dr. fred heismeyer adjunct professor webster university shanghai, china [email protected]

Dr. Fred HeismeyerAdjunct Professor

Webster UniversityShanghai, China

[email protected]

Regarding this week’s readings?

Why?

and

What?

32%

14%

36%

17%

15%

26%

13%

30%

73%

9%ORGANIZATION’S LEADERSHIP DOES NOT FOCUS ON STRENGTHS

ORGANIZATION’S LEADERSHIP FOCUSES ON STRENGTHS

TALENT (a natural way of thinking, feeling, or behaving)

INVESTMENT(time spent practicing, developing your skills, and building your knowledge base)

STRENGTHS (the ability to consistently provide near-perfect performance)

IDENTIFYSTRENGTHS

THE RIGHTFIT

GREATMANAGERS

ENGAGEDEMPLOYEES

LOYALCUSTOMER

S

SUSTAINABLE GROWTH

REAL PROFIT

INCREASE

STOCKINCREASE

9

3 4

10 1211

5 6

7

1 2

8

From: First, Break all the Rules: by Marcus Buckingham and Curt Coffman

1) Do I know what is expected of me at work?

2) Do I have the materials and equipment I need to do my work

right?

3) At work, do I have the opportunity to do what I do best every day?

4) In the last seven days, have I received recognition or praise for

good work?

5) Does my supervisor, or someone at work, seem to care about me

as a person?

6) Is there someone at work who encourages my development?

7) At work, do my opinions seem to count?

8) Does the mission/purpose of my company make me feel like my

work is important?

9) Are my co-workers committed to doing quality work?

10) Do I have a best friend at work?

11) In the last six months, have I talked with someone about my

progress?

12) At work, have I had the opportunities to learn and grow?

BRAND

COMMODITY

IRRESISTABLE

FAD

RESPECT

APATHY

INDIFERENCE

LOVE

4 KINDS OF COMPANIES/ORGANIZATIONS

From: Mike Thompson, SVI

DREAMER

MOLE

CHAMPION

WORKER

INSPIRED

BORED

UNPRODUCTIVE PRODUCTIVE

4 KINDS OF employees

From: Mike Thompson, SVI

"Complexityis what tears up virtually everylarge corporate, governmental,

andinstitutional organization.“

John Ellis, a Fast Company columnist

20%

Not

EngagedActively

Disengaged

9% 71%

Engaged

Loyal, Psychologically

Committed, More Productive,

Higher Retention

Three Types of Employees in ChinaThree Types of Employees in China

Productive but Not Psychologically

Connected, More Missed Days, More

Likely to Leave

Physically Present but

Psychologically Disruptive,

Unhappy and Insist on Sharing

Their Unhappiness with

Others

2007 Gallup Organization

** My supervisor focuses on my strengths

or positive characteristics (“5” on 1-5 scale)

How Employee Feels Supervisor Focuses on Employee Talents

*Source: Gallup Poll data of U.S. working population 18 years and older from April 2004

40

22

1

57

33

38

2

4561

0%

20%

40%

60%

80%

100%

Engaged

Not Engaged

Actively DisengagedNo Focus on

Employee Strengths/Weakness

es

Focus on

Weaknesses*

Focus on

Strengths**

* My supervisor focuses on my weaknesses

or negative characteristics (“5” on 1-5 scale)

“Ignoring people is the worst thing you can do to them.” — Don Clifton

What

CANCANwe do?

strengths and weaknesses

What do others

EXPECTus to do?

stakeholder expectancies

What do we

WANT to do?

organizational and individual values

What

MIGHTwe do?

external opportunities and threats

STRATEGY

Teams are the most fundamental building

blocks of society

Teamwork is essential for a productive

organization

SYNERGYThe whole is

greaterthan the sum of

its parts

By Robert Greenlief

SERVANT LEADERSHIP CHARACTERISTICS

Persuasionselling vision/goalsConceptualizationbeing future oriented

Foresightusing the past to plan for the future

Stewardshipgiving to those who follow

Listeningcommunicating with others

Empathycaring for others

Building Communitydeveloping cohesion

Healingconflict resolution

Awarenesscontinuing to learn

Commitment to Growth of People

continuous learning/development

By Jim Laub, 2000

SERVANT ORGANIZATION orHEALTHY ORGANIZATION

model

ETHICS

MORALS

VALUES

ORGANIZATIONORGANIZATION

Provides Leadership Shares Leadership Values People Develops People Builds Community Displays Authenticity

Share Leadership

Sharethe

Vision Sharethe

Power

Sharethe

Status

ProvideLeadership

EnvisionThe

Future

ClarifyGoals

TakeInitiative

ETHICS

MORALS VALUES


ValuePeople

DevelopPeople

Believe inPeople

ListenRespectively

Serve OthersFirst

Provide forLearning

ModelBehaviors

Encourageand Affirm

ETHICS

MORALS VALUES


BuildRelationships

ValueDifferences

WorkCollaboratively

HaveIntegrity

Be WillingTo Learn

Be Open andAccountable

BuildCommunity

DisplayAuthenticity

ETHICS

MORALS VALUES


ValuePeople

BuildCommunity

ShareLeadership

DevelopPeople

DisplayAuthenticity

ProvideLeadership

ETHICS

MORALS VALUES


Believe inPeople

ListenRespectively

Serve OthersFirst

BuildRelationships

ValueDifferences

WorkCollaboratively

Sharethe Vision

Sharethe Power

Sharethe Status

Provide forLearning

ModelBehaviors

Encourageand Affirm

HaveIntegrity

Be WillingTo Learn

Be Open andAccountable

Envisionthe Future

ClarifyGoals

TakeInitiative

ValuePeople

BuildCommunity

ShareLeadership

DevelopPeople

DisplayAuthenticity

ProvideLeadership

ETHICS

MORALS VALUES


Developing success for your

team

Be quick to resolve conflict.

The key to resolving conflict is one-on-one communication.

Utilize the diverse personalities, talents and skills.

Recognize that diverse experiences gives the team necessary resources to accomplish the job.

The foundation for a strong, long lasting team is TRUST.

Doing what you say you will do, goes a long way to solidifying the trust within the team.

Accept personal responsibility for your actions.

Hold each other accountable to the rules, policies, procedures and expectations of your team.

All team members must contribute actively.

It is important for teams to know how to get everyone involved.

Stay within the boundaries set, whether internal or external boundaries.

Discuss boundaries changing and the implications to your team.

Each person's contribution must be heard, valued and acknowledged.

Favoritism must be avoided.

Although the goals may change over time, each member should clearly understand what these goals are at any point.

Without clear goals, people become apathetic or use the group to achieve their own personal goals.

Team members need to feel they can speak their minds.

The team should have ample time to communicate, share information, discuss issues and use informal communication channels.

Teams need leaders, both formal and informal.

Leadership should be shared.

Leaders help coordinate the work of the team.

YOUR TEAM

from: Harvard University

Team Focus and Purpose

Team Performance

Skills and Training

Communication

Interpersonal Problems

Meetings

Team Decision Making

Celebrations

Team Design and Structure

Team Leader Problems

1. Be patient and caring with your team.

2. Assume the best about people.3. Fix the problem, don’t fix the

blame.

4. Focus on behaviors, not attitudes.

5. Establish regular, effective team meetings.

6. Focus on the race, not the hurdles.

7. Involve the right people in problem solving.

8. Don’t break your pick on unsolvable problems.

9. Develop the skills and discipline of effective problem solving.

10. Know your roles, purpose, boundaries, and resources.

11. Focus on results.12. Remember that the team is

not an end in itself.

MID-TERM EXAMINATIONMID-TERM EXAMINATION

ReviewReview

Mid-Term ReviewMid-Term Review

1. Morning Class: We will meet at 8:30 a.m. in the large lecture room on the left of the entrance. Afternoon Class: We will meet at 1:00 p.m. in our normal classroom. BE ON TIME!

2. There will be 25 questions.

3. The exam will consist of multiple choice questions and true/false questions.

4. You will have one-hour to complete the exam.Source: Level Three Leadership


5. Electronic aids (cell phones, computers, electronic translators, tablets, etc.) may NOT be used.

6. This is NOT an open book exam.

7. This is an individual exam, NOT a team exam.

Source: Level Three Leadership


1. Definition of VABE2. Three elements of the Leadership Point of View3. Definition of Leadership, including various parts of

the definition4. The definition of Infocracies and the details of this

era as defined by the text’s author5. Identify the four levels for which leadership occurs6. The main parts of the Diamond Model of

Leadership and what each part means7. Definition of ethics8. Definition of power



9. The three levels that exist for leading strategic change

10. Identify the four panes of the Johari Window11. Identify the dimensions of leadership decision

making.12. Demonstrate an understanding of the

differences between Level one, two and three of human activity and how they relate to leadership



13. Identify what the dark side of Level Three Leadership is

14. Identify the three levels of organizational activity15. Define morality/morals16. Define manipulation17. Identify four cornerstones of moral foundation of

effective leadership



18. Identify the seven levels of similarity and differences as described in the text book

19. Define behavior20. Define value chain21. Identify the three parts of self-concept22. Identify the six steps to effective leadership as

described in the text



23. Know this quote and what it means: “Behaving as and becoming an effective leader is a secondary by-product of an intense commitment to a purpose”

24. Know what the author means when he talks about “your center or core” and how he relates this concept to leadership

25. Know this quote and what it means: “Leadership is an act of engagement.”

26. Define empowerment27. Explain why celebrating success is important



28. Define Emotional Intelligence and the components of EQ

29. Define empathy30. Define World-Class Performers (WCPs)31. Explain the World Class Performance cycle as

identified by the author in the text32. What are the characteristics of Flow33. Define and explain resonance



34. Identify why setbacks, obstacles and successes are important in our quest for resonance

35. Define what a Strategic Issue is36. Identify the three components of competitive

advantage37. Define strategy38. Identify the five basic elements of strategic

competition39. Identify the four parts of the SWOT model



40. Identify the four additional, related, action-oriented questions that guide strategic choices and that corresponds to the SWOT analysis

41. Define Core Capabilities and how these are important to a leader

42. Identify why strategic thinking is important to an organization

43. Identify the five key elements of strategic thinking



44. Identify and define each of the six distinct and sequential parts of an organizational charter

45. Define effective leadership and the six steps to achieve effective leadership

46. Identify the four major dimensions of the Personal Styles Inventory

47. Identify what style on the PSI you were and a brief description of the style



48. Explain Sam Walton’s “Rule 4” of doing business relating to communication (see slides)

49. Define the difference between leader and manager (see slides)

50. Define the term “Learning Organization” as developed by Peter Senge



51. Identify the three level of culture (see slides)52. State why the customer is important to all of

us as leaders (see slides)53. Identify the six organizational functions of the

Servant/Healthy Organization model. (see slides)

54. Identify the parts of the Strengths Equation: Talent X Investment = Strengths (see slides)

55. Suggest how you will use all of the materials learned so far in this class in your quest for leadership and leadership growth


Presentations must be 20 minutes (minimum 18 minutes/maximum 22 minutes) not including questions from the audience.

All members of the team must participate in the presentation.

ALL TEAMS must submit an electronic copy of your PowerPoint slides (turned in at the beginning of class 7)

Week 7

Cultural ImpactPower & InfluenceEmotional IntelligenceInnovative ThinkingMission/GoalsEthics/Values

Week 8

Virtual OrganizationsTeam DynamicsProblem-Solving &

Decision Making

Motivation/EngagementPor – Book Summaries

Week 7

Power & InfluenceInnovative ThinkingEthics/Values

Week 8

Mission/GoalsLearning OrganizationProblem-Solving &

Decision MakingEmotional Intelligence

dr. fred heismeyer adjunct professor webster university shanghai, china [email protected]

Documents

good work

quality work

mike thompson

others2007 gallup organization

employee talents

andinstitutional organization

scalehow employee

external opportunities