Phillips, D. T. (1992) Lincoln on Leadership,
  Warner Books, New York, NY

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References on Leadership Skills

• Bens, I (1999) Facilitation at a Glance,
  GOAL/QPC, Methuen, MA
• Brassard, M. (1989) The Memory Jogger Plus,
  Goal/QPC, Methuen, MA
• Dalton, G. W. and Thompson, P. H. (1986)
  Strategies for Career Management, Scott Foresman,
  New York, NY
• Dolye, M. and Straus, D. (1982) Making Meetings
  Work, Jove Books, New York, NY
• GOAL/QPC (1997) Project Management Memory Jogger,
  GOAL/QPC, Methuen, MA
• Hoerl, R. W. and Snee, R.D. (2002) Statistical
  Thinking Improving Business Performance,
  Duxbury Press, Pacific Grove, CA
• Scholtes, P. R., Joiner, B. L. and Streibel, B.
  J. (1996) The Team Handbook, Oriel, Madison, WI
• Snee, R. D. (1998) Non-Statistical Skills that
  Can Help Statisticians Become More Effective,
  Total Quality Management Journal, Vol. 9. No. 8,
  711-722