practicing leadership

1

“Practicing leadership is likegrowing older--It's not for the

faint at heart!"

Gary Floss

University of Minnesota Quality Fair –04 Feb 2010

1

You don’t have tobe the “Big Boss”to be an effective

leader!

2

Topics Covered1. Leadership vs. Management

What are the attributes? What are importance levels?

2. Values-driven Leadership What part does “understanding culture” play?

3. Concept of the “Right Questions to Ask” What are the questions that leaders need to ask?

4. Leadership companion toPlan/Do/Check/Act: “Start, Stop,Keep”

1. Leadership vs. Management

3

4

Management: Keep the existing train running as designed

Management: Keep the existing train running as designed

5

Leadership: See a vision of where wecould be, and lead us there

Leadership: See a vision of where wecould be, and lead us there

Leadership -- explain and sharethe Vision, so everyone can see it 6

7

A Leader’s View of ongoingContinuous Improvement

time

Current State

Desired Future State

Core Values of the Organization

As-Is

To-Be

Progress – 1000 pointscale

500

250

750

“Leaders have to createother leaders.

All leaders have threestories”1. Who Am I Story?

2. Who We Are Story?

3. Where Are We Going Story?

Noel Tichy – University of Michigan,author of The Leadership Engine“Winners have good leaders who nurture the development of

other leaders at all levels of the organization” 8

Leader vs. Manager:attributes

9

Subject Leader ManagerEssence Change StabilityHorizon Long-term Short-termSeeks Vision ObjectivesPower Personal

charismaFormal authority

Dynamic Proactive ReactiveStyle Transformational Transactional

Reference:www.ChangingMinds.org

Examples: 6 of 24 attributes mentioned

The Two Most Important Keys toEffective Leadership

According to a study by the Hay Group, a global managementconsultancy, there are 75 key components of employee satisfaction(Lamb, McKee, 2004). They found that:

Trust and confidence in top leadership was the single mostreliable predictor of employee satisfaction in an organization.

Effective communication by leadership in three criticalareas was the key to winning organizational trust andconfidence:o Helping employees understand the company's overall business

strategy.o Helping employees understand how they contribute to achieving key

business objectives.o Sharing information with employees on both how the company is

doing and how an employee's own division is doing - relative tostrategic business objectives.

10

11

LeadershipLeadership

• Mission• Vision• Values• Action

12

2. Values-Driven Leadership

Personal Values & Organizational Values

Core ValuesCore ValuesCore Values

VisionaryLeadership

Customer-DrivenExcellence

Organizational &Personal Learning

Valuing Employees& Partners

Agility

Focus on TheFuture

Managing ForInnovation

Management byFact

SocialResponsibility

Focus on Results &Creating Value

SystemsPerspective

Reference: MBNQA

Which of these core values

most pertain to Leadership?

13

Example: Visionary Leadership Your organization’s senior leaders should

– set directions– create a customer focus,– create clear and visible values,– create high expectations.

The defined values and strategies should helpguide all of your organization’s activities anddecisions.

Senior leaders should be responsible to yourorganization’s governance body for their actionsand performance.

Senior leaders should serve as role models.

14

Why Pay Attention toCulture?“Culture eatsstrategic plansfor lunch everytime.”

Dr. Bill Rupp, M.D. & CEO,Jacksonville, FL Clinic CampusMayo Health System

“The culture ofan organizationlives in itslanguage.”

Martin Heidegger“On Time and Being” 15

High Achiever

“One who never seeshimself or herself as a finished

product”

17

“Level 5 Leadership: TheTriumph of Humility andFierce Resolve” (Jim Collins, 2001)

Level 1 – Highly Capable Individual

Level 2 – Contributing Team Member

Level 3 – Competent Manager

Level 4 – Effective Leader

Level 5 – Enduring Greatness

Extremepersonalhumility

Intenseprofessional

will

18

3. The “Right Questions to Ask”

Need to be a Systems Thinker:Baldrige Core Value of “Systems Perspective”

19

Successful management of overallperformance requires organization-specificsynthesis, alignment, and integration.

Synthesis means looking at your organizationas a whole and builds on key business attributes,including your core competencies, strategicobjectives, action plans, and work systems.

20

Four Interrelated Parts:– Appreciation for a

System– Understanding of

Variation– Theory of Knowledge– Psychology

System of Profound Knowledge

They don’t evenknow the rightquestions to ask!!

Dr. W. Edwards Deming

Language of Moneyvs.Language of Things

Convert THINGS intoReturn on InvestmentProject Opportunities

Cascade Organizational

Goals Into Dept. Goals,

Measures,Projects

21

22

No problems ahead, my Net Worthis $11,250,567

Weight: 342 lb.

Smoke 3packsa day

Blood Pressure290/160

Balanced Scorecard?

23

Costs

OperationalExcellenceCustomer

and MarketFocus

Management

Employees

Balancing the Voice of the Customer, the Process,the Employee

Voice-of-the-Customer

(VOC)

Voice-of-the-Process

(VOP)

Voice-of-the-Employee

(VOE)

“Get Off the Fire Truck”(Jim Womack, Lean Enterprise Institute founder)

“Stop the ‘Firefighting’”: Many managers inorganizations spend a large amount of theirtime in “firefighting” – with customers,suppliers, design, operations.

24

Instead:1. Agree on what is important2. “Create brilliant lean processes to achieve

what's important”3. Create stability and then continuously

improve every process4. Mentor subordinates as lean managers

An Organizational example(circa 1990’s)

Discourage Firefighting &Encourage Prevention

25

Of 26 reward & recognition systemsavailable to managers/executives; 8 ofthese were negatively correlated to the

desired behavioral attribute

26

4. Start, Stop, Keep model

After measure &assessment; what’s the plan? Things we need to keep doing.

Things we need to startdoing.

Things we need to stop doing.

Arnie Weimerskirch, retiredVP, Quality, Honeywell

10 PRINCIPLES OF CHANGE

#2 Use a credible management model

28

29

Model for ChangeProbability of Change is high if C is lower

than the sum of DMPD + M + P > C

Dissatisfaction with the present

Model of the futurewithout that dissatisfaction

ProcessPerceivedCost of makingthe change

-- Including“costs” toemployees & theorganization

Part of the Planning Challenge – the“Duality of Work” Principle

Where everyonepersonalizes theconcept of:

Management has the specialresponsibility of providing a workclimate that enables (time andresources) and rewards this behavior

“Working in theProcess”(delivering results)

“Working on the Process”(improving how we do thework)

whilealso

31

Summary

32

A Fundamental Truth! ofStrategic Quality Management

Quality begins at the top andsucceeds only through top-management leadership . . .and constancy of purpose.

And: Yes, leadership can occur at any level

Page 65 – Baldrige Criteria

PLAN

CHECK DO

ACT

PLAN

CHECK DO

ACT

PLAN

CHECK DO

ACT

PLAN

CHECK DO

ACT

34

Goals•Individual•Team•Organizational

Recognition

Reward

Promotion

Communication

?

?

?

?

Alignment of Soft Systems – “supportthe People side of the equation”

Training

“Quality Makes Money”Why Do We Measure?1) to determine data that can be used as a

source of ideas for improvement2) to check progress against expectations

if you are falling short of expectations, goback to (1) and use the data as a beginningpoint for more improvements

36

Any Questions