personal leadership and management skills john reinert past president ieee-usa past director, region...

Personal Leadership and Management Skills

John ReinertPast President IEEE-USA Past Director, Region 5

UTMC Microelectronics Systems

Leadership!!

What is it?

Who has it?

How can I do it?

Outline• Leadership defined• The changing engineering career• Skill set for success• A 4-stage Personal Model for Leadership

and Management Excellence• RAB Leadership Development Project• SC99 Leadership Development Workshops

Who Are The Leaders?

• George Washington

• F.D. Roosevelt

• Winston Churchill

• Margaret Thatcher

• Genghis Khan

• John Elway

• Joseph Stalin

• Ghandi

• Adolph Hitler

What Is Leadership?

• Making the right things happen

• Inspiring others to achieve a goal

• Taking risks, willing to fail to achieve

Leadership Characteristics

• Creator of Culture

• Proactive

• Change agent (positive)

• Cheerleader

• Coach

• Motivator

• Focus Provider

Management and Leadership

Management Leadership

Coping with Complexity Coping with Change

Planning and Budgeting Setting a Direction

Organizing and Staffing Aligning People

Controlling and ProblemSolving

Motivating and Inspiring

John Kotter: Harvard Business Review, May-June 1990

Never doubt that a small group of thoughtful, committed people can

change the world. Indeed, it is the only thing that ever has

Margaret Mead

Ask Yourself...• Are you satisfied with your career?• Do you know what you want to accomplish?• Are you accomplishing all you can?• Are you an effective leader?• Do you want to grow in your career and as a

person? • Do you know what you have to do?• Are you happy?

Become a Leader-Manager!

Drucker on Leadership

• Leadership must be learned and can be learned

• Leadership personality, traits, style: they don’t exist

Drucker on Leadership

• A leader is someone who has followers

• An effective leader is someone whose followers do the right things

• Leaders are highly visible: Set examples

• Leadership is not rank, privileges, titles or money. It is responsibility

Yes. But How!

The Environment

• Business is becoming more complex– Faster changing, worldwide markets

• Businesses struggle to compete– Shortened product life cycles– More demanding customers

• Organizations and individuals must be efficient, dynamic, and responsive to survive

The Workplace Old New

The work Done by individualswithin a department

Done by teams acrossdepartments and functions

Education Finite Continuous Learning

Job skills Mostly static Always changing

Career advancement The career ladder multiple strategies

Worker expectations Security Personal growth

Career management Company directed Individually owned andshared

Carl Wick, PERSPECTIVES, 1-98

The Changing Workplace

Carl Wick, Perspectives, 1-98

Skills for Today’s Engineer

• A customer focus

• Teaming skills

• A process orientation

• Technical skills

• Professional skills

• Competency in key technologies

Professional Skills

• Listening skills• Communication skills: written / oral• Presentation techniques• Negotiating skills• Teamwork roles• Project management knowledge• Meeting management techniques• Empathy

If you don’t know where you’re

going then any road will get you

there.

What’s Needed?

• To be successful, leadership knowledge and skills need to be applied

• Best if applied in the professional and personal realm

• A successful framework for integration and application

If you always do what you always did,

you’ll always get what you always got

A Personal Leadership and

Management ModelTools and a Process to Support Leaders

• Plan activities and identify customers

• Survey customers to determine needs

• Define and use metrics to measure effectiveness

• Establish continuous improvement to do it better the next time!

Planning Steps

• Develop a shared vision– Organizational or personal

• Decide who your customer is– Member?, Self?, Business customer?

• Know your customer: Survey– Mail, newsletter, email, phone

• Establish goals

Management & Planning Tools

• Affinity Diagram

• Interrelationship Digraph

• Tree Diagram

• Prioritization Matrices

• Matrix Diagram

• Process Decision Program Chart

• Activity Network Chart

R andom ideas C onso lida ted Ideas P rio ritized Ideas

5

10

8 7= Group Title

Idea Processing

Surveys:Identify Customer

Needs• Outline the problem• Define survey

objective• Find existing data• Define the target group• Decide on the

reliability • Define, sample and

scope

• Decide survey method

• Decide who will conduct the survey

• Outline analysis and report requirements

• Timing• Cost

Prioritization Prioritization

MatrixCriteria

WeightingOption 1 Option 2 Option 3 Option 4

Criteria 1 1,3,9 1, 3, 9

Criteria 2

Criteria 3

Criteria 4

Total Sum (WgtX Rating)

Sum(Wgt XRating)

Sum(Wgt XRating)

Sum (WgtX Rating)

Measuring Results: Metrics

• Not how many, but how goodThe point-of-delivery survey:– How well was the meeting received?– Did the meeting meet expectations?– What changes would improve the meeting?

• Customer Satisfaction is the best metric

Continuous Improvement

PLAN

DO

STUDY

ACT The Deming Cycle

Is This Your Section?

• If I tried to implement this stuff here I would either be ignored or everyone would quit. My senior people are burnt out and want out. My junior people are mostly not interested in anything except showing activity on a resume. I have only one person out of 20 that I consider to be capable.

Or is this your Section?

• We already use some of these concepts to great advantage. Training has been very helpful also.

• Our Section tried this process over the past year and it worked great

Region 5 Leadership Training

Concentration• Core Characteristics

– Customer Value– Training– Continuous Improvement– Measurement and Metrics

• Reinforced through:– Individual officer strategic plans– Documented Region 5 Vision

Tools From the IEEE

• Career Planning: Career Asset Manager

• Technical: Society publications

• Professional Skills: IEEE-USA Professional Development Conference

• Management for Engineers: Engineering Management Society

• IEEE-USA: Today’s Engineer Magazine

IEEE Leadership Development

• RAB Goals– Number 1: Develop local leadership– Assigned to:

RAB Section Chapter Support Committee– Developing standard training materials

• Web based

– Developing leadership training modules• Toronto pilot, Fall 1998• Full program by Sections Congress 1999

The Message:

• Technical Skills are a basic necessity

• Think: Life Long Learning

• Professional skills add to the toolbox

• Technical and professional skills need to be integrated for maximum effect

• Best if applied to professional and personal life

Don’t Wait,Be a Leader

Now!

Resources

• The 7 Habits of Highly Effective People (Steven Covey)

• The Fifth Discipline (Peter Senge)• The Balanced Engineer (IEEE-USA

Professional Development Conf.), 98,99• Career Asset Manager (IEEE EAB)• The Memory Jogger Plus + (Michael

Brassard. 1989. Methuen: Goal/QPC)

Leadership Development

Workshops, SC99• How to be an effective Chairman/Vice

Chairman; Larry Nelson, ChairmanWorcester County Section

• Leadership Development in Region 3; K. Reed Thompson, Region 3 Leadership Development Chair