Be Prepared to LeadBe Prepared to Lead

ADVANTAGE SESSION #5KELLEY SCHOOL OF BUSINESS

X420Presented by Richard D. Attiyeh

Be Prepared to LeadBe Prepared to LeadLeaders are developed,

not naturally born.

You WILL be a leader! The question is, how

effective will you be? What will your style of

leadership be, or become?

Leadership styles may vary based on the personality of the leader.

There are many types of leaders.

The best leaders are flexible in their technique, varying their leadership style to fit the situation.

Some pundits insist that good leaders should also have three traits: a vision (“the vision thing”,) the ability to communicate

this vision, and the trust of their associates.

INFLUENCE RELATIONSHIP TASK

RELATIONSHIP TASK

RELATIONSHIP TASK

RELATIONSHIP TASK

Leadership styles can be summarized into categories. four

COLLABORATION

DIRECTION

DELEGATION

INFLUENCE The leader is heavily involved in both

building and maintaining team relationships, and

completing the team’s task.

RELATIONSHIP TASK

COLLABORATION The leader’s time is largelycommitted to building and maintaining team relationships.

Task accomplishment is leftmainly to the team.

RELATIONSHIP TASK

DIRECTION

Leader spends relatively littletime building team relationships.

The leader focuses mainly on directing the team’s efforts.

RELATIONSHIP TASK

DELEGATION The leader “hands off” the workload to the team, trusting them to

build and maintain team relationships, and

complete the task.

NOTE: This is one of the most abused forms of leadership.

RELATIONSHIP TASK

Any of these leadership styles may be appropriate to the circumstances.

Flexibility in leadership is a attribute of success.

crucial

FLEXIBILITY

“If the rate of change on the outside exceeds the rate of change on the inside, the end is near.”

Jack WelchFormer Chairman and CEO

General Electric Corp.

….one more time……

INTEGRITY

What is the bedrock of good leadership?

Flexible leadership is important, but…..

Leadership is the process of influencing the thoughts and actions of others to achieve

a mutual goal -- GETTING THINGS DONE.

…and there are effective leadership behavior patterns that can be learned….

COMMUNICATECOMMUNICATE!!

"Remember that silence is sometimes the best answer."  - Dalai Lama

KNOW YOUR COLLEAGUES

“Coming together is a beginning.Keeping together is progress.Working together is success.”

- Henry Ford

(NOT “followers” , but “colleagues” – your team)

TAKE THE INITIATIVE

“I would rather regret the things I have done than the things I have not."

— Lucille Ball

"The right man is the one who seizes the moment."— Johann Wolfgang von Goethe

DEVELOP A VISION

“The empires of the future are empires of the mind." - Winston Churchill

"The future belongs to those who see possibilities before they become obvious."

-John ScullyFormer CEO of Pepsi and Apple Computer

BUILD TRUST

"So near is falsehood to truth that a wise man would do well not to trust himself on the narrow edge."

— Cicero

“Trust men and they will be true to you: treat them greatly and they will show themselves great."

— Ralph Waldo Emerson

“To be persuasive we must be believable; to be believable we must be credible; credible we must be truthful."

— Edward R. Murrow

DEMONSTRATE COMPETENCE

“Competence, like truth, beauty and contact lenses, is in the eye of the beholder.”

- Dr. Lawrence J. Peter

"You cannot be a leader, and ask other people to follow you, unless you know how to follow, too."

— Sam Rayburn

DEMONSTRATE COMPETENCE

COMMUNICATECOMMUNICATE!!KNOW YOUR COLLEAGUES

TAKE THE INITIATIVEDEVELOP A VISION

BUILD TRUST

INTEGRITY

The Magnificent Seven……er, plus One!

FLEXIBILITY

……even without a grand vision….even without a grand vision….

REMEMBER: The goal is to get the job done, and done well.

You have been managing a technical support group for several years. The senior technician you manage – whose service predates your arrival, who is paid more than you, and who is the only one who really understands the mainframe – had neglected to properly document emergency procedures. This is part of a pattern of somewhat arrogant behavior on the part of this individual. While you have mentioned the importance of effective documentation in staff meetings, you have not really made an issue of it to any of the staff.

The mainframe is essential to the operation of your company’s budgeting and payroll functions. It crashes while he is on compassionate family leave.

It takes almost three days for the back-up technicians to restore system functionality because of his lack of adequate documentation. The CIO wants to fire him. Do you:

1) Fire him when he returns from compassionate leave.2) Advise the CIO that you will handle disciplining him,

but that he should not be fired.3) Shrug it off as “samo-samo.”4) Use the situation to illustrate to all of your staff the

importance of effective documentation.WHY?

(you may choose more than one)

After Old Al retired three years ago you were promoted to Executive Manager of your company’s development group. You report directly to the CEO.

The group has been very successful, but now things are looking grim. The original tentative product launch date for your group’s latest project – the Productivity Suite, an array of hardware, software and web-based training tools and publications – is fast approaching and you’ll need more time to make it the quality product all of your group wants to produce. The CEO has been talking about marketing whatever you can on the original time-schedule as a “cost-reduced” product. You know that even when the result is deemed acceptable (less quality for cheaper and earlier delivery), it can kill a team.

Do you:1) Shrug and tell your group they’ve just got to do what they’re told and dummy up the product on time?

2) Try to convince the CEO to delay the product launch for six months so your group can finish up the custom product development they had started?3) Lay out the situation to your team and ask them for suggestions and ideas on how to produce a product they can still be proud of more quickly?

WHY?(you may choose more than one)

1) Call him in and give him the choice of the tiger or the lamb – firing or resignation?2) Call him in, counsel him again, and warn him his job is on the line.3) Call him in and put him on formal probation, part of the requirements of which is taking a series of customer service classes at a local college?4) Call him in and put him on formal probation, part of the requirements of which is researching to find a good series of customer service classes to which you can send him and the whole staff as a training/team building opportunity?

WHY?

You have been managing the 7-person tech services department for a small banking firm of about 500 for three years. One of your recent hires, Robert, has run afoul of two bank officers in his first nine months on the job – you have had complaints from them about his condescending attitude. Others have mentioned this too.You didn’t fire him after the first couple of incidents because he is genuinely talented, and each time you counseled him on his customer service attitude he seemed to improve. Legally you can fire him for cause with no real problem because you have documented his personnel file with the previous incidents.This morning you received a phone call from a very irate VP of Marketing demanding that something be done because she “doesn’t need to be lectured by a support tech on computer internet security!” Robert has struck again. Should you:

The best leaders never forget that there are really only two truly crucial attributes needed for sound and successful leadership…

( yes, count ‘em, two)

……. Anyone want to venture a . Anyone want to venture a guess as to which of the guess as to which of the “magnificent seven” are the “magnificent seven” are the most critical to successful most critical to successful leadership?leadership?

first of all, INTEGRITY - Built and maintained by these behaviors: truth, trust, honesty,

self-awareness, consistency

“Men acquire a particular quality by constantly acting in a particular way."— Aristotle

“He is not wise to me who is wise in words only, but he who is wise in deeds."— St. Gregory

next, FLEXIBILITY - Built and maintained by these behaviors: knowledge of

colleagues, communication, competence, taking the initiative, coping with change

The bend in the road is not the end of the road unless you refuse to take the turn.

Fundamentally, it is up to the leader to keep the team’s “eyes on the prize”…. Learn to lead by practicing behavior that enables

building and maintaining the team’s trust in your integrity

being flexible in management style and work methods

Related Advantage Sessions

02/22/05 #22 Dealing with Difficult People

03/03/05 #75 (Leadership) Supervising Through Motivation

02/22/05 #71 Solving People Problems on the Job

EVALUATION QUESTIONS

Use:a. Strongly agreeb. Agreec. Disagreed. Strongly disagreee. Don’t know

1. I found the presentation of material easy to understand.

2. This Advantage session increased my knowledge on the subject presented.

3. I will be able to use some of the information from the Advantage session in the future.

4. The presenter was well prepared for this Advantage session.

5. This presentation should be repeated in future semesters.

Be Prepared to LeadBe Prepared to Lead